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  • Donald Farmer left Microsoft for QlikView

    - by Marco Russo (SQLBI)
    As many of you probably already know, Donald Farmer left Microsoft to join QlikView . There are no doubts that Donald have been “the face of Microsoft BI” in the last years. This news has been initially perceived (me included, I admit) as a possible lack of confidence in Microsoft BI Vision, but after reading his blog and many other comments from Microsoft people, I can say it is not. This is more a personal choice, looking for a new challenge in a brilliant career in a relatively smaller environment...(read more)

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  • Closed-loop Recommendation Engines: Analyst Insight report on Oracle Real-Time Decisions (RTD)

    - by Mike.Hallett(at)Oracle-BI&EPM
    In November 2011, Helena Schwenk of MWD Advisors, published her analysis on Oracle Real-Time Decisions.  She summarizes as follows: "In contrast to other popular approaches to implementing predictive analytics, RTD focuses on learning from each interaction and using these insights to adjust what is presented, offered or displayed to a customer. Likewise its capabilities for optimising decisions within the context of specific business goals and a report-driven framework for assessing the performance of models and decisions make it a strong contender for organisations that want to continuously improve decision making as part of a customer experience marketing, e-commerce optimisation and operational process efficiency initiative." This is an outstanding report to share with a prospect or client as it goes into great detail about the product and its capabilities.  It also highlights the differences in Oracle's Real-Time Decisions product vs. other closed loop recommendation engines. I encourage you to share this report with your clients and prospects. It can be downloaded directly from here - MWD Advisors Vendor Profile: Oracle Real-Time Decisions. (expires in November 2012) Highlights: "At the core of RTD lies a learning engine that combines business rules and adaptive predictive models to deliver recommendations to operational systems while simultaneously learning from experiences." "While closed-loop recommendation engines are becoming more prevalent... there are a number of features that distinguish RTD: It makes its decisions in the context of the business objectives, such as maximising customer revenue or reducing service costs Its support for operational integration offers organisations some flexibility in how they implement the offering."

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  • Online Media Daily: Oracle Takes Social Marketing Seriously

    - by Richard Lefebvre
    In the article published on Nov 12, 2012 and titled "Oracle Integrates Social Marketing Into Enterprise To Gain Marketing Revs," Online Media Daily explores Oracle's approach to social marketing. The publication says that Oracle is focused on showing marketers how to integrate social data into corporate business processes and how to "socialize" the corporate world. The article goes on to state:"Enterprise software companies like Oracle, SAP, IBM, Salesforce and Microsoft have been slowly building up an expertise in social marketing to integrate the data into traditional enterprise resource planning, and customer relationship management tools into social marketing tools.   Enterprise software companies like Oracle, SAP, IBM, Salesforce and Microsoft have been slowly building up an expertise in social marketing to integrate the data into traditional enterprise resource planning, and customer relationship management tools into social marketing tools.    Read more: http://www.mediapost.com/publications/article/187096/oracle-integrates-social-marketing-into-enterprise.html#ixzz2CPMZ1w3D Meg Bear, VP of cloud social platform at Oracle, sees the integration with ERP systems as a differentiator for the company. Oracle Social Relationship Management launched last month. It integrates social data into traditional enterprise applications like Oracle Fusion Marketing, Oracle Fusion Sales Catalog, Oracle ATG Web Commerce and Oracle ERP." The post goes on to quote a Forrester analyst stating the following:""There's room for any process-driven application to run more efficiently, especially if they're socially enabled," said Rob Koplowitz, VP and principal analyst at Forrester Research. "It takes the human part of the process not generally captured today to provide better access to content, information and collective actions." Koplowitz said several acquisitions support Oracle's long-term vision: to layer social on top of other enterprise apps, like its ERP platform." With many great acquisitions under our belt and organically grown social tools, the market recognizes that Oracle is poised to seize the moment in socially enabled business apps. Continue reading the full article here.

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  • How to deal with a boss who is extremely competitive [closed]

    - by user72101
    Okay, so I recently joined this group. My boss who I reported to, left a while ago and my colleague was made the team lead. We both now report to the same head, but she heads the team I work in. I am not sure on how to deal with various situations. I would imagine a team lead who motivates the rest of the team, and not someone who would take credit for what others do. I am the only one who works at the same geographic location. She is very smart, no doubt about it. Things get to me, for example I work on an issue and email a dev team, she would respond on top of my emails and as she is the lead, people respond to her rather than to me. If there is an email addressed with the head on it, she would get it to faster than I do, even when she knew I am looking into it. The rest of the team keeps asking me questions or help. I find it hard to say no, and I try to help them as i feel I might need their help someday as well. I slack in my own work or I could have used the time to learn things. I feel that she should be the go to person and not me. If one gets the benefits of being a lead, why not the work that goes with it? I feel I am stuck in a very unfortunate situation and am totally helpless about it. Everyday it is something or the other. I work on a project for months and finally when it is about to go live and there was a minor issue and the head started asking questions, she completely stole my thunder on a call. She would not let me speak and I have to actually cut her off to speak up. The ideal would be not to give it a thought and just do the best I can,but I feel I am capable of much more and not able to give my best because of this constant war at work. Neetu

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  • EPM and Business Analytics Talking-head Videos from Oracle OpenWorld 2013

    - by Mike.Hallett(at)Oracle-BI&EPM
    Normal 0 false false false EN-GB X-NONE X-NONE Here is a selection of 2 to 3 minute video interviews at this year’s Oracle OpenWorld: 1. George Somogyi, Solutions Architect, New Edge Group, talks about the importance of having their integrated Oracle Hyperion Platform consisting of Oracle Hyperion Financial Management, Oracle Hyperion Financial Data Quality Management, Oracle E-Business Suite R12 and Oracle Business Intelligence Extended Edition plus their use of Oracle Managed Cloud Services. Speaker: George Somogyi @ http://youtu.be/kWn0dQxCUy8 2. Gregg Thompson, Director of Financial Systems for ADT, talks about using Oracle Data Relationship Management prior to implementing an Enterprise Performance Management solution. Gregg confirmed that there are big benefits to bringing the full Oracle Hyperion Financial Close suite online with Oracle DRM as the metadata source. Reduced maintenance time and use of external consultants translates into significant time and cost savings and faster implementation times. Speaker: Gregg Thompson @ http://youtu.be/XnFrR9Uk4xk 3. Jeff Spangler, Director Financial Planning and Analysis for Speedy Cash Holdings Corp, talked to us about the benefits achieved through implementing Oracle Hyperion Planning and financial reporting solutions. He also describes how the use of Data Relationship Management will keep the process running smoothly now and in the future. Speaker: Jeff Spangler @ http://youtu.be/kkkuMkgJ22U 4. Marc Seewald, Senior Director of Product Management for Oracle Hyperion Tax Provision at Oracle, talks about Oracle Hyperion Tax Provision, how it is an integral part of the financial close process and that it provides better internal controls and automation of this task. Marc talks about Oracle Partners and customers alike who are seeing great value. Speaker: Marc Seewald @ http://youtu.be/lM_nfvACGuA 5. Matt Bradley, SVP of Product Development for Enterprise Performance Management (EPM) Applications at Oracle, talked to us about different deployment options for Oracle EPM. Cloud services (SaaS), managed services, on-premise, off-premise all have their merits, and organizations need flexibility to easily move between them as their companies evolve. Speaker: Matt Bradley @ http://youtu.be/ATO7Z9dbE-o 6. Neil Sellers, Partner, Qubix International talks about their experience with previewing Oracle’s new Planning and Budgeting Cloud Service. He describes the benefits of the step-by-step task lists, the speed of getting the application up and running, and the huge benefits of not having to manage the software and hardware side of the planning process. Speaker: Neil Sellers @ http://youtu.be/xmosO28e4_I 7. Praveen Pasupuleti, Senior Business Intelligence Development Manager of Citrix Systems Inc., talks about their Oracle Hyperion Planning upgrade and the huge performance improvement now experienced in forecasting. He also talked about the benefits of Oracle Hyperion Workforce Planning achieved by Citrix. Speaker: Praveen Pasupuleti @ http://youtu.be/d1e_4hLqw8c 8. CheckPoint Consulting, talked to us about how Enterprise Performance Management should be viewed as an entire solution, rather than as a bunch of applications in silos, to provide significant benefits; and how Data Relationship Management can tie it all together effectively. Speaker: Ron Dimon @ http://youtu.be/sRwbdbbXvUE 9. Sonal Kulkarni, Enterprise Performance Management Leader, Cummins Inc., talks about their use of Oracle Hyperion Financial Close Management (Account Reconciliation Manager), Oracle Hyperion Financial Management and Oracle Hyperion Financial Data Quality Management and how this is providing efficiency, visibility and compliance benefits. Speaker: Sonal Kulkarni @ http://youtu.be/OEgup5dKyVc 10. Todd Renard, Manager Financial Planning and Business Analytics for B/E Aerospace Inc., talks about the huge benefits that B/E Aerospace is experiencing from Oracle Financial Close Suite. He was extremely excited about Oracle Hyperion Financial Data Quality Management and how this helps them integrate a new business in as little as three weeks. Speaker: Todd Renard @ http://youtu.be/nIfqK46uVI8 11. Peter Smolianski, Chief Technology Officer for the District of Columbia Courts, talked to us about how D.C. Courts is using Oracle Scorecard and Strategy Management to push their 5 year plan forward, to report results to their constituents, and take accountability for process changes to become more efficient. Speaker: Peter Smolianski @ http://www.youtube.com/watch?v=T-DtB5pl-uk 12. Rich Wilkie, Senior Director of Product Management for Financial Close Suite at Oracle, talked to us about Oracle Financial Management Analytics. He told us how the prebuilt dashboards on top of Oracle Hyperion Financial Close Suite make it easy for everyone to see the numbers and understand where they are in the close process, and if there is an issue, they can see where it is. Executives are excited to get this information on mobile devices too. Speaker: Rich Wilkie @ http://www.youtube.com/watch?v=4UHuHgx74Yg 13. Dinesh Balebail, Senior Director of Software Development for Oracle Hyperion Profitability and Cost Management, talked to us about the power and speed of Oracle Hyperion Profitability and Cost Management and how it is being used to do deep costing for Telecoms, Hospitals, Banks and other high transaction volume organizations effectively. Speaker: Dinesh Balebail @ http://youtu.be/ivx5AZCXAfs /* 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:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; 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"; mso-ansi-language:EN-US; mso-fareast-language:EN-US;}

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  • New OBI 11g on-line Sales & Pre-sales Partner Assessment Tests

    - by Mike.Hallett(at)Oracle-BI&EPM
    Our OBI partners can now update their specialisation certification to the latest product version 11g for OBI: until recently, the accreditation had examined skills for OBI 10g.   New OPN on-line Sales & Pre-sales Assessment Tests Available Oracle Business Intelligence Foundation Suite 11g Sales Specialist   Oracle Business Intelligence Foundation Suite 11g PreSales Specialist   Oracle Business Intelligence Foundation Suite 11g Support Specialist

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  • A New Experience

    - by Calum
    So a couple of weeks ago, after a fraction over 12 years, I bade farewell to the Solaris Desktop team to join the team whose blog you're reading now: Oracle's Systems Experience Design team, known internally as sxDesign, which has a wider but still largely Solaris-focused usability remit.1 There's been a good deal of overlap and collaboration between the two teams over the years anyway, so it's not exactly a step into the unknown. The elders among you might remember a GNOME 1.4 usability study I presented at GUADEC in 2001, for example, which was primarily the handiwork of a previous incarnation of sxDesign… I pretty much just turned up at the end to steal the glory for the Desktop team. In your face, people I'm going to be working with now!2 1 A move I was first approached about making in about 2003, I think… who says I'm rubbish at making snap decisions? 2 I'm not really. They all left years ago.

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  • links for 2010-05-21

    - by Bob Rhubart
    Stewart Bryson: Rittman Mead America is Recruiting "We don’t employ any junior consultants," writes Bryson, "so you would have to be highly experienced with some or all of the Oracle BI Stack (OBIEE, OWB, ODI, the Oracle Database, Hyperion), preferably have consulting experience, and excellent client-facing skills. Our consultants also provide all of our training services, and most of us write and speak at conferences, so being articulate and passionate about Oracle BI is another requirement. (tags: jobs employment consultants oracle businessintelligence)

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  • Internships at Oracle &ndash; a truly multicultural experience!

    - by cristian.condurache(at)oracle.com
    Hello everybody!!! Our names are Lena and Laura, we both study in the same Grande Ecole in France, IPAG and we are about to complete our 16 week-internship in Oracle in the UK. Below a summary of our experience! My name is Lena. I am 20 years old and joined Oracle UK in September 2010 – more specifically, I joined the EMEA Graduate's Recruitment Team (EMEA stands for Europe, Middle East and Africa), and I have learned a lot about working life. It was a really good experience, which made me realize that I soon will be looking for a fulltime employee in a company in less than 3 years. I am glad to have had this first experience in Oracle. First of all because it's a very welcoming company which treats interns as employees and gives them the opportunity to show their potential. I also discovered that it is nice to work in a company where everybody knows everybody, and where the atmosphere is really good. The multicultural aspect is one of the most important and beautiful elements of Oracle. It gives you the opportunity to have contacts in many parts of the world and discover a lot of nice people. During my internship I learned a lot about Recruitment. I discovered I want to work in a Human Resources role after I graduate. I like the contact I will have with candidates and the fact that I have to be in touch with managers and understand their needs. I would be glad to work for the company in the near future. I would like to thank all my team members for welcoming me like they did. It was a real pleasure to share this experience in Oracle and in this team and I hope to return after I graduate.   Hi all! I am Laura. My wish for this internship was to focus on training of personal skills for employees and, by the same time of course, for the company’s development.... and I did it in the OTD team (EMEA Organization Talent Development Team). I could not have done something better than this! It was truly instructive. I learnt how to work in such a big international company, the values and the rules to follow and to interact and be part of the organisation. In Oracle, there are so different aspects of every department, so many possibilities in HR as well as in Finance or Sales... The jobs are very various and the employees’ cultures are also really different thanks to this international and multicultural company. I am working with OTD for the entire EMEA region, having many of my colleagues in other countries, with other cultures, other ways to work, and other ways to think... this is so inspiring! Oracle offers the best environment to learn about a job, as well as to learn about work life in such large companies. This company is about new technologies, it always goes fast, and everything changes quickly! You have to be aware of these changes and keep track of the wishes of customers. For OTD of course, these customers are the employees. Looking back I have learnt more then I would have ever thought and I know that it is what I want to do... And now I hope to come back again! I want to thank all my team for welcoming me and integrating me with such happiness. I will truly miss them!! If you have any questions related to this article feel free to contact [email protected]. You can find our job opportunities via http://campus.oracle.com. Technorati Tags: Oracle,EMEA,Recruitment,internship,ODT,team

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  • Sentence Tree v/s Words List

    - by Rohit Jose
    I was recently tasked with building a Name Entity Recognizer as part of a project. The objective was to parse a given sentence and come up with all the possible combinations of the entities. One approach that was suggested was to keep a lookup table for all the know connector words like articles and conjunctions, remove them from the words list after splitting the sentence on the basis of the spaces. This would leave out the Name Entities in the sentence. A lookup is then done for these identified entities on another lookup table that associates them to the entity type, for example if the sentence was: Remember the Titans was a movie directed by Boaz Yakin, the possible outputs would be: {Remember the Titans,Movie} was {a movie,Movie} directed by {Boaz Yakin,director} {Remember the Titans,Movie} was a movie directed by Boaz Yakin {Remember the Titans,Movie} was {a movie,Movie} directed by Boaz Yakin {Remember the Titans,Movie} was a movie directed by {Boaz Yakin,director} Remember the Titans was {a movie,Movie} directed by Boaz Yakin Remember the Titans was {a movie,Movie} directed by {Boaz Yakin,director} Remember the Titans was a movie directed by {Boaz Yakin,director} Remember the {the titans,Movie,Sports Team} was {a movie,Movie} directed by {Boaz Yakin,director} Remember the {the titans,Movie,Sports Team} was a movie directed by Boaz Yakin Remember the {the titans,Movie,Sports Team} was {a movie,Movie} directed by Boaz Yakin Remember the {the titans,Movie,Sports Team} was a movie directed by {Boaz Yakin,director} The entity lookup table here would contain the following data: Remember the Titans=Movie a movie=Movie Boaz Yakin=director the Titans=Movie the Titans=Sports Team Another alternative logic that was put forward was to build a crude sentence tree that would contain the connector words in the lookup table as parent nodes and do a lookup in the entity table for the leaf node that might contain the entities. The tree that was built for the sentence above would be: The question I am faced with is the benefits of the two approaches, should I be going for the tree approach to represent the sentence parsing, since it provides a more semantic structure? Is there a better approach I should be going for solving it?

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  • Unit and Integration testing: How can it become a reflex

    - by LordOfThePigs
    All the programmers in my team are familiar with unit testing and integration testing. We have all worked with it. We have all written tests with it. Some of us even have felt an improved sense of trust in his/her own code. However, for some reason, writing unit/integration tests has not become a reflex for any of the members of the team. None of us actually feel bad when not writing unit tests at the same time as the actual code. As a result, our codebase is mostly uncovered by unit tests, and projects enter production untested. The problem with that, of course is that once your projects are in production and are already working well, it is virtually impossible to obtain time and/or budget to add unit/integration testing. The members of my team and myself are already familiar with the value of unit testing (1, 2) but it doesn't seem to help bringing unit testing into our natural workflow. In my experience making unit tests and/or a target coverage mandatory just results in poor quality tests and slows down team members simply because there is no self-generated motivation to produce these tests. Also as soon as pressure eases, unit tests are not written any more. My question is the following: Is there any methods that you have experimented with that helps build a dynamic/momentum inside the team, leading to people naturally wanting to create and maintain those tests?

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  • Business Analyst role in development process

    - by Ryan
    I work as a business analyst and I currently oversee much of the development efforts of an internal project. I'm responsible for the requirements, specs, and overall testing. I work closely with the developers (onshore and offshore). The offshore team produces all of the reports. Version 1.0 had a 9 month development cycle and I had about 4-5 months to test all the reports. There was the usual back and forth to get the implementation right. Version 2.0 had a much shorter development cycle (3 months). I received the first version of the reports about 3 weeks ago and noticed a lot of things wrong with it. Many of the requirements were wrong and the performance of the queries was horrendous at 5x - 6x longer than it should have been. The onshore lead developer was out and did not supervise the offshore development team in generating the reports. Without consulting management, I took a look at the SQL in the reports and was able to improve performance greatly (by a factor of 6x) which is acceptable for this version. I sent the updated queries as guidelines to the offshore team and told them they should look at doing X instead of Y to improve performance and also to fix some specific logic issues. I then spoke to my managers about this because it doesn't feel right that I was developing SQL queries, but given our time crunch I saw no other way. We were able to fix the issue quite fast which I'm happy with. Current situation: the onshore managers aren't too pleased that the offshore team did not code for performance. I know there are some things I could have done better throughout this process and I do not in any way consider myself a programmer. My question is, if an offshore team that works apart from the onshore project resources fails to deliver an acceptable release, is it appropriate to clean up their work to meet a deadline? What kind of problems could this create in the future?

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  • VMWare Fusion Folder Sharing Not Working with Server

    - by Dave Long
    I have a Ubuntu Server running in VMWare Fusion 3.1.2 on my MacBook Pro for Java development and all my projects sit on my Mac in ~/Workspace/ColdFusion. I had ColdFusion/ shared with my VM through the VMWare tools, and it was working perfectly up until friday when the folder sharing just stopped. No updates on either mac or linux besides an iTunes update. I tried uninstalling the VMWare tools and reinstalling them but I get an error at the end of the install. It appears that when I reinstall the tools there are files left over from the old installation. Is there a way to force the unsinstall script to completely uninstall and remove all files for the VMWare-Tools? I know the shared folder used to mount at /mnt/hgfs/ColdFusion.

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  • Editor's Notebook: Of Slobber Pots and Flux Capacitors

    - by user462779
    Just wrapping up the contents of the November 2012 issue of Profit... I found this snippet of an interview I did with Team Oracle mechanics Clyde Greene and Chad Colberg when I was in Gary, IN this summer working on a photo shoot about Team Oracle for the current issue. We were standing around in a hangar as the Team prepared for the Chicago Air and Water Show, chatting about the engineering and design of the Oracle Challenger III aerobatic plane. Pick up a copy of Profit's November 2012 and read what Team Oracle pilot Sean D. Tucker has to say about the Oracle Challenger III and get a closer look at the plane. I'll drop a link into this blog entry as soon as the story is available. Your editor, greasy and stooped after a red eye flight, talks with Sean D. Tucker about stunt flying.

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  • Google Chrome Extensions: Launch Event (part 4)

    Google Chrome Extensions: Launch Event (part 4) Video Footage from the Google Chrome Extensions launch event on 12/09/09. Aaron Boodman and Erik Kay, technical leads for the Google Chrome extensions team discuss the UI surfaces of Google Chrome extensions and the team's content not chrome philosophy. They also highlight the smooth, frictionless install and uninstall process for Google Chrome's extensions system and present the team's initiatives in the space of security and performance. From: GoogleDevelopers Views: 2968 12 ratings Time: 15:44 More in Science & Technology

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  • Play Your Position Until the Play Breaks Down&hellip;then Do Whatever it Takes.

    - by AjarnMark
    If I didn’t know better, I would think that K. Brian Kelley (blog | twitter) has been listening in on conversations with my boss. In his recent blog post Successful Teams: Knowing When to Step Out of Your Role, Brian describes quite clearly a philosophy that my boss has been trying to get across to everyone in the department.  We have been using sports analogies, like how important it is to play your position, until the play breaks down (such as a fumble) and then do whatever it takes it to cover each other / recover the ball / win.  While we like having very skilled people who could do a lot of different tasks, it is important that you first do your assigned tasks, and only once those are complete, or failure of the larger mission is probable, do you consider walking away from them to help someone else with their responsibilities. The thing that you cannot afford, especially on a lean team, is the really nice guy who is always trying to help out other people, but in doing so, is never quite getting his own responsibilities taken care of.  Yes, if the Running Back drops the football, you want any member of the team in the vicinity to jump on it, whether that is the leading blocker or the Quarterback.  But until the fumble happens, you want the leading blocker to focus on doing his job, and block for the Running Back.  If the blocker is doing any other job than his primary responsibility, you’re probably going to lose. This sounds logical enough, but it is really easy to go astray with the best of intentions.  This is especially true on a small, tight-knit team, where it is really easy to get sucked into someone else’s task or problem, doubly so if you think you can do it better or faster than them.  Now you are really setting yourself up for failure.  The right thing is to let the other person do the job, even if it seems less efficient in the short-run, so that you can focus on the tasks which require your expertise.  Don’t break formation…don’t abandon your assignment, until it is clear that mission failure is imminent, and even then, as Brian writes, it should be with the agreement of the mission leader. Thanks, Brian, for putting it so well.  This has been distributed throughout our department.

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  • How to get multiple open-source projects to use a standard way of doing something.

    - by Marco
    Problem In the last couple weeks, I've used 3 different "repository" tools (listed in alphabetical order): gradle ivy maven I'm calling them "repository" tools because I've also used sbt -- which fortunately uses ivy to manage it's cache or local repository. Each of these tools will create it's own repository. The defaults are: ~/.m2/repository for maven ~/.gradle/cache ~/.ivy2/cache Why can't they all use the same cache? Goal I'd like to change the world so that all three build tools could use the same cache. I'm looking for advice about issues I'm likely to run into and smart ways to get around them. By "use the same cache", I do not mean "retrieve from another build tool's cache". I mean "retrieve from and store in another build tool's cache". While I could go ahead and submit issues to the three projects, I know from experience (as a developer on an open source project), that if you want something done, you're best off getting it done yourself. Also, it seems like I need to get all 3 communities on board to some degree. What is the recommended approach for getting this kind of thing done? How do I approach the different communities? Do I work on patches for the 3 different projects, or would it be better off to create my own "interface" project that deals with these issues and have the 3 tools interface with that? Is this a standards question that I need to address on that front? Lastly, if I'm missing something and this is possible (in an globally configurable fashion), then please let me know.

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  • Video Presentation and Demo of Oracle Advanced Analytics & Data Mining

    - by Mike.Hallett(at)Oracle-BI&EPM
    For a video presentation and demonstration of Oracle Advanced Analytics & Data Mining  click here. (This plays a large MP4 file in a browser: access is from Google.docs, and this works best with Google CHROME). This one hour session focuses primarily on the Oracle Data Mining component of the Oracle Advanced Analytics Option along with Oracle R Enterprise and is tied to the Oracle SQL Developer Days virtual and onsite events and is presented by Oracle’s Director for Advanced Analytics, Charlie Berger, covering: Big Data + Big Data Analytics Competing on analytics & value proposition What is data mining? Typical use cases Oracle Data Mining high performance in-database SQL based data mining functions Exadata "smart scan" scoring Oracle Data Miner GUI (an Extension that ships with SQL Developer) Oracle Business Intelligence EE + Oracle Data Mining results/predictions in dashboards Applications "powered by Oracle Data Mining" for factory installed predictive analytics methodologies Oracle R Enterprise Please contact [email protected] should you have any questions. 

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  • PASS: 2013 Summit Location

    - by Bill Graziano
    HQ recently posted a brief update on our search for a location for 2013.  It includes links to posts by four Board members and two community members. I’d like to add my thoughts to the mix and ask you a question.  But I can’t give you a real understanding without telling you some history first. So far we’ve had the Summit in Chicago, San Francisco, Orlando, Dallas, Denver and Seattle.  Each has a little different feel and distinct memories.  I enjoyed getting drinks by the pool in Orlando after the sessions ended.  I didn’t like that our location in Dallas was so far away from all the nightlife.  Denver was in downtown but we had real challenges with hotels.  I enjoyed the different locations.  I always enjoyed the announcement during the third keynote with the location of the next Summit. There are two big events that impacted my thinking on the Summit location.  The first was our transition to the new management company in early 2007.  The event that September in Denver was put on with a six month planning cycle by a brand new headquarters staff.  It wasn’t perfect but came off much better than I had dared to hope.  It also moved us out of the cookie cutter conferences that we used to do into a model where we have a lot more control.  I think you’ll all agree that the production values of our last few Summits have been fantastic.  That Summit also led to our changing relationship with Microsoft.  Microsoft holds two seats on the PASS Board.  All the PASS Board members face the same challenge: we all have full-time jobs and PASS comes in second place professionally (or sometimes further back).  Starting in 2008 we were assigned a liaison from Microsoft that had a much larger block of time to coordinate with us.  That changed everything between PASS and Microsoft.  Suddenly we were talking to product marketing, Microsoft PR, their event team, the Tech*Ed team, the education division, their user group team and their field sales team – locally and internationally.  We strengthened our relationship with CSS, SQLCAT and the engineering teams.  We had exposure at the executive level that we’d never had before.  And their level of participation at the Summit changed from under 100 people to 400-500 people.  I think those 400+ Microsoft employees have value at a conference on Microsoft SQL Server.  For the first time, Seattle had a real competitive advantage over other cities. I’m one that looked very hard at staying in Seattle for a long, long time.  I think those Microsoft engineers have value to our attendees.  I think the increased support that Microsoft can provide when we’re in Seattle has value to our attendees.  But that doesn’t tell the whole story.  There’s a significant (and vocal!) percentage of our membership that wants the Summit outside Seattle.  Post-2007 PASS doesn’t know what it’s like to have a Summit outside of Seattle.  I think until we have a Summit in another city we won’t really know the trade-offs. I think a model where we move every third or every other year is interesting.  But until we have another Summit outside Seattle and we can evaluate the logistics and how important it is to have depth and variety in our Microsoft participation we won’t really know. Another benefit that comes with a move is variety or diversity.  I learn more when I’m exposed to new things and new people.  I believe that moving the Summit will give a different set of people an opportunity to attend. Grant Fritchey writes “It seems that the board is leaning, extremely heavily, towards making it a permanent fixture in Seattle.”  I don’t believe that’s true.  I know there was discussion of that earlier but I don’t believe it’s true now. And that brings me to my question.  Do we announce the city now or do we wait until the 2012 Summit?  I’m happy to announce Seattle vs. not-Seattle as soon as we sign the contract.  But I’d like to leave the actual city announcement until the 2011 Summit.  I like the drama and mystery of it.  I also like that it doesn’t give you a reason to skip a Summit and wait for the next one if it’s closer or back in Seattle.  The other side of the coin is that your planning is easier if you know where it is.  What do you think?

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  • Charles Barkley syndrome

    - by dacracot
    Charles Barkley was an excellent basketball player, a hall of fame, and a dream team member. He played for the 76ers, Suns, and Rockets. Yet he never won an NBA championship. Some might argue this was because he was never surrounded by other players of his caliber, and in the NBA, you can't win on your own. So what does this have to do with programming? How many of you out there feel like Sir Charles? Leading your team in every category, KLOCs, bugs fixed, systems configured... Always the one pushing for improvements, upgrading systems, negotiating with customers... Feeling like you are carrying the team. Anger just under the surface. Only to retire eventually, without "the ring"1. 1: Keep in mind, Charles never blamed his team. He just performed at his best.

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  • How important is to sacriface your free time for accomplishing goals? [closed]

    - by Darf Zon
    I was reading a book about XP programming and about agile teams. While I was reading, I saw this scenario. I've never worked with a development team (just in school). So I would like what do you opine on this situation: Your boss has asked you to deliver software in a time that can only be possible to meet the project team asking if you want to work overtime without pay. All team members have young children. Discuss whether it should accept this request from your boss or should persuade the team to give their time to the organization rather than their families. What could be significant factors in the decision? As a programmer, you are offered an upgrade as project manager, but his feeling is that you can have a more effective contribution in a technical role in one administrative. Write when you should accept that promotion. Somethimes, I sacrifice my free time for accomplishing hits at work, so it's very important to me to know your opinion base of your experience.

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