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• Why should I use Bower? [closed]

  - by Wil

  I can fully appreciate the benefits of a package manager like Python PIP, Node npm, or Ruby Gems since they're doing much more than adding files to your applications path. Maybe I'm missing the point, or I'm being obtuse, but here are the negatives I can see: Separate step when building a project Separate dependency to install via another package manager (yo dawg) More clutter in the projects root with bower.json and / or .bowerrc Reliance on the registry being up to date, correct, and available Some imports / references to things like images won't work The positives I can see are these: I don't have to download the dependencies manually Optionally install packages as part of scaffolding based on user prompts or the like I'd really like to know of any benefits I'm unaware of, and I should say I'm not trying to be provocative I genuinely want to know.

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• iAs to WebLogic upgrade marketing campaign

  - by JuergenKress

  We are very interested to roll out our marketing campaign to additional countries. You can find the updated marketing kit, now including a demo at our WebLogic Community Workspace (WebLogic Community membership required) As an great example please see the C2B2 Youtube video If you are interested to run this campaign in your country please contact your local Oracle A&C partner manager or marketing manager or myself Jürgen Kress. WebLogic Partner Community For regular information become a member in the WebLogic Partner Community please visit: http://www.oracle.com/partners/goto/wls-emea ( OPN account required). If you need support with your account please contact the Oracle Partner Business Center. Blog Twitter LinkedIn Mix Forum Wiki Technorati Tags: ias to WebLogic,WebLogic basic,ias upgrade,C2B2,WebLogic,WebLogic Community,Oracle,OPN,Jürgen Kress

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• System Settings icons missing

  - by pst007x

  Is there any way to reset the System Settings Control Panel page? The Control Panel was fine, but the for no apparent reason, PRIVACY, BACKGROUND and a host of other icons have vanished... My system seems pretty messed up after the upgrade... Shutdown, Reset, and Logout from the menu no longer work either... However, I can launch the Privacy panel from the terminal: activity-log-manager and it runs... so why is this, and others, now missing from the System Setting Control Panel? I have checked and: activity-log-manager-control-center is installed Is there a config file I can check, or a setting in Gconf where the list of icons are referenced? I have run - in desperation - sudo apt-get purge unity* sudo apt-get purge ubuntu* sudo apt-get autoremove Run Gconf-cleaner and Janitor then re-installed all packages Still the same issue....?

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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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• YouTube Video: EPM Channel

  - by p.anda

  In the past we have mentioned one of the available videos on the YouTube channel.  Did you know several more are available!  These short videos are provided via the Enterprise Performance Management (EPM) Information Development team. Oracle EPM Channel The available videos cover various products and topics and some of interest include: Resolving Certification Issues for EPM System Products Choosing a Deployment Path for Your Oracle EPM System Installation (11.1.2.2) Using OTN Documentation to Deploy EPM Products (11.1.2.2) Oracle HFCM - Account Reconciliation Manager module (11.1.2.2) Project Financial Planning - New Projects Feature (11.1.2.2) Introduction to ERP Integrator (11.1.2.2) Calculation Manager - Debug Feature (11.1.2.2)  Ensure to Subscribe to the "Oracle EPM Webcast" channel to keep up to-date with any new videos when they are released for EPM System products and modules.

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• Does dist-upgrade require PPA software to be uninstalled first?

  - by seb

  Hi all, I'm still running Ubuntu 10.04 with quite a few PPAs. Amongst the PPAs there is Guiodic (Guido Iodice) Lucid quasi-rolling :) PPA which brings most recent versions of many programs to my desktop. My steps: sudo update-manager -d click on upgrade on the appearing window wait for the magic to happen: prepare to upgrade and setting new software channels during 'calculating the changes' I will get the following error message in the panel An error occurred, please run Package Manager form the right-click menu or apt-get in a terminal to see what is wrong. The error message was: ' Error: Marking the upgrade (E:Error, pkgProblemResolver::Resolver generated breaks, this may be caused by help packages.)'This usually means that your installed packages have unmet dependencies When I check Synaptic/apt-get I can't find any errors or hint toward broken packages Could this error be because of many PPA versions being newer than 10.04 original versions?

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• Certify September Updates

  - by Sadia2

  We have added some release and platform certifications to MOS Certify. Applications: Oracle Demantra 12.2.2, 7.3.1.5, 7.3.1.4, 7.3.0.2.0, 7.3.0.0.0 Collaboration Technologies: Oracle Beehive 2.0.1.8.0 Database: Oracle Database Client 12.1.0.1.0, Oracle Clusterware 11.2.0.4.0, Oracle Database 11.2.0.4.0, Oracle Real Application Clusters 11.2.0.4.0 E-Business Suite: Oracle E-Business Suite 12.2.2, 12.1.3, 12.1.2, 12.1.1, 12.0.6, 11.5.10.2 Edge Applications: Oracle AutoVue 20.2.2, 20.2.1, 20.2.0 Enterprise Manager: Enterprise Manager Base Platform - OMS 12.1.0.3.0, Oracle Real User Experience Insight 12.1.0.4.0, 12.1.0.3.0, 12.1.0.1, 11.1 FSGBU Insurance Group: Oracle Health Insurance Claims 2.13.3.0.0 Fusion Middleware: Oracle Business Intelligence Applications 11.1.1.7.1, 7.9.6.4.0, Oracle Discoverer 11.1.1.6.0, Discoverer Administrator 11.1.1.6.0, Discoverer Desktop 11.1.1.6.0, Oracle JDK 1.7.0_40, 1.7.0_25", Oracle JRE 1.7.0_40, 1.7.0_25, Oracle JRockit 6u45 R28.2.7+, Oracle WebCenter Sites 11.1.1.8.0, Oracle WebCenter Sites: Community-Gadgets 11.1.1.8.0, Oracle WebCenter Sites: CIP for File Systems and MS SharePoint 11.1.1.8.0, Oracle WebCenter Sites: CIP for EMC Documentum 11.1.1.8.0 JD Edwards EnterpriseOne: JD Edwards EnterpriseOne Business Services Server 9.1.3.0, 9.1.2.0, 9.1.0.0, JD Edwards EnterpriseOne Mobile Applications 9.1.2.0 Oracle Fusion Applications: Oracle Fusion Applications 11.1.7.0.0 Primavera GBU: Primavera Unifier 9.13.0.0 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-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin;} Siebel Enterprise: Siebel Application Server 8.2.2.4.0, 8.2.2.3.0, 8.2.2.2.0, 8.1.1.10.0, 8.1.1.9.0, Siebel Database Server 8.2.2.3.0, 8.1.1.10.0, 8.1.1.9.0, Siebel Remote Client 8.2.2.4.0, 8.2.2.3.0, 8.2.2.2.0, 8.1.1.11.0, 8.1.1.10.0, 8.1.1.9.0, Siebel Tools Client 8.2.2.4.0, 8.2.2.2.0, 8.1.1.11.0, 8.1.1.9.0, Siebel SSO Integration 8.2.2.4.0, 8.2.2.3.0, 8.2.2.2.0, 8.1.1.11.0, 8.1.1.10.0, 8.1.1.9.0

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• Where should the database and mail parameters be stored in a Symfony2 app?

  - by Songo

  In the default folder structure for a Symfony2 project the database and mail server credentials are stored in parameters.yml file inside ProjectRoot/app/config/parameters.yml with these default values: parameters: database_driver: pdo_mysql database_host: 127.0.0.1 database_port: null database_name: symfony database_user: root database_password: null mailer_transport: smtp mailer_host: 127.0.0.1 mailer_user: null mailer_password: null locale: en secret: ThisTokenIsNotSoSecretChangeIt During development we change these parameters to the development database and mail servers. This file is checked into the source code repository. The problem is when we want to deploy to the production server. We are thinking about automating the deployment process by checking out the project from git and deploy it to the production server. The thing is that our project manager has to manually update these parameters after each update. The production database and mail servers parameters are confidential and only our project manager knows them. I need a way to automate this step and suggestion on where to store the production parameters until they are applied?

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• How to Use KeePass In Your Browser, Across Your Computers, and On Your Phone

  - by Chris Hoffman

  If you’re using a password manager and it’s not the cloud-based LastPass, it’s probably KeePass. KeePass is a completely open-source password manager that stores all your sensitive data locally. However, this means that it isn’t quite as well-integrated as other solutions. Want LastPass-style browser integration, the ability to synchronize your passwords and have them everywhere, and an app to access your passwords on your phone? You’ll have to string together your own system.    

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• Mount and unmount errors when usb is connected in 12.10.

  - by Mysterio

  I just installed 12.10 and noticed some strange behaviour every time I connect a USB storage device. It reports I already have the device mounted by a different user but there is only one user account on this set up. Here is a picture of the dialogue: Also when I try to mount the inserted USB drive, I have to enter gain root privileges before the device will unmount successfully. Like this: . I can't copy/delete any file without root access either with the default file manager or third party file manager, Marlin. How do I resolve this rather frustrating experience? Thanks in advance.

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• After installing ubuntu 12.04 my internet connection has completely disappeared

  - by Tony

  On my PC after installing Ubuntu 12.04 my networks are completely gone. Inside the terminal, after typing in nm-tool I get the following: The program nm-tool is currently not installed. You can install by typing: sudo apt-get install network-manager After I type that in then my password I get this: Reading package lists... Done Building dependency tree Reading state information... Done Some packages could not be installed. This may mean that you have requested an impossible situation or if you are using the unstable distribution that some required packages have not yet been created or been moved out of Incoming. The following information may help to resolve the situation: The following packages have unmet dependencies: network manager : Depends: iputils-arping but it is not going to be installed E: Unable to correct problems, you have held broken packages I'm a complete novice when it comes to computers so I have no clue.

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• Windows 8, NVIDIA graphics recognition fails

  - by Roy Grubb

  I just installed Windows 8 Pro OEM 64-bit (clean install) and it won't properly recognize my graphics adapter. When I installed Win8, it automatically installed the BasicDisplay.sys driver dated 6/21/2006. 6.2.9200.16384 (win8_rtm.120725-1247). Hardware - Mobo:MSi G41M-P33 Combo CPU:Intel CoreDuo 6600 Graphics:NVIDIA GeForce 9400GT *OS* - Windows 8 Pro 64-bit OEM The graphics adapter worked fine in Windows XP. The PC is a generic box, bought locally and its mobo failed recently, so I replaced it with the G41M. Microsoft wouldn't let me re-activate Windows XP with a different mobo, so I installed Win8, which appears to work except as described next. Win8 only partially recognizes the graphics adapter and won't allow NVIDIA latest driver installer to see that it's an NVIDIA card. As a result, OpenGL doesn't work, and this is needed by the software I most use. Other than that the graphics look OK. When I say 'partially recognizes', I mean that via the Control Panel, I can see that the adapter is described as NVIDIA, but the driver remains stuck at Microsoft Basic Display Adapter no matter what I try, including "Update driver..." in adapter properties. Display Screen Resolution Advanced Settings Adapter shows: Adapter Type: Microsoft Basic Display Adapter Chip Type: NVIDIA DAC Type: NVIDIA Corporation Bios Information: G27 Board - p381n17 Don't know what this means ... no mention of 9400GT Total Available Graphics Memory: 256 MB Dedicated Video Memory: 0 MB In fact the adapter has 512MB on-board video memory. System Video Memory: 0 MB Shared System Memory: 256 MB And Control Panel Device Manager Display adapters just shows Microsoft Basic Display Adapter. No other graphics adapter, and no unknown device or yellow question mark. What I have tried so far: 1. Cleared CMOS and reset. Updated BIOS and all mobo drivers as follows: 1st I used Driver Reviver to see if any driver updates were required. It found some but I didn't use that to get the drivers. Then I switched to MSi's own mobo driver utility Live Update 5. This also showed the board needed to update several so I used it to fetch the new drivers. After that it showed that everything was up to date and I checked with Driver Reviver again, which also reported no drivers now needed updating. Rebooted. Went to the NVIDIA site to get the latest graphics adapter driver. Their auto-detect "Option 2: Automatically find drivers for my NVIDIA products" said "The NVIDIA Smart Scan was unable to evaluate your system hardware. Please use Option 1 to manually find drivers for your NVIDIA products." So I downloaded 310.70-desktop-win8-win7-winvista-64bit-international-whql.exe, which lists 9400 GT under supported products, but when I run it, it says: "NVIDIA Installer cannot continue This graphics driver could not find compatible graphics hardware." Connected the display to the on-board Intel graphics (G41 Intel Express), removed the NVIDIA card and rebooted, changed to internal graphics in CMOS. Again it installs the MS Basic Display Adapter, and can't properly run my s/w that needs OpenGL. It runs on other machines with Intel Express graphics (WinXP and 7) Shut down and pulled out the power cord. Held start button to discharge all capacitors. Removed and re-inserted NVIDIA adapter in PCI-E slot and made sure properly seated. Connected the monitor to the card, screwed plug to socket. Reconnected power cord. Started and checked in BIOS that Primary Graphics Adapter was set to PCI-E. Started Windows. Uninstalled MS Basic Display Adapter in Device Manager. Screen blanks briefly, reappears. No Graphics adapter entry was then visible in Device Manager. Restarted PC. MS Basic Display Adapter Visible again in Device Manager. Clicked in Device Manager View Show hidden devices. No other graphics adapter appears, no unknown devices. Rebooted. Tried Scan for Hardware changes. None detected. Tried right-click on MS Basic Display Adapter Properties Driver Update Driver... Search automatically. It replied that it had determined driver was up to date. I checked that there were no graphic driver-related entries in Programs and Features that I could delete (none). Searched for any other drivers with nvidia in their name and deleted them, just keeping the 306.97 installer exe file. Did a Windows Update. Ran GPU-Z which shows (main items): Microsoft Basic Display Adapter GPU G72 BIOS 5.72.22.76.88 Device ID 10DE - 01D5 DDR2 Bus Width 32 Bit Memory size 64MB Driver Version nvlddmkm 6.2.9200.16384 (ForceWare 0.00) / Win8 64 NVIDIA SLI Unknown in the drop-down at the foot, "Microsoft Basic Display Adapter" is the only option If I swap hard disks in that machine to one with a Ubuntu 10.4 installation (originally installed on the same PC), lspci shows "VGA compatible controller as NVIDIA Corporation Device 01d5 (rev a1) (prog-if 00 [VGA controller])" and "kernel driver in use: nvidia" I'm out of ideas for new things to try and would be really grateful of suggestions. Thanks!

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• The Connected Company: WebCenter Portal - Feedback - Analytics and Polls

  - by Michael Snow

  Evernote Export body, td { }Guest Post by: Mitchell Palski, Staff Sales Consultant The importance of connecting peers has been widely recognized and socialized as a critical component of employee intranets. Organizations are striving to provide mediums for sharing knowledge and improving awareness across their enterprise. Indirectly, the socialization of your enterprise should lead to cost savings and improved product/service quality. However, many times the direct effects of connecting an organization’s leadership with its employees are overlooked. Oracle WebCenter Portal can help you bridge that gap by gathering implicit and explicit feedback. Implicit Feedback Through Usage Analytics Analytics allows administrators to track and analyze WebCenter Portal traffic and usage. Analytics provides the following basic functionality: Usage Tracking Metrics: Analytics collects and reports metrics of common WebCenter Portal functions, including community and portlet traffic. Behavior Tracking: Analytics can be used to analyze WebCenter Portal metrics to determine usage patterns, such as page visit duration and usage over time. User Profile Correlation: Analytics can be used to correlate metric information with user profile information. Usage tracking reports can be viewed and filtered by user profile data such as country, company or title. Usage analytics help measure how users interact with website content – allowing your IT staff and business analysts to make informed decisions when planning development for your next intranet enhancement. For example: If users are not accessing your Announcements page and missing critical information that they need to be aware of, you may elect to use graphical links on the home page to direct more users to that page. As a result, the number of employee help-requests to HR decreases. If users are not accessing your News page to read recent articles, you may elect to stop spending as much time updating the page with new stories and cut costs in your communications department. You notice that there is a high volume of users accessing the Employee Dashboard page so your organization decides to continue making personalization enhancements to the page and investing in the Portal tool that most users are accessing. Usage analytics aren’t necessarily a new concept in the IT industry. What sets WebCenter Portal Analytics apart is: Reports are tailored for WebCenter specific tools Report can be easily added to a page as simple as a drag-and-drop Explicit Feedback Through Polls WebCenter Portal users can create, edit, take, and analyze online polls. With polls, you can survey your audience (such as their opinions and their experience level), check whether they can recall important information, and gather feedback and metrics. How many times have you been involved in a requirements discussion and someone has asked a question similar to “Well how do you know that no one likes our home page?” and the response is “Everyone says they hate it! That’s all anyone complains about.” No one has any measurable, quantifiable metric to gauge user satisfaction. Analytics measure usage, but your organization also needs to measure the quality of your portal as defined by the actual people that use it. With that information, your leadership can make informed decisions that will not only match usage patterns but also relate to employees on a personal level. The end result is a connection between employees and leadership that gives everyone in the organization a sense of ownership of their Portal rather than the feeling of development decisions being segregated to leadership only. Polls can be created and edited through the Poll Manager: Polls and View Poll Results can easily be added to a page through drag-and-drop. What did we learn? Being a “connected” company doesn’t just mean helping employees connect with each other horizontally across your enterprise. It also means connecting those employees to the decisions that affect their everyday activities. Through WebCenter Portal Usage Analytics and Polls, any decision that is made to remove a Portal page, update a Portal page, or develop new Portal functionality, can be justified by quantifiable metrics. Instead of fielding complaints and hearing that your employees don’t have a voice, give those employees a voice and listen!

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• Social HCM: Is Your Team Listening?

  - by Mike Stiles

  Does integrating Social HCM into your enterprise make sense? Consider Sam and Christina. Sam is a new hire at a big company. On the job 3 weeks, a question has come up on how to properly file an expense report to get reimbursed. It was covered in the onboarding session, but shockingly enough, Sam didn’t memorize or write down every word of the session. The answer is probably in a handout, in a stack of handouts 2 inches thick. It also might be on the employee web site…somewhere. Christina is a new hire at a different big company. She has the same question. She logs into her company’s social network, goes to the “new hires” group, asks her question and gets an answer in seconds. Christina says, “Cool!” Sam says, “Grrrr.” It’s safe to say the qualified talent your company wants is accustomed to using social platforms to communicate and get quick answers. As such, Christina is comfortable at her new company, whereas Sam is wondering what he’s gotten himself into. Companies that cling to talent communication and management systems that don’t speak to talent’s needs or expectations put themselves at risk. Right from the recruiting stage, prospects can determine if a company has embraced the communications tools of the 21st century. If they don’t see it, alarm bells go off. With great talent more in demand than ever, enterprises should reconsider making “this is the way we do it, you adapt to us” their mantra. Other blogs have clearly outlined that apart from meeting top recruits’ expectations, Social HCM benefits the organization itself in terms of efficiency, talent performance & measurement. Recruiting: Jobvite shows 64% of companies hired using social. 89% of job seekers are using social in their search. Social can give employers access to relevant communities of prospects and advance the brand. Nucleus Research found general hiring software can provide over 1,000% ROI by reducing churn and improving screening. Social talent acquisition should perform at least as well. Learning & Development:Employees, learning from the company or from peers, can be kept on top of the latest needed skillsets and engage in self-paced training so as to advance within the company. Performance Management:Just as gamers are egged on by levels and achievements, talent can reach for workplace kudos, be they shout-outs from peers & managers or formally established milestones. Plus employee reviews become consistent and fair as managers have access to the cumulative feedback social offers. Workflow and Collaboration:With workforces dispersing in terms of physical location, social provides a platform that helps eliminate drawbacks that would have brought just 10 years ago. Finding and connecting with just the right colleague to get the most relevant info at any given time has never been more possible…or expected. While yes, marketing has taken the social lead inside the enterprise, HCM (with the word “human” right there in its name) is the obvious locale for the next big integration of social in business. The technology is there. At Oracle, Fusion HCM apps are deeply embedded with Social HCM…just one example of systems taking social across the enterprise. Christina’s company is communicating with her in ways she’s used to. Sam’s company may as well be trying to talk to him using signal flags. @mikestilesPhoto via stock.xchng

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• 7-Eleven Mobile App Powered by Oracle SOA Suite

  - by Bruce Tierney

  When you slurp that Slurpee, do you ever think about the sub 100 millisecond processing of 20 million 7-Eleven digital transactions ever day supported by Oracle SOA Suite?  Maybe next time.  Check out this impressive video of Ronald Clanton, 7-Eleven's Digital Guest Experience Program Manager, describing how 7-Eleven provides a consistent view across all the end points of over 10,000 stores and their digital entities by using Oracle SOA Suite on Oracle Exalogic.  Managed by Oracle Enterprise Manager, they were able to provision their "Rapid-Fire" Middleware as a Service (MWaaS) in only "10 minutes" and deliver on time and complete testing ahead of schedule. So what are you waiting for?  Download your Slurpee App to get your free Pillsbury Cinnamon pastry and enjoy your contribution to the 20 million messages/day.   When your done, take picture of your tongue...red or blue?  Watch the video here:

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• Connman not connecting to internet

  - by sagarchalise

  I wanted to try connman as I heard it will be replacing network manager. I kinda liked its looks and feel but the problem is I donot get connected to internet. I am using ADSL and it connects to my adsl router but doesnot ping google or any other sites. I tried to change the default gateway as well as use static ips but to no avail. It displays I am wired but doesnot open any sites or ping to any external sites except for 198.168.1.1 which is my router ip. Can anyone help ? Basically it is doing alright with network-manager as well as wicd

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• LUKOIL Overseas Holding Optimizes Oil Field Development Projects with Integrated Project Management

  - by Melissa Centurio Lopes

  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-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} LUKOIL Overseas Group is a growing oil and gas company that is an integral part of the vertically integrated oil company OAO LUKOIL. It is engaged in the exploration, acquisition, integration, and efficient development of oil and gas fields outside the Russian Federation to promote transforming LUKOIL into a transnational energy company. In 2010, the company signed a 20-year development project for the giant, West Qurna 2 oil field in Iraq. Executing 10,000 to 15,000 project activities simultaneously on 14 major construction and drilling projects in Iraq for the West Qurna-2 project meant the company needed a clear picture, in real time, of dependencies between its capital construction, geologic exploration and sinking projects—required for its building infrastructure oil field development projects in Iraq. LUKOIL Overseas Holding deployed Oracle’s Primavera P6 Enterprise Project Portfolio Management to generate structured project management information and optimize planning, monitoring, and analysis of all engineering and commercial activities—such as tenders, and bulk procurement of materials and equipment—related to oil field development projects. A word from LUKOIL Overseas Holding Ltd. “Previously, we created project schedules on desktop computers and uploaded them to the project server to be merged into one big file for each project participant to access. This was not scalable, as we’ve grown and now run up to 15,000 activities in numerous projects and subprojects at any time. With Oracle’s Primavera P6 Enterprise Project Portfolio Management, we can now work concurrently on projects with many team members, enjoy absolute security, and issue new baselines for all projects and project participants once a week, with ease.” – Sergey Kotov, Head of IT and the Communication Office, LUKOIL Mid-East Ltd. Oracle Primavera Solutions: · Facilitated managing dependencies between projects by enabling the general scheduler to reschedule all projects and subprojects once a week, realigning 10,000 to 15,000 project activities that the company runs at any time · Replaced Microsoft Project and a paper-based system with a complete solution that provides structured project data · Enhanced data security by establishing project management security policies that enable only authorized project members to edit their project tasks, while enabling each project participant to view all project data that are relevant to that individual’s task · Enabled the company to monitor project progress in comparison to the projected plan, based on physical project assets to determine if each project is on track to conclude within its time and budget limitations To view the full list of solutions view here. “Oracle Gold Partner Parma Telecom was key to our successful Primavera deployment, implementing the software’s basic functionalities, such as project content, timeframes management, and cost management, in addition to performing its integration with our enterprise resource planning system and intranet portal within ten months and in accordance with budgets,” said Rafik Baynazarov, head of the master planning and control office, LUKOIL Mid-East Ltd. “ To read the full version of the customer success story, please view here.

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• A Patent for Workload Management Based on Service Level Objectives

  - by jsavit

  I'm very pleased to announce that after a tiny :-) wait of about 5 years, my patent application for a workload manager was finally approved. Background Many operating systems have a resource manager which lets you control machine resources. For example, Solaris provides controls for CPU with several options: shares for proportional CPU allocation. If you have twice as many shares as me, and we are competing for CPU, you'll get about twice as many CPU cycles), dedicated CPU allocation in which a number of CPUs are exclusively dedicated to an application's use. You can say that a zone or project "owns" 8 CPUs on a 32 CPU machine, for example. And, capped CPU in which you specify the upper bound, or cap, of how much CPU an application gets. For example, you can throttle an application to 0.125 of a CPU. (This isn't meant to be an exhaustive list of Solaris RM controls.) Workload management Useful as that is (and tragic that some other operating systems have little resource management and isolation, and frighten people into running only 1 app per OS instance - and wastefully size every server for the peak workload it might experience) that's not really workload management. With resource management one controls the resources, and hope that's enough to meet application service objectives. In fact, we hold resource distribution constant, see if that was good enough, and adjust resource distribution if that didn't meet service level objectives. Here's an example of what happens today: Let's try 30% dedicated CPU. Not enough? Let's try 80% Oh, that's too much, and we're achieving much better response time than the objective, but other workloads are starving. Let's back that off and try again. It's not the process I object to - it's that we to often do this manually. Worse, we sometimes identify and adjust the wrong resource and fiddle with that to no useful result. Back in my days as a customer managing large systems, one of my users would call me up to beg for a "CPU boost": Me: "it won't make any difference - there's plenty of spare CPU to be had, and your application is completely I/O bound." User: "Please do it anyway." Me: "oh, all right, but it won't do you any good." (I did, because he was a friend, but it didn't help.) Prior art There are some operating environments that take a stab about workload management (rather than resource management) but I find them lacking. I know of one that uses synthetic "service units" composed of the sum of CPU, I/O and memory allocations multiplied by weighting factors. A workload is set to make a target rate of service units consumed per second. But this seems to be missing a key point: what is the relationship between artificial 'service units' and actually meeting a throughput or response time objective? What if I get plenty of one of the components (so am getting enough service units), but not enough of the resource whose needed to remove the bottleneck? Actual workload management That's not really the answer either. What is needed is to specify a workload's service levels in terms of externally visible metrics that are meaningful to a business, such as response times or transactions per second, and have the workload manager figure out which resources are not being adequately provided, and then adjust it as needed. If an application is not meeting its service level objectives and the reason is that it's not getting enough CPU cycles, adjust its CPU resource accordingly. If the reason is that the application isn't getting enough RAM to keep its working set in memory, then adjust its RAM assignment appropriately so it stops swapping. Simple idea, but that's a task we keep dumping on system administrators. In other words - don't hold the number of CPU shares constant and watch the achievement of service level vary. Instead, hold the service level constant, and dynamically adjust the number of CPU shares (or amount of other resources like RAM or I/O bandwidth) in order to meet the objective. Instrumenting non-instrumented applications There's one little problem here: how do I measure application performance in a way relating to a service level. I don't want to do it based on internal resources like number of CPU seconds it received per minute - We need to make resource decisions based on externally visible and meaningful measures of performance, not synthetic items or internal resource counters. If I have a way of marking the beginning and end of a transaction, I can then measure whether or not the application is meeting an objective based on it. If I can observe the delay factors for an application, I can see which resource shortages are slowing an application enough to keep it from meeting its objectives. I can then adjust resource allocations to relieve those shortages. Fortunately, Solaris provides facilities for both marking application progress and determining what factors cause application latency. The Solaris DTrace facility let's me introspect on application behavior: in particular I can see events like "receive a web hit" and "respond to that web hit" so I can get transaction rate and response time. DTrace (and tools like prstat) let me see where latency is being added to an application, so I know which resource to adjust. Summary After a delay of a mere few years, I am the proud creator of a patent (advice to anyone interested in going through the process: don't hold your breath!). The fundamental idea is fairly simple: instead of holding resource constant and suffering variable levels of success meeting service level objectives, properly characterise the service level objective in meaningful terms, instrument the application to see if it's meeting the objective, and then have a workload manager change resource allocations to remove delays preventing service level attainment. I've done it by hand for a long time - I think that's what a computer should do for me.

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• Vendors: Partners or Salespeople?

  - by BuckWoody

  I got a great e-mail from a friend that asked about how he could foster a better relationship with his vendors. So many times when you work with a vendor it’s more of a used-car sales experience than a partnership – but you can actually make your vendor more of a partner, as long as you both set some ground-rules at the start. Sit down with your vendor, and have a heart-to-heart talk with them, explain that they won’t win every time, but that you’re willing to work with them in an honest way on both sides. Here’s the advice I sent him verbatim. I hope this post generates lots of comments from both customers and vendors. I don’t expect that you’ve had a great experience with your Microsoft reps, but I happen to work with some of the best sales teams in the business, and our clients tell us that all the time. “The key to this relationship is to keep the audience really small. Ideally there should be one person from your side that is responsible for the relationship, and one from the vendor’s side. Each responsible person should have the authority to make decisions, and to bring in other folks as needed for a given topic, project or decision.   For Microsoft, this is called an “Account Manager” – they aren’t technical, they aren’t sales. They “own” a relationship with a company. They learn what the company does, who does it, and how. They are responsible to understand what the challenges in your company are. While they don’t know the bits and bytes of everything we sell, they know what each thing does, and who to talk to about it. I get a call from an Account Manager every week that has pre-digested an issue at an organization and says to me: “I need you to set up an architectural meeting with their technical staff to get a better read on how we can help with problem X.” I do that and then report back to the Account Manager what we learned.  All through this process there’s the atmosphere of a “team”, not a “sales opportunity” per se. I’ve even recommended that the firm use a rival product, and I’ve never gotten push-back on that decision from my Account Managers.   But that brings up an interesting point. Someone pays an Account Manager and pays me. They expect something in return. At some point, you have to buy something. Not every time, not every situation – sometimes it’s just helping you with what you already bought from us. But the point is that you can’t expect lots of love and never spend any money. That’s the way business works.   Finally, don’t view the vendor as someone with their hand in your pocket – somebody that’s just trying to sell you something and doesn’t care if they ever see you again – unless they deserve it. There are plenty of “love them and leave them” companies out there, and you may have even had this experience with us, but that isn’t the case in the firms I work with. In fact, my customers get a questionnaire that asks them that exact question. “How many times have you seen your account team? Did you like your interaction with them? Can they do better?” My raises, performance reviews and general standing in my group are based on the answers the company gives.  Ask your vendor if they measure their sales and support teams this way – if not, seek another vendor to partner with.   Partnering with someone is a big deal. It involves time and effort on your part, and on the vendor’s part. If either of you isn’t pulling your weight, it just won’t work. You have every right to expect them to treat you as a partner, and they have the same right for your side.” Share this post: email it! | bookmark it! | digg it! | reddit! | kick it! | live it!

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• Why won't apt-get install anything after I deleted its cached lists?

  - by Gernot

  Recently I had a problem with the update-manager and search for a solution. On my search I found a post, where someone had the same problem and as solution they told him he should run this command on the terminal: sudo rm /var/lib/apt/lists/* I also run this, and the update-manager worked again. But now, I noticed that apt-get won't install anything. I wanted to install rvm (for ruby) and therefore I needed a few packages (build-essential and curl to be precise). But if I tried to install them, I always get the message that there is no installcandidate for that package... . What can I do to get apt-get working again?

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• Prevent gnome-shell's dash from listing Recent Items

  - by Vivek

  I am using gnome-shell in Ubuntu 11.10. I am getting annoyed when dash search lists Recent Items. I have tried many ways to prevent it like Deleting activity.sqlite and activity.sqlite-journal files under ~/.local/share/zeitgeist Adding all the possible entries in Activity Log Manager to prevent application logging Specifying time range in Activity Log Manager to forget my activities. But none of the methods are working. The recent items list is still populated. Is there any way to tell dash not to list Recent Items while searching, other than the above methods? Or is there any way to delete the recent items list?

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• What do you think about gems and eggs? Alternatives?

  - by Juanlu001

  I've read recently some criticism (see 1, 2, 3) about the packaging distribution system of two popular programming languages: Ruby gems and Python eggs. The most important argument stated against them is that they replace the system package manager (in case there is one, as in every Linux distribution), which makes eggs and gems difficult to track, code difficult to patch, and so on. Are actually eggs and gems right? In case not, are there any alternatives to distributing Python or Ruby modules? Should developers focus on taking advantage of package manager (apt-get, pacman, ...) capabilities?

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• Job Search Engine Url Structure Issue [closed]

  - by Justin

  Possible Duplicate: What is the best stucture of SEO friendly URL? I am working on a job board, and i'm trying to figure out a good design for URL structure. Some things that I have found through research: 100 - 150 Chars long is ideal 3-5 words in your url, according to Matt Cutts Use .htaccess to force clean urls Do not duplicate data (important) Clean and precise, describing the content Use hyphens On the homepage, I try to detect the users location based on IP, but this isn't always accurate, and not always reliable. So until they put in their city/location, I can't always use this structure but this is potentially work-able. For Searching, a form post to a results page: domain.com/jobs/[city]/[search] ie: domain.com/jobs/toronto/sales manager/ OR domain.com/search/jobs/toronto/sales manager/ or do I remove the word JOBS and just use Search. I trying to keep good search terms in the URL, but also keep it clean and concise. Can someone give me some feedback and thoughts to 'why'...

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• New Version 3.1 Endeca Information Discovery Now Available

  - by Mike.Hallett(at)Oracle-BI&EPM

  Normal 0 false false false EN-GB X-NONE X-NONE MicrosoftInternetExplorer4 Business User Self-Service Data Mash-up Analysis and Discovery integrated with OBI11g and Hadoop Oracle Endeca Information Discovery 3.1 (OEID) is a major release that incorporates significant new self-service discovery capabilities for business users, including agile data mashup, extended support for unstructured analytics, and an even tighter integration with Oracle BI.  · Self-Service Data Mashup and Discovery Dashboards: business users can combine information from multiple sources, including their own up-loaded spreadsheets, to conduct analysis on the complete set.  Creating discovery dashboards has been made even easier by intuitive drag-and drop layouts and wizard-based configuration.  Business users can now build new discovery applications in minutes, without depending on IT. · Enhanced Integration with Oracle BI: OEID 3.1 enhances its’ native integration with Oracle Business Intelligence Foundation. Business users can now incorporate information from trusted BI warehouses, leveraging dimensions and attributes defined in Oracle’s Common Enterprise Information Model, but evolve them based on the varying day-to-day demands and requirements that they personally manage. · Deep Unstructured Analysis: business users can gain new insights from a wide variety of enterprise and public sources, helping companies to build an actionable Big Data strategy.  With OEID’s long-standing differentiation in correlating unstructured information with structured data, business users can now perform their own text mining to identify hidden concepts, without having to request support from IT. They can augment these insights with best in class keyword search and pattern matching, all in the context of rich, interactive visualizations and analytic summaries. · Enterprise-Class Self-Service Discovery:  OEID 3.1 enables IT to provide a powerful self-service platform to the business as part of a broader Business Analytics strategy, preserving the value of existing investments in data quality, governance, and security.  Business users can take advantage of IT-curated information to drive discovery across high volumes and varieties of data, and share insights with colleagues at a moment’s notice. · Harvest Content from the Web with the Endeca Web Acquisition Toolkit:  Oracle now provides best-of-breed data access to website content through the Oracle Endeca Web Acquisition Toolkit.  This provides an agile, graphical interface for developers to rapidly access and integrate any information exposed through a web front-end.  Organizations can now cost-effectively include content from consumer sites, industry forums, government or supplier portals, cloud applications, and myriad other web sources as part of their overall strategy for data discovery and unstructured analytics. For more information: OEID 3.1 OTN Software and Documentation Download And Endeca available for download on Software Delivery Cloud (eDelivery) New OEID 3.1 Videos on YouTube Oracle.com Endeca Site /* 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-top:0cm; mso-para-margin-right:0cm; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0cm; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi; mso-fareast-language:EN-US;}

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• Lessons learnt in implementing Scrum in a Large Organization that has traditional values

  - by MarkPearl

  I recently had the experience of being involved in a “test” scrum implementation in a large organization that was used to a traditional project management approach. Here are some lessons that I learnt from it. Don’t let the Project Manager be the Product Owner First lesson learnt is to identify the correct product owner – in this instance the product manager assumed the role of the product owner which was a mistake. The product owner is the one who has the most to loose if the project fails. With a methodology that advocates removing the role of the project manager from the process then it is not in the interests of the person who is employed as a project manager to be the product owner – in fact they have the most to gain should the project fail. Know the time commitments of team members to the Project Second lesson learnt is to get a firm time commitment of the members on a team for the sprint and to hold them to it. In this project instance many of the issues we faced were with team members having to double up on supporting existing projects/systems and the scrum project. In many situations they just didn’t get round to doing any work on the scrum project for several days while they tried to meet other commitments. Initially this was not made transparent to the team – in stand up team members would say that had done some work but would be very vague on how much time they had actually spent using the blackhole of their other legacy projects as an excuse – putting up a time burn down chart made time allocations transparent and easy to hold the team to. In addition, how can you plan for a sprint without knowing the actual time available of the members – when I mean actual time, the exercise of getting them to go through all their appointments and lunch times and breaks and removing them from their time commitment helps get you to a realistic time that they can dedicate. Make sure you meet your minimum team sizes In a recent post I wrote about the difference between a partnership and a team. If you are going to do scrum in a large organization make sure you have a minimum team size of at least 3 developers. My experience with larger organizations is that people have a tendency to be sick more, take more leave and generally not be around – if you have a team size of two it is so easy to loose momentum on the project – the more people you have in the team (up to about 9) the more the momentum the project will have when people are not around. Swapping from one methodology to another can seem as waste to the customer It sounds bad, but most customers don’t care what methodology you use. Often they have bought into the “big plan upfront”. If you can, avoid taking a project on midstream from a traditional approach unless the customer has not bought into the process – with this particular project they had a detailed upfront planning breakaway with the customer using the traditional approach and then before the project started we moved onto a scrum implementation – this seemed as waste to the customer. We should have managed the customers expectation properly. Don’t play the role of the scrum master if you can’t be the scrum master With this particular implementation I was the “scrum master”. But all I did was go through the process of the formal meetings of scrum – I attended stand up, retrospectives and planning – but I was not hands on the ground. I was not performing the most important role of removing blockages – and by the end of the project there were a number of blockages “cropping up”. What could have been a better approach was to take someone on the team and train them to be the scrum master and be present to coach them. Alternatively actually be on the team on a fulltime basis and be the scrum master. By just going through the meetings of scrum didn’t mean we were doing scrum. So we failed with this one, if you fail look at it from an agile perspective As this particular project drew to a close and it became more and more apparent that it was not going to succeed the failure of it became depressing. Emotions were expressed by various people on the team that we not encouraging and enforced the failure. Embracing the failure and looking at it for what it is instead of taking it as the end of the world can change how you grow from the experience. Acknowledging that it failed and then focussing on learning from why and how to avoid the failure in the future can change how you feel emotionally about the team, the project and the organization.

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