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  • what differs a computer scientist/software engineer to regular people who learn programming language and APIs?

    - by Amumu
    In University, we learn and reinvent the wheel a lot to truly learn the programming concepts. For example, we may learn assembly language to understand, what happens inside the box, and how the system operates, when we execute our code. This helps understanding higher level concepts deeper. For example, memory management like in C is just an abstraction of manually managed memory contents and addresses. The problem is, when we're going to work, usually productivity is required more. I could program my own containers, or string class, or date/time (using POSIX with C system call) to do the job, but then, it would take much longer time to use existing STL or Boost library, which abstract all of those thing and very easy to use. This leads to an issue, that a regular person doesn't need to get through all the low level/under the hood stuffs, who learns only one programming language and using language-related APIs. These people may eventually compete with the mainstream graduates from computer science or software engineer and call themselves programmers. At first, I don't think it's valid to call them programmers. I used to think, a real programmer needs to understand the computer deeply (but not at the electronic level). But then I changed my mind. After all, they get the job done and satisfy all the test criteria (logic, performance, security...), and in business environment, who cares if you're an expert and understand how computer works or not. You may get behind the "amateurs" if you spend to much time learning about how things work inside. It is totally valid for those people to call themselves programmers. This makes me confuse. So, after all, programming should be considered an universal skill? Does programming language and concepts matter or the problems we solve matter? For example, many C/C++ vs Java and other high level language, one of the main reason is because C/C++ features performance, as well as accessing low level facility. One of the main reason (in my opinion), is coding in C/C++ seems complex, so people feel good about it (not trolling anyone, just my observation, and my experience as well. Try to google "C hacker syndrome"). While Java on the other hand, made for simplifying programming tasks to help developers concentrate on solving their problems. Based on Java rationale, if the programing language keeps evolve, one day everyone can map their logic directly with natural language. Everyone can program. On that day, maybe real programmers are mathematicians, who could perform most complex logic (including business logic and academic logic) without worrying about installing/configuring compiler, IDEs? What's our job as a computer scientist/software engineer? To solve computer specific problems or to solve problems in general? For example, take a look at this exame: http://cm.baylor.edu/ICPCWiki/attach/Problem%20Resources/2010WorldFinalProblemSet.pdf . The example requires only basic knowledge about the programming language, but focus more on problem solving with the language. In sum, what differs a computer scientist/software engineer to regular people who learn programming language and APIs? A mathematician can be considered a programmer, if he is good enough to use programming language to implement his formula. Can we programmer do this? Probably not for most of us, since we specialize about computer, not math. An electronic engineer, who learns how to use C to program for his devices, can be considered a programmer. If the programming languages keep being simplified, may one day the software engineers, who implements business logic and create softwares, be obsolete? (Not for computer scientist though, since many of the CS topics are scientific, and science won't change, but technology will).

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  • Drive Online Engagement with Intuitive Portals and Websites

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

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  • Oracle OpenWorld Call for MDM Papers

    - by david.butler(at)oracle.com
    As the MDM Track owner, I would like to invite everyone to respond to the Oracle OpenWorld (October 2-6, Moscone Center, San Francisco) Call for Papers (https://oracleus.wingateweb.com/portal/cfp/ ). The Call for Papers is open now through Sunday, March 27. This is an outstanding opportunity for organizations familiar with MDM to tell their story to a very large, knowledgeable and intensely interested community. Opportunities for feedback and networking abound.  I would love to see MDM papers on: business drivers; business benefits; quantified ROI stories; business process optimization; implementation styles; implementation lessons learned; using master data as a service; data governance best practices; end-to-end data quality experiences; support for SOA; Chart of Accounts issues fixed; how to leverage reference data; improving EPM and/or BI across the board; operationalizing a data warehouse; support for cloud computing; compliance success stories; architecture, scalability, and mixed workload RAC platform performance examples; industry specific value propositions (Financial Services; Retail, Telecom; Manufacturing, High Tech Manufacturing, Public Sector, Health Care, …); and line of business specific value propositions (CRM, ERP, PLM, SCM, …); etc. In fact, given that MDM positively impacts all areas of operations and analytics, there are no limits to the ideas you may have for an OpenWorld presentation. When you follow the submission process, be sure to use “Master Data Management” for either the Primary or Optional track. Add “Master Data Management” as an Optional track if you are adding MDM content to a presentation on one of the following tracks: Agile; Customer Relationship Management, Oracle E-Business Suite, Product Lifecycle Management, Siebel, Sourcing and Procurement, Supply Chain Management, or one of the 18 available industry tracks. If Cloud Computing is included, please add “Cloud Computing” as a Cross-Stream Track. And don’t forget to make “MDM” a Tag, along with Business Intelligence, Cloud, CRM, Data Integration, Data Migration, Data Warehousing, EPM, or Service-Oriented Architecture whenever your content includes these items. I will personally review each submission. I hope you all keep me very busy over the next few weeks.

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  • Oracle OpenWorld 2012 - What's New

    - by Cinzia Mascanzoni
    Oracle OpenWorld 2012 is now over. Here a summary of major announcements on Hardware and Technology. Oracle Unveils Expanded Oracle Cloud Services Portfolio Oracle Unveils New Partner Cloud Programs Oracle Announces Latest Release of Oracle Exalogic Elastic Cloud Oracle Announces Oracle Exadata X3 Database In-Memory Machine Oracle Outlines Opportunity to Transform Industries from Device to Data Center with Embedded Java Oracle Announces Oracle Solaris 11.1 Latest Release of Oracle Exalytics In-Memory Machine Software Enables Customers to View and Analyze Data at the Speed of Business New Release of Oracle Business Intelligence Enables Users to Quickly Access and Analyze Key Business Information, Anytime, Anywhere

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  • Webcast Q&A: ING on How to Scale Role Management and Compliance

    - by Tanu Sood
    Thanks to all who attended the live webcast we hosted on ING: Scaling Role Management and Access Certifications to Thousands of Applications on Wed, April 11th. Those of you who couldn’t join us, the webcast replay is now available. Many thanks to our guest speaker, Mark Robison, Enterprise Architect at ING for walking us through ING’s drivers and rationale for the platform approach, the phased implementation strategy, results & metrics, roadmap and recommendations. We greatly appreciate the insight he shared with us all on the deployment synergies between Oracle Identity Manager (OIM) and Oracle Identity Analytics (OIA) to enforce streamlined user and role management and scalable compliance. Mark was also kind enough to walk us through specific solutions features that helped ING manage the problem of role explosion and implement closed loop remediation. Our host speaker, Neil Gandhi, Principal Product Manager, Oracle rounded off the presentation by discussing common use cases and deployment scenarios we see organizations implement to automate user/identity administration and enforce closed-loop scalable compliance. Neil also called out the specific features in Oracle Identity Analytics 11gR1 that cater to expediting and streamlining compliance processes such as access certifications. While we tackled a few questions during the webcast, we have captured the responses to those that we weren’t able to get to here; our sincere thanks to Mark Robison for taking the time to respond to questions specific to ING’s implementation and strategy. Q. Did you include business friendly entitlment descriptions, or is the business seeing application descriptors A. We include very business friendly descriptions.  The OIA tool has the facility to allow this. Q. When doing attestation on job change, who is in the workflow to review and confirm that the employee should continue to have access? Is that a best practice?   A. The new and old manager  are in the workflow.  The tool can check for any Separation of Duties (SOD) violations with both having similiar accesses.  It may not be a best practice, but it is a reality of doing your old and new job for a transition period on a transfer. Q. What versions of OIM and OIA are being used at ING?   A. OIM 11gR1 and OIA 11gR1; the very latest versions available. Q. Are you using an entitlements / role catalog?   A. Yes. We use both roles and entitlements. Q. What specific unexpected benefits did the Identity Warehouse provide ING?   A. The most unanticipated was to help Legal Hold identify user ID's in the various applications.   Other benefits included providing a one stop shop for all aggregated ID information. Q. How fine grained are your application and entitlements? Did OIA, OIM support that level of granularity?   A. We have some very fine grained entitlements, but we role this up into approved Roles to allow for easier management.   For managing very fine grained entitlements, Oracle offers the Oracle Entitlement Server.  We currently do not own this software but are considering it. Q. Do you allow any individual access or is everything truly role based?   A. We are a hybrid environment with roles and individual positive and negative entitlements Q. Did you use an Agile methodology like scrum to deliver functionality during your project? A. We started with waterfall, but used an agile approach to provide benefits after the initial implementation Q. How did you handle rolling out the standard ID format to existing users? A. We just used the standard IDs for new users.  We have not taken on a project to address the existing nonstandard IDs. Q. To avoid role explosion, how do you deal with apps that require more than a couple of entitlement TYPES? For example, an app may have different levels of access and it may need to know the user's country/state to associate them with particular customers.   A. We focus on the functional user and craft the role around their daily job requirements.  The role captures the required application entitlements.  To keep role explosion down, we use role mining in OIA and also meet and interview the business.  It is an iterative process to get role consensus. Q. Great presentation! How many rounds of Certifications has ING performed so far?  A. Around 7 quarters and constant certifications on transfer. Q. Did you have executive support from the top down   A. Yes  The executive support was key to our success. Q. For your cloud instance are you using OIA or OIM as SaaS?  A. No.  We are just provisioning and deprovisioning to various Cloud providers.  (Service Now is an example) Q. How do you ensure a role owner does not get more priviliges as are intended and thus violates another role, e,g, a DBA Roles should not get tor rigt to run somethings as root, as this would affect the root role? A. We have SOD  checks.  Also all Roles are initially approved by external audit and the role owners have to certify the roles and any changes Q. What is your ratio of employees to roles?   A. We are still in process going through our various lines of business, so I do not have a final ratio.  From what we have seen, the ratio varies greatly depending on the Line of Business and the diversity of Job Functions.  For standardized lines of business such as call centers, the ratio is very good where we can have a single role that covers many employees.  For specialized lines of business like treasury, it can be one or two people per role. Q. Is ING using Oracle On Demand service ?   A. No Q. Do you have to implement or migrate to OIM in order to get the Identity Warehouse, or can OIA provide the identity warehouse as well if you haven't reached OIM yet? A. No, OIM deployment is not required to implement OIA’s Identity Warehouse but as you heard during the webcast, there are tremendous deployment synergies in deploying both OIA and OIM together. Q. When is the Security Governor product coming out? A. Oracle Security Governor for Healthcare is available today. Hope you enjoyed the webcast and we look forward to having you join us for the next webcast in the Customers Talk: Identity as a Platform webcast series: Toyota: Putting Customers First – Identity Platform as a Business Enabler Wednesday, May 16th at 10 am PST/ 1 pm EST Register Today You can also register for a live event at a city near you where Aberdeen’s Derek Brink will discuss the survey results from the recently published report “Analyzing Platform vs. Point Solution Approach in Identity”. And, you can do a quick (& free)  online assessment of your identity programs by benchmarking it against the 160 organizations surveyed  in the Aberdeen report, compliments of Oracle. Here’s the slide deck from our ING webcast: ING webcast platform View more presentations from OracleIDM

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  • Web Seminar - The Oracle Database Appliance: How to Sell a Unique Product!

    - by swalker
    Dear partner, You are exclusively invited to join us for a webcast, dedicated to Oracle’s EMEA Partners, on the Oracle Database Appliance value proposition, positioning and ecosystem – to help you capture new business and help your customers roll out their solutions fast, easily, safely and with maximum cost efficiency! Join us to learn about: ODA Benefits: Fast, Easy, Cost Efficient, Highly Reliable Feedback from early Customer Wins: What can we Learn? Objection Handling: Overcoming the most common customer questions Going beyond the Database: The ODA ECO System for applications, backup & more… When combined with your high-value services (e.g., migration, consolidation), the end result is a database system that you can use to grow the business in your existing accounts, or capture new business. Join us at the EMEA partner webcast hosted by Robert Van Espelo Cloud and Virtualization Leader, EMEA Business Development on Thursday, April 12, at 9:00am UK / 10:00am CET. The presentation will be given in English. To register for this webcast click here We look forward to talking to you on April 12! Best regards,Giuseppe Facchetti EMEA Partner Business Development Manager Oracle EMEA, Hardware Sales Paul LeonardEMEA Partner Marketing Manager Oracle EMEA, Systems Marketing

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  • Five Key Trends in Enterprise 2.0 for 2011

    - by kellsey.ruppel(at)oracle.com
    We recently sat down with Andy MacMillan, an industry veteran and vice president of product management for Enterprise 2.0 at Oracle, to get his take on the year ahead in Enterprise 2.0 (E2.0). He offered us his five predictions about the ways he believes E2.0 technologies will transform business in 2011. 1. Forward-thinking organizations will achieve an unprecedented level of organizational awareness. Enterprise 2.0 and Web 2.0 technologies have already transformed the ways customers, employees, partners, and suppliers communicate and stay informed. But this year we are anticipating that organizations will go to the next step and integrate social activities with business applications to deliver rich contextual "activity streams." Activity streams are a new way for enterprise users to get relevant information as quickly as it happens, by navigating to that information in context directly from their portal. We don't mean syndicating social activities limited to a single application. Instead, we believe back-office systems will be combined with social media tools to drive how users make informed business decisions in brand new ways. For example, an account manager might log into the company portal and automatically receive notification that colleagues are closing business around a certain product in his market segment. With a single click, he can reach out instantly to these colleagues via social media and learn from their successes to drive new business opportunities in his own area. 2. Online customer engagement will become a high priority for CMOs. A growing number of chief marketing officers (CMOs) have created a new direct report called "head of online"--a senior marketing executive responsible for all engagements with customers and prospects via the Web, mobile, and social media. This new field has been dubbed "Web experience management" or "online customer engagement" by firms and analyst organizations. It is likely to rapidly increase demand for a host of new business objectives and metrics from Web content management solutions. As companies interface with customers more and more over the Web, Web experience management solutions will help deliver more targeted interactions to ensure increased customer loyalty while meeting sales and business objectives. 3. Real composite applications will be widely adopted. We expect organizations to move from the concept of a single "uber-portal" that encompasses all the necessary features to a more modular, component-based concept for composite applications. This approach is now possible as IT and power users are empowered to assemble new, purpose-built composite applications quickly from existing components. 4. Records management will drive ECM consolidation. We continue to see a significant shift in the approach to records management. Several years ago initiatives were focused on overlaying records management across a set of electronic repositories and physical storage locations. We believe federated records management will continue, but we also expect to see records management driving conversations around single-platform content management consolidation. 5. Organizations will demand ECM at extreme scale. We have already seen a trend within IT organizations to provide a common, highly scalable infrastructure to consolidate and support content and information needs. But as data sizes grow exponentially, ECM at an extreme scale is likely to spread at unprecedented speeds this year. This makes sense as regulations and transparency requirements rise. The model in which ECM and lightweight CMS systems provide basic content services such as check-in, update, delete, and search has converged around a set of industry best practices and has even been coded into new industry standards such as content management interoperability services. As these services converge and the demand for them accelerates, organizations are beginning to rationalize investments into a single, highly scalable infrastructure. Is your organization ready for Enterprise 2.0 in 2011? Learn more.

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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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  • A starting point for Use Cases and User Stories

    - by Mike Benkovich
    Originally posted on: http://geekswithblogs.net/benko/archive/2013/07/23/a-starting-point-for-use-cases-and-user-stories.aspxSoftware is a challenging business and is rife with opportunities to go wrong. Over the years a number of methodologies have evolved to help make sure that things go right. In an effort to contribute to this I’ve created a list of user stories that I think should be included and sometimes are just assumed. Note this is a work in progress, so I’m looking for your feedback. I’m curious what you would add or change in my list. · As a DBA I am working with a Normalized data model that reflects an agreed upon logical model for the system · As a DBA I am using consistent names for my fields which match the naming standards of my organization · As a DBA my model supports simple CRUD operations against all the entities · As an Application Architect the UI has been validated against the Business requirements and a complete set of user story’s have been created · As an Application Architect the database model has been validated against the UI · As an Application Architect we have a logical business model that describes all the known and/or expected usage of the system during the software’s expected lifecycle · As an Application Architect we have a Deployment diagram that describes how the application components will be deployed · As an Application Architect we have a navigation diagram that describes the typical application flow · As an Application Architect we have identified points of interaction which describes how the UI interacts with the services and the data storage · As an Application Architect we have identified external systems which may now or in the future use the data of this application and have adapted the logical model to include these interactions · As an Application Architect we have identified existing systems and tools that can be extended and/or reused to help this application achieve it’s business goals · As a Project Manager all team members understand the goals of each release and iteration as they are planned · As a Project Manager all team members understand their role and the roles of others · As a Project Manager we have support of the business to do the right thing even if it is not the expedient thing · As a Test/QA Analyst we have created a simulation environment for testing the system which does not use sensitive data and accurately reflects the scenarios of all the data that will be supported by the system · As a Test/QA Analyst we have identified the matrix of supported clients used to access the system including the likely browsers, mobile devices and other interfaces to work with the application · As a Test/QA Analyst we have created exit criteria for each user story that match the requirements of the business story that was used to create them · As a Test/QA Analyst we have access to a Test environment that is isolated from production and staging environments · As a Test/QA Analyst there we have a way to reset the environment so we can rerun tests when a new version of the software becomes available · As a Test/QA Analyst I am able to automate portions of the test process Thoughts? -mike

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  • New Self-Studies on Oracle Rules

    - by JuergenKress
    We now have 2 self-study courses on Oracle Rules: Introduction to Oracle Business Rules Using Oracle Business Rules in BPEL & BPMN (NEW) They are both available to everyone, Oracle Partners and Oracle Customers, in the Oracle Learning Library. No charge. SOA & BPM Partner Community For regular information on Oracle SOA Suite become a member in the SOA & BPM Partner Community for registration please visit www.oracle.com/goto/emea/soa (OPN account required) If you need support with your account please contact the Oracle Partner Business Center. Blog Twitter LinkedIn Facebook Wiki Mix Forum Technorati Tags: Oracle rules,business rules,education,training,SOA Community,Oracle SOA,Oracle BPM,Community,OPN,Jürgen Kress

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  • Is this project Structure Valid?

    - by rafuru
    I have a dilemma: In the university we learn to create modular software (on java), but this modularity is explained using a single project with packages (a package for business, another one for DAOS and another one for the model, oh and a last package for frontend). But in my work we use the next structure: I will try to explain: First we create a java library project where the model (entities classes) are created in a package. Next we create an EJB named DAOS and using the netbeans wizard we store the DAOS interfaces in the library project in another package , these interfaces are implemented in the DAOS bean. So the next part is the business logic, we create a business EJB for each group of functions , again using the wizard we store the interface in the java library project in another package then is implemented on the business bean. The final part (for the backend) is a bean that I have suggested: a Facade bean who will gather every method of the business beans in a single bean and this has an interface too that is created in our library project and implemented in the bean. So the next part is call the facade module on the web project. But I don't know how valid or viable is this, maybe I'm doing everything wrong and I don't even know! so I want to ask your opinion about this.

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  • Java JRE 7 Automatic Upgrade and Demantra Requirements - Action Required

    - by user702295
    The following applies to ALL Demantra, EBS and Demantra Oracle Integrations: All EBS desktop administrators must disable JRE Auto-Update for their end-users immediately. See this externally-published article:     URGENT BULLETIN: Disable JRE Auto-Update for All E-Business Suite End-Users     https://blogs.oracle.com/stevenChan/entry/bulletin_disable_jre_auto_update Why is this required? If you have Auto-Update enabled, your JRE 1.6 version will be updated to JRE 7.     This may happen as early as July 3, 2012.     This will definitely happen after Sept. 7, 2012, after the release of 1.6.0_35 (6u35).  Oracle Forms is not compatible with JRE 7 yet.  JRE 7 has not been certified with Oracle E-Business Suite yet. Oracle E-Business Suite functionality based on Forms -- e.g. Financials -- will stop working if you upgrade to JRE 7. Related News Java 1.6.0_33 is certified with Oracle E-Business Suite.  See this externally-published article:     Java JRE 1.6.0_33 Certified with Oracle E-Business Suite     https://blogs.oracle.com/stevenChan/entry/jre_1_6_0_33

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  • ARTS Reference Model for Retail

    - by Sanjeev Sharma
    Consider a hypothetical scenario where you have been tasked to set up retail operations for a electronic goods or daily consumables or a luxury brand etc. It is very likely you will be faced with the following questions: What are the essential business capabilities that you must have in place?  What are the essential business activities under-pinning each of the business capabilities, identified in Step 1? What are the set of steps that you need to perform to execute each of the business activities, identified in Step 2? Answers to the above will drive your investments in software and hardware to enable the core retail operations. More importantly, the choices you make in responding to the above questions will several implications in the short-run and in the long-run. In the short-term, you will incur the time and cost of defining your technology requirements, procuring the software/hardware components and getting them up and running. In the long-term, as you grow in operations organically or through M&A, partnerships and franchiser business models  you will invariably need to make more technology investments to manage the greater complexity (scale and scope) of business operations.  "As new software applications, such as time & attendance, labor scheduling, and POS transactions, just to mention a few, are introduced into the store environment, it takes a disproportionate amount of time and effort to integrate them with existing store applications. These integration projects can add up to 50 percent to the time needed to implement a new software application and contribute significantly to the cost of the overall project, particularly if a systems integrator is called in. This has been the reality that all retailers have had to live with over the last two decades. The effect of the environment has not only been to increase costs, but also to limit retailers' ability to implement change and the speed with which they can do so." (excerpt taken from here) Now, one would think a lot of retailers would have already gone through the pain of finding answers to these questions, so why re-invent the wheel? Precisely so, a major effort began almost 17 years ago in the retail industry to make it less expensive and less difficult to deploy new technology in stores and at the retail enterprise level. This effort is called the Association for Retail Technology Standards (ARTS). Without standards such as those defined by ARTS, you would very likely end up experiencing the following: Increased Time and Cost due to resource wastage arising from re-inventing the wheel i.e. re-creating vanilla processes from scratch, and incurring, otherwise avoidable, mistakes and errors by ignoring experience of others Sub-optimal Process Efficiency due to narrow, isolated view of processes thereby ignoring process inter-dependencies i.e. optimizing parts but not the whole, and resulting in lack of transparency and inter-departmental finger-pointing Embracing ARTS standards as a blue-print for establishing or managing or streamlining your retail operations can benefit you in the following ways: Improved Time-to-Market from parity with industry best-practice processes e.g. ARTS, thus avoiding “reinventing the wheel” for common retail processes and focusing more on customizing processes for differentiations, and lowering integration complexity and risk with a standardized vocabulary for exchange between internal and external i.e. partner systems Lower Operating Costs by embracing the ARTS enterprise-wide process reference model for developing and streamlining retail operations holistically instead of a narrow, silo-ed view, and  procuring IT systems in compliance with ARTS thus avoiding IT budget marginalization While parity with industry standards such as ARTS business process model by itself does not create a differentiation, it does however provide a higher starting point for bridging the strategy-execution gap in setting up and improving retail operations.

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  • Java Embedded @ JavaOne

    - by Tori Wieldt
    Developers, tell your manager (or the other half of your developer-entrepreneur self) about this new event being held Wednesday, Oct. 3th and Thursday, Oct. 4th in San Francisco at the Hotel Nikko (during JavaOne).Java Embedded @ JavaOne is designed to provide business and technical decision makers, as well as Java embedded ecosystem partners, a unique occasion to come together and learn about how they can use Java Embedded technologies for new business opportunities. The ideal audience for this event is business and technical decision makers (e.g. System Integrators, CTO, CXO, Chief Architects/Architects, Business Development Managers, Project Managers, Purchasing managers, Technical Leads, Senior Decision Makers, Practice Leads, R&D Heads, and Development Managers/Leads).A call for papers has gone out, but is ONLY for business-focused submissions. Event organizers are looking for best practices, case studies and panel discussions on emerging opportunities in the Java embedded space. Please consider submitting a paper. The deadline for submission is July 18.Attendees of both JavaOne and Oracle Openworld can attend Java Embedded @ JavaOne by purchasing a $100.00 USD upgrade to their full conference pass. Rates for attending Embedded @ JavaOne alone are here.

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  • Java Embedded @ JavaOne

    - by Tori Wieldt
    Developers, tell your manager (or the other half of your developer-entrepreneur self) about this new event being held Wednesday, Oct. 3th and Thursday, Oct. 4th in San Francisco at the Hotel Nikko (during JavaOne).Java Embedded @ JavaOne is designed to provide business and technical decision makers, as well as Java embedded ecosystem partners, a unique occasion to come together and learn about how they can use Java Embedded technologies for new business opportunities. The ideal audience for this event is business and technical decision makers (e.g. System Integrators, CTO, CXO, Chief Architects/Architects, Business Development Managers, Project Managers, Purchasing managers, Technical Leads, Senior Decision Makers, Practice Leads, R&D Heads, and Development Managers/Leads).A call for papers has gone out, but is ONLY for business-focused submissions. Event organizers are looking for best practices, case studies and panel discussions on emerging opportunities in the Java embedded space. Please consider submitting a paper. The deadline for submission is July 18.Attendees of both JavaOne and Oracle Openworld can attend Java Embedded @ JavaOne by purchasing a $100.00 USD upgrade to their full conference pass. Rates for attending Embedded @ JavaOne alone are here.

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  • Taking the Plunge - or Dipping Your Toe - into the Fluffy IAM Cloud by Paul Dhanjal (Simeio Solutions)

    - by Greg Jensen
    In our last three posts, we’ve examined the revolution that’s occurring today in identity and access management (IAM). We looked at the business drivers behind the growth of cloud-based IAM, the shortcomings of the old, last-century IAM models, and the new opportunities that federation, identity hubs and other new cloud capabilities can provide by changing the way you interact with everyone who does business with you. In this, our final post in the series, we’ll cover the key things you, the enterprise architect, should keep in mind when considering moving IAM to the cloud. Invariably, what starts the consideration process is a burning business need: a compliance requirement, security vulnerability or belt-tightening edict. Many on the business side view IAM as the “silver bullet” – and for good reason. You can almost always devise a solution using some aspect of IAM. The most critical question to ask first when using IAM to address the business need is, simply: is my solution complete? Typically, “business” is not focused on the big picture. Understandably, they’re focused instead on the need at hand: Can we be HIPAA compliant in 6 months? Can we tighten our new hire, employee transfer and termination processes? What can we do to prevent another password breach? Can we reduce our service center costs by the end of next quarter? The business may not be focused on the complete set of services offered by IAM but rather a single aspect or two. But it is the job – indeed the duty – of the enterprise architect to ensure that all aspects are being met. It’s like remodeling a house but failing to consider the impact on the foundation, the furnace or the zoning or setback requirements. While the homeowners may not be thinking of such things, the architect, of course, must. At Simeio Solutions, the way we ensure that all aspects are being taken into account – to expose any gaps or weaknesses – is to assess our client’s IAM capabilities against a five-step maturity model ranging from “ad hoc” to “optimized.” The model we use is similar to Capability Maturity Model Integration (CMMI) developed by the Software Engineering Institute (SEI) at Carnegie Mellon University. It’s based upon some simple criteria, which can provide a visual representation of how well our clients fair when evaluated against four core categories: ·         Program Governance ·         Access Management (e.g., Single Sign-On) ·         Identity and Access Governance (e.g., Identity Intelligence) ·         Enterprise Security (e.g., DLP and SIEM) Often our clients believe they have a solution with all the bases covered, but the model exposes the gaps or weaknesses. The gaps are ideal opportunities for the cloud to enter into the conversation. The complete process is straightforward: 1.    Look at the big picture, not just the immediate need – what is our roadmap and how does this solution fit? 2.    Determine where you stand with respect to the four core areas – what are the gaps? 3.    Decide how to cover the gaps – what role can the cloud play? Returning to our home remodeling analogy, at some point, if gaps or weaknesses are discovered when evaluating the complete impact of the proposed remodel – if the existing foundation wouldn’t support the new addition, for example – the owners need to decide if it’s time to move to a new house instead of trying to remodel the old one. However, with IAM it’s not an either-or proposition – i.e., either move to the cloud or fix the existing infrastructure. It’s possible to use new cloud technologies just to cover the gaps. Many of our clients start their migration to the cloud this way, dipping in their toe instead of taking the plunge all at once. Because our cloud services offering is based on the Oracle Identity and Access Management Suite, we can offer a tremendous amount of flexibility in this regard. The Oracle platform is not a collection of point solutions, but rather a complete, integrated, best-of-breed suite. Yet it’s not an all-or-nothing proposition. You can choose just the features and capabilities you need using a pay-as-you-go model, incrementally turning on and off services as needed. Better still, all the other capabilities are there, at the ready, whenever you need them. Spooling up these cloud-only services takes just a fraction of the time it would take a typical organization to deploy internally. SLAs in the cloud may be higher than on premise, too. And by using a suite of software that’s complete and integrated, you can dramatically lower cost and complexity. If your in-house solution cannot be migrated to the cloud, you might consider using hardware appliances such as Simeio’s Cloud Interceptor to extend your enterprise out into the network. You might also consider using Expert Managed Services. Cost is usually the key factor – not just development costs but also operational sustainment costs. Talent or resourcing issues often come into play when thinking about sustaining a program. Expert Managed Services such as those we offer at Simeio can address those concerns head on. In a cloud offering, identity and access services lend to the new paradigms described in my previous posts. Most importantly, it allows us all to focus on what we're meant to do – provide value, lower costs and increase security to our respective organizations. It’s that magic “silver bullet” that business knew you had all along. If you’d like to talk more, you can find us at simeiosolutions.com.

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  • Managing Operational Risk of Financial Services Processes – part 2/2

    - by Sanjeev Sharma
    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:10.0pt; font-family:"Calibri","sans-serif"; mso-bidi-font-family:"Times New Roman";} In my earlier blog post, I had described the factors that lead to compliance complexity of financial services processes. In this post, I will outline the business implications of the increasing process compliance complexity and the specific role of BPM in addressing the operational risk reduction objectives of regulatory compliance. First, let’s look at the business implications of increasing complexity of process compliance for financial institutions: · Increased time and cost of compliance due to duplication of effort in conforming to regulatory requirements due to process changes driven by evolving regulatory mandates, shifting business priorities or internal/external audit requirements · Delays in audit reporting due to quality issues in reconciling non-standard process KPIs and integrity concerns arising from the need to rely on multiple data sources for a given process Next, let’s consider some approaches to managing the operational risk of business processes. Financial institutions considering reducing operational risk of their processes, generally speaking, have two choices: · Rip-and-replace existing applications with new off-the shelf applications. · Extend capabilities of existing applications by modeling their data and process interactions, with other applications or user-channels, outside of the application boundary using BPM. The benefit of the first approach is that compliance with new regulatory requirements would be embedded within the boundaries of these applications. However pre-built compliance of any packaged application or custom-built application should not be mistaken as a one-shot fix for future compliance needs. The reason is that business needs and regulatory requirements inevitably out grow end-to-end capabilities of even the most comprehensive packaged or custom-built business application. Thus, processes that originally resided within the application will eventually spill outside the application boundary. It is precisely at such hand-offs between applications or between overlaying processes where vulnerabilities arise to unknown and accidental faults that potentially result in errors and lead to partial or total failure. The gist of the above argument is that processes which reside outside application boundaries, in other words, span multiple applications constitute a latent operational risk that spans the end-to-end value chain. For instance, distortion of data flowing from an account-opening application to a credit-rating system if left un-checked renders compliance with “KYC” policies void even when the “KYC” checklist was enforced at the time of data capture by the account-opening application. Oracle Business Process Management is enabling financial institutions to lower operational risk of such process ”gaps” for Financial Services processes including “Customer On-boarding”, “Quote-to-Contract”, “Deposit/Loan Origination”, “Trade Exceptions”, “Interest Claim Tracking” etc.. If you are faced with a similar challenge and need any guidance on the same feel free to drop me a note.

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  • BI&EPM in Focus Sep 2012

    - by Mike.Hallett(at)Oracle-BI&EPM
    Customers ·       Iluka Resources Improves Business Insight into Mining Operations Through Significantly Faster, Customized Analyses ·       Waikato Regional Council Consolidates Financial Reports up to 10 Times Faster  ·       Lojas Renner Shortens Budget Consolidation from Three Days to 15 Minutes; Improves Data Quality, and Supports Aggressive Expansion Plans  ·       Link to Complete Archive ·       Profit Magazine article featuring General Dynamics: RECONnomics: Integrate. Innovate. Grow (link) ·       Video: Goodhope Asia Unifies Financial Data with Oracle Hyperion (link)   Enterprise Performance Management ·       Oracle University Training on Demand: 1.     Oracle Hyperion Financial Reporting 11.1.2 for Financial Management (link) 2.     Oracle Essbase Bootcamp: On Demand (link) 3.     Oracle Hyperion Planning 11.1.2: Create & Manage Applications On Demand (link)   Business Intelligence ·       Oracle University Training on Demand: 1.     Learn How to Create Analyses, Dashboards with OBI 11g (link) 2.     Build Repositories with Oracle Business Intelligence 11g (link) 3.     Oracle BI Publisher 11g Fundamentals (link) 4.     Oracle BI Applications Courses now available for 7.9.6  (link) 5.     Oracle BI 11g: New Features and Exalytics ·       Oracle Business Intelligence Release 11.1.1.6.2BP, updated information: 1.     Oracle BI Mobile at the Speed of Thought 2.     What's New in Oracle Business Intelligence Mobile 3.     What's New in Oracle Business Intelligence Visualizations 4.     Oracle Business Intelligence on Oracle.com 5.     Download the New Release ·       Discover How to Turn Data into Insight: Big Data Guide : Whitepaper and set of short Videos. ·       New OPN Specialisation Exam for OBI 11g Certification . ·       Lastest BIC2g and Exalytics Demonstration VMs for Partners . ·       New Version 2.3 Oracle Endeca Information Discovery and Server now available . ·       New Oracle BI Publisher 11.1.1.6 Trial Edition Now Available .

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  • OTN Virtual Technology Summit - July 9 - Middleware Track

    - by OTN ArchBeat
    The Architecture of Analytics: Big Time Big Data and Business Intelligence This four-session track, part of the free OTN Virtual Technology Summit on July 9, will present a solution architect's perspective on how business intelligence products in Oracle's Fusion Middleware family and beyond fit into an effective big data architecture, offering insight and expertise from Oracle ACE Directors and product team experts specializing in business Intelligence to help you meet your big data business intelligence challenges. Register now! Sessions Oracle Big Data Appliance Case Study: Using Big Data to Analyze Cancer-Genome Relationships Tom Plunkett, Lead Author of the Oracle Big Data Handbook What does it take to build an award winning Big Data solution? This presentation takes a deep technical dive into the use of the Oracle Big Data Appliance in a project for the National Cancer Institute's Frederick National Laboratory for Cancer Research. The Frederick National Laboratory and the Oracle team won several awards for analyzing relationships between genomes and cancer subtypes with big data, including the 2012 Government Big Data Solutions Award, the 2013 Excellence.Gov Finalist for Innovation, and the 2013 ComputerWorld Honors Laureate for Innovation. [30 mins] Getting Value from Big Data Variety Richard Tomlinson, Director, Product Management, Oracle Big data variety implies big data complexity. Performing analytics on diverse data typically involves mashing up structured, semi-structured and unstructured content. So how can we do this effectively to get real value? How do we relate diverse content so we can start to analyze it? This session looks at how we approach this tricky problem using Endeca Information Discovery. [30 mins] How To Leverage Your Investment In Oracle Business Intelligence Enterprise Edition Within a Big Data Architecture Oracle ACE Director Kevin McGinley More and more organizations are realizing the value Big Data technologies contribute to the return on investment in Analytics. But as an increasing variety of data types reside in different data stores, organizations are finding that a unified Analytics layer can help bridge the divide in modern data architectures. This session will examine how you can enable Oracle Business Intelligence Enterprise Edition (OBIEE) to play a role in a unified Analytics layer and the benefits and use cases for doing so. [30 mins] Oracle Data Integrator 12c As Your Big Data Data Integration Hub Oracle ACE Director Mark Rittman Oracle Data Integrator 12c (ODI12c), as well as being able to integrate and transform data from application and database data sources, also has the ability to load, transform and orchestrate data loads to and from Big Data sources. In this session, we'll look at ODI12c's ability to load data from Hadoop, Hive, NoSQL and file sources, transform that data using Hive and MapReduce processing across the Hadoop cluster, and then bulk-load that data into an Oracle Data Warehouse using Oracle Big Data Connectors. We will also look at how ODI12c enables ETL-offloading to a Hadoop cluster, with some tips and techniques on real-time capture into a Hadoop data reservoir and techniques and limitations when performing ETL on big data sources. [90 mins] Register now!

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  • Accenture completes acquisition of Enkitec

    - by Javier Puerta
    The acquisition of Enkitec by Accenture has been now completed. “This acquisition infuses a level of industry-leading talent into our Oracle Engineered Systems business,” said Derek Steelberg, global managing director of Oracle business for Accenture. “The combination of our infrastructure transformation expertise and Enkitec’s deep Oracle knowledge and skill set means that our clients can more quickly derive greater business value from their investments across the spectrum of Oracle technologies.”  See full Accenture press release with details here.

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  • Why is a software development life-cycle so inefficient?

    - by user87166
    Currently the software development lifecycle followed in the IT company I work at is: The "Business" works with a solution manager to build a Business Requirement document The solution manager works with the Program manager to build a Functional Spec The PM works with the engineering lead to develop a release plan and with the engineering team to develop technical specifications If there are any clarifications required, developers contact the PM who contacts the solution manager who contacts the business and all the way back introducing a latency of nearly 24 hours and massive email chains for any clarifications By the time the tech spec is made, nearly 1 month has passed in back and forth Now, 2 weeks go to development while the test writes test cases Code is dropped formally to test, test starts raising bugs. Even if there is 1 root cause for 10 different issues, and its an easily fixed one, developers are not allowed to give fresh code to test for the next 1 week. After 2-3 such drops to test the code is given to the ops team as a "golden drop" ( 2 months passed from the beginning) Ops team will now deploy the code in a staging environment. If it runs stable for a week, it will be promoted to UAT and after 2 weeks of that it will be promoted to prod. If there are any bugs found here, well, applying for a visa requires less paperwork This entire process is followed even if a single SSRS report is to be released. How do other companies process such requirements? I'm wondering why, the business cannot just drop the requirements to developers, developers build and deploy to UAT themselves, expose it to the business who raise functional bugs and after fixing those promote to prod. (even for more complex stuff)

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  • EBS 11.5.10 Support Exception / 12.1 Extends to Dec 2018

    - by cwarticki
    E-Business Suite 11.5.10 Sustaining Support Exception & 12.1 Extended Support Now to Dec. 2018 [ID 1495337.1] As part of Oracle’s continued commitment to our customers, we will be providing an exception for the first 13 months of Sustaining Support on Oracle E-Business Suite Release 11.5.10 (11i10), valid from December 1, 2013 – December 31, 2014. This exception support will be comprised of three components: (1) new fixes for Severity 1 production issues, (2) United States Form 1099 2013 year-end updates, and (3) payroll regulatory updates for the United States, Canada, United Kingdom, and Australia for fiscal years ending in 2014.  In addition, the Extended Support period for E-Business Suite Release 12.1 has been extended through December, 2018. Customers with an active Oracle Premier Support for Software contract will automatically be entitled to Extended Support deliverables for E-Business Suite 12.1. Please refer to the Lifetime Support section of oracle.com for further information regarding Oracle's Lifetime Support Policy for Applications. This change will be reflected in the October update to the Software Technical Support Policies.

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  • Triggering Data Changes in N-Tier

    - by Ryan Kinal
    I've been studying n-tier architectures as of late, particularly in VB.NET with Entity Framework and/or LINQ to SQL. I understand the basic concepts, but have been wondering about best practices in regard to triggering CRUD-type operations from user input/action. So, the arcitecture looks something like the following: [presentation layer] - [business layer] - [data layer] - (database) Getting information from the database into the presentation layer is simple and abstracted. It's just a matter of instantiating a new object from the business layer, which in turn uses the data layer to get at the correct information. However, saving (updating and inserting), and deleting seem to require particular APIs on the relevant business objects. I have to assume this is standard practice, unless a business object will save itself on various operations (which seems inefficient), or on disposal (which seems like it just wouldn't work, or may be unwieldy and unreliable). Should my "savable" business objects all implement a particular "ISavable" or "IDatabaseObject" interface? Is this a recognized (anti-)pattern? Are there other, better patterns I should be using that I'm just unaware of? The TLDR question, I suppose, is How does the presentation layer trigger database changes?

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  • UK OUG Conference Highlights and Insights

    - by Richard Bingham
    As per my preemptive post, this was the first time the annual conference organized by the UK Oracle User Group (UKOUG) was split into two events, one for Oracle Applications and another in December for Oracle Technology. Apps13, as it was branded, was hailed as a success, with over 1000 registered attendees and three days of sessions, exhibition, round-tables and many other types of content. As this poster on their stand illustrates, the UKOUG is a strong community with popular participants from both big and small Oracle partners and customers. The venue was a more intimate setting than previous years also, allowing everyone to casually bump into those they hoped to. It gave a real feeling of an Apps Community. The main themes over the days where CRM and Customer Experience, HCM, and FIN/SCM. This allowed people to attend just one focused day if they wanted. In addition the Apps Transformation stream ran across all three days, offering insights, advice, and details on the newer product solutions like Fusion Applications.  Here are some of the key take-aways I got from the conference, specific to my role in Fusion Applications Developer Relations: User Experience continues to be a significant reason for adopting some of the newer application products available, with immediately obvious gains in user productivity and satisfaction reported by customers. Also this doesn't stop with the baked-in UX either, with their Design Patterns proving popular and indeed currently being extended to including things like extending on ADF mobile and customizing the Simplified UI. More on this to come from us soon. The executive sessions emphasized the "it's a journey" phrase, illustrating that modern business applications are powered by technologies such as Cloud, Mobile, Social and Big Data and these can be harnessed to help propel your organization forward. Indeed the emphasis is away from the traditional vendor prescribed linear applications road map, and towards plotting a course based on business priorities supported by a broad range of integrated solutions. To help with this several conference sessions demoed the new "Applications Navigator" tool, developed in partnership with OUG members, which offers a visual framework to help organizations plan their Oracle Applications investments around business and technology imperatives. Initial reaction was positive, especially as customers do not need to decipher Oracle's huge product catalog and embeds the best blend of proven and integrated applications solutions. We'll share more on this when it is generally available. Several sessions focused around explanations and interpretation of Oracle OpenWorld 2013, helping highlight the key Oracle Applications messages and directions. With a relative small percentage of conference attendees also at OpenWorld (from a show of hands) this was a popular way to distill the information available down into specific items of interest for the community. Please note the original OpenWorld 2013 content is still available for download but will not remain available forever (via the Oracle website OpenWorld Content Catalog > pick a session > see the PDF download). With the release of E-Business Suite 12.2 the move to develop and deploy on the Fusion Middleware stack becomes a reality for many Oracle Applications customers. This coupled with recent E-Business Suite features such as the Integrated SOA Gateway and the E-Business Suite SDK for Java, illustrates how the gap between the technologies and techniques involved in extending E-Business Suite and Fusion Applications is quickly narrowing. We'll see this merging continue to evolve going forwards. Getting started with Oracle Cloud Applications is actually easier than many customers expected, with a broad selection of both large and medium sized organizations explaining how they added new features to their existing Oracle Applications portfolios. New functionality available from Fusion HCM and CX are popular extensions that do not have to disrupt those core business services. Coexistence is the buzzword here, and the available integration is also simpler than many expected, commonly involving an initial setup data load, then regularly incremental synchronizations, often without a need for real-time constant communication between systems. With much of this pre-built already the implementation process is also quite rapid. With most people dressed in suits, we wanted to get the conversations going without the traditional english reserve, so we decided to make ourselves a bit more obvious, as the photo below shows. This seemed to be quite successful and helped those interested identify and approach us. Keep a look out for similar again. In fact if you're in the UK there is an "Apps Transformation Day" planned by the UKOUG for the 19th March 2014, with more details to follow. Again something we'll be sure to participate in. I am hoping to attend the next half of the UKOUG annual conference, Tech13, that focuses more on Oracle technology and where there is more likely to be larger attendance of those interested in the lower-level aspects of applications customization and development. If you're going, let me know and maybe we can meet up.

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