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  • Use Case Actors - Primary versus Secondary

    - by Dave Burke
    The Unified Modeling Language (UML1) defines an Actor (from UseCases) as: An actor specifies a role played by a user or any other system that interacts with the subject. In Alistair Cockburn’s book “Writing Effective Use Cases” (2) Actors are further defined as follows: Primary Actor: The primary actor of a use case is the stakeholder that calls on the system to deliver one of its services. It has a goal with respect to the system – one that can be satisfied by its operation. The primary actor is often, but not always, the actor who triggers the use case. Supporting Actors: A supporting actor in a use case in an external actor that provides a service to the system under design. It might be a high-speed printer, a web service, or humans that have to do some research and get back to us. In a 2006 article (3) Cockburn refined the definitions slightly to read: Primary Actors: The Actor(s) using the system to achieve a goal. The Use Case documents the interactions between the system and the actors to achieve the goal of the primary actor. Secondary Actors: Actors that the system needs assistance from to achieve the primary actor’s goal. Finally, the Oracle Unified Method (OUM) concurs with the UML definition of Actors, along with Cockburn’s refinement, but OUM also includes the following: Secondary actors may or may not have goals that they expect to be satisfied by the use case, the primary actor always has a goal, and the use case exists to satisfy the primary actor. Now that we are on the same “page”, let’s consider two examples: A bank loan officer wants to review a loan application from a customer, and part of the process involves a real-time credit rating check. Use Case Name: Review Loan Application Primary Actor: Loan Officer Secondary Actors: Credit Rating System A Human Resources manager wants to change the job code of an employee, and as part of the process, automatically notify several other departments within the company of the change. Use Case Name: Maintain Job Code Primary Actor: Human Resources Manager Secondary Actors: None The first example is quite straight forward; we need to define the Secondary Actor because without the “Credit Rating System” we cannot successfully complete the Use Case. In other words, the goal of the Primary Actor is to successfully complete the Loan Application, but they need the explicit “help” of the Secondary Actor (Credit Rating System) to achieve this goal. The second example is where people sometimes get confused. Within OUM we would not include the “other departments” as Secondary Actors and therefore not include them on the Use Case diagram for the following reasons: The other departments are not required for the successful completion of the Use Case We are not expecting any response from the other departments (at least within the bounds of the Use Case under discussion) Having said that, within the detail of the Use Case Specification Main Success Scenario, we would include something like: “The system sends a notification to the related department heads (ref. Business Rule BR101)” Now let’s consider one final example. A Procurement Manager wants to place a “bid” for some goods using an On-Line Trading Community (B2B version of eBay) Use Case Name: Create Bid Primary Actor: Procurement Manager Secondary Actors: On-Line Trading Community You might wonder why the Trading Community is listed as a Secondary Actor, i.e. if all we are going to do is place a bid for a specific quantity of goods at a given price and send that off to the Trading Community, then why would the Trading Community need to “assist” in that Use Case? Well, once again, it comes back to the “User Experience” and how we want to optimize that when we think about our Use Case, and ultimately, when the developer comes to assembling some code. In this final example, the Procurement Manager cannot successfully complete the “Create Bid” Use Case until they receive an affirmative confirmation back from the Trading Community that the Bid has been accepted. Therefore, the Trading Community must become a Secondary Actor and be referenced both on the Use Case diagram and Use Case Specification. Any astute readers who are wondering about the “single sitting” rule will have to wait for a follow-up Blog entry to find out how that consideration can be factored in!!! Happy Use Case writing! (1) OMG Unified Modeling LanguageTM (OMG UML), Superstructure Version 2.4.1 (2) Cockburn, A, 2000, Writing Effective Use Case, Addison-Wesley Professional; Edition 1 (3) Cockburn, A, 2006 “Use Case fundamentals” viewed 20th March 2012, http://alistair.cockburn.us/Use+case+fundamentals

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  • Bad Spot to Be In: Playing Catch-up with Mobile Advertising

    - by Mike Stiles
    You probably noticed, there’s a mass migration going on from online desktop/laptop usage to smartphone/tablet usage.  It’s an indicator of how we live our lives in the modern world: always on the go, with no intention of being disconnected while out there. Consequently, paid as it relates to mobile advertising is taking the social spotlight. eMarketer estimated that in 2013, US adults would spend about 2 hours, 21 minutes a day on mobile, not counting talking time. More people in the world own smartphones than own toothbrushes (bad news I suppose if you’re marketing toothpaste). They’re using those mobile devices to access social networks, consuming at least 17% of their mobile time on them. Frankly, you don’t need a deep dive into mobile usage stats to know what’s going on. Just look around you in any store, venue or coffee shop. It’s really obvious…our mobile devices are now where we “are,” so that’s where marketers can increasingly reach us. And it’s a smart place for them to do just that. Mobile devices can be viewed more and more as shopping facilitators. Usually when someone is on mobile, they are not in passive research mode. They are likely standing near a store or in front of a product, using their mobile to seek reassurance that buying that product is the right move. They are the hottest of hot prospects. Consider that 4 out of 5 consumers use smartphones to shop, 52% of Americans use mobile devices for in-store for research, 70% of mobile searches lead to online action inside of an hour, and people that find you on mobile convert at almost 3x the rate as those that find you on desktop or laptop. But what are marketers doing? Enter statistics from Mary Meeker’s latest State of the Internet report. Common sense says you buy advertising where people are spending their eyeball time, right? But while mobile is 20% of media use and rising, the ad spend there is 4%. Conversely, while print usage is at 5% and falling, ad spend there is 19%. We all love nostalgia, but come on. There are reasons marketing dollar migration to mobile has not matched user migration, including the availability of mobile ad products and the ability to measure user response to mobile ads. But interesting things are happening now. First came Facebook’s mobile ad, which let app developers pay to get potential downloads. Then their mobile ad network was announced at F8, allowing marketers to target users across non-Facebook apps while leveraging the wealth of diverse data Facebook has on those users, a big deal since Nielsen has pointed out mobile apps make up 89% of the media time spent on mobile. Twitter has a similar play in motion with their MoPub acquisition. And now mobile deeplinks have arrived, which can take users straight to sub-pages of mobile apps for a faster, more direct shopper/researcher user experience. The sooner the gratification, the smoother and faster the conversion. To be clear, growth in mobile ad spending is well underway. After posting $13.1 billion in 2013, Gartner expects global mobile ad spending to reach $18 billion this year, then go to $41.9 billion by 2017. Cheap smartphones and data plans are spreading worldwide, further fueling the shift to mobile. Mobile usage in India alone should grow 400% by 2018. And, of course, there’s the famous statistic that mobile should overtake desktop Internet usage this year. How can we as marketers mess up this opportunity? Two ways. We could position ourselves in perpetual “catch-up” mode and keep spending ad dollars where the public used to be. And we could annoy mobile users with horrid old-school marketing practices. Two-thirds of users told Forrester they think interruptive in-app ads are more annoying than TV ads. Make sure your brand’s social marketing technology platform is delivering a crystal clear picture of your social connections so the mobile touch point is highly relevant, mobile optimized, and delivering real value and satisfying experiences. Otherwise, all we’ve done is find a new way to be unwanted. @mikestiles @oraclesocialPhoto: Kate Mallatratt, freeimages.com

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  • Upgrades in 5 Easy Pieces

    - by Anne R.
    Even though there are a few select tasks that I have to do once or twice a year, I can’t remember how to do them! Or where to find the bits and pieces to complete the task. So I love it when someone consolidates everything under one spot. That’s what the CRM On Demand team has done with the upgrade information. Specifically, they have: Provided a “one-stop” area for managing upgrades at your company. Broken down the upgrade process into 5 (yes, 5) steps. Explained when and how to perform each step with dates specific to your pod. Included details about each step, visible by expanding the step. Translated the steps into 11 languages. Added a list of release-specific resources with links from the page. Now, just head for the Training and Support portal, click the Release Info tab, and walk through the “5 Essential Steps to a Successful Upgrade.” Before you continue, though, select your language from the drop-down list on the Release Info page. CRM On Demand now has the upgrade steps translated into 11 languages. On the Step page, you can expand each section in sequence and follow the more detailed instructions that appear. This will ensure that you’ve covered all your bases for each upgrade. Here’s a shortened version of the information that you’ll find: 1. Verify your Primary Contact Information. Have you checked your primary contact information to make sure you’re being notified of all upgrade information? Or do you want more users to receive upgrade announcements? This section provides you with the navigation path to do that in CRM On Demand. 2. Review your Key Upgrade Dates. If you expand this step, a nice table appears with your critical dates for the various milestones. IMPORTANT: When your CRM On Demand pod has been officially added to the upgrade schedule, closer to the release date itself, this table will display your specific timetable. 3. Migrate your Customizations from the Staging Environment before the Snapshot Date. Oracle refreshes the Staging data with a copy of your Production data made on the Production Snapshot Date. So this section lists considerations relevant to this step. It also reminds you of the 2-week period when you should not be making any changes in your Staging environment.   4. Conduct your Upgrade Validation on the Staging Environment. When the Customer Validation Testing period begins, you need to log in to your Staging Environment to validate that your key business processes and customizations continue to behave as expected. If your company utilizes Web Services, Web Links, Web Applets or Workflow, focus on testing these first. You generally have about two weeks for testing. If you run into problems during this time, follow the instructions shown in this section for logging a service request. It describes exactly how to fill out the fields in the SR for the fastest resolution. 5. Conduct "White Glove" Testing in your Upgraded Production Environment. Before users start using the upgrade, you should access a few tabs and reports. Doing this actually warms up the cache so that frequently used pages and reports will come up at normal speed on Monday morning, when users log in to the upgraded system. Resources listed under this step help you in further preparing for the upgrade. Now there’s also a new Documentation section on the right with links to these release-specific resources.   Very nice, I commented, when discussing these improvements with the “responsible party.” She confirmed that, yes, they tried to consolidate the upgrade information, translate it for better communication, simplify it into 5 easy pieces, and drive admins responsible for handling upgrades to this one site instead of sending out elaborate emails. Yes, I just love it when someone practically reaches out and holds my hand through a process. Next best thing to a wizard!

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  • So You Want to Be a Social Media Director

    - by Mike Stiles
    Do you want to be a Social Media Director? Some say the title is already losing its relevance; that social should be a basic skill that is required and used no matter what your position is inside the enterprise. I suppose that’s visionary, and a fun thing for thought leaders to say. But in the vast majority of business organizations, we’re so far away from that reality that the thought of not having someone driving social’s implementation and guiding its proper usage conjures up images of anarchy. That said, social media has become so broad, so catch-all, and so extended across business functions, that today’s Social Media Director, depending on the size of their staff, must make jacks-of-all-trades look like one-trick-ponies. Just as the purview of the CMO has grown all-encompassing, the disciplines required of their heads of social are stacking up. Master of Content Every social pipeline you build must stay filled, with quantity and quality. Content takes time, and the job never stops. Never. And no, it’s not true that anybody can write. Master of Customer Experience You must have a passion for hearing from customers and making them really happy. Master of PR You must know how to communicate and leverage the trust you’ve built when crises strike. Couldn’t hurt to be a Master of Politics. Master of Social Technology So many social management tools on the market. You have to know what social tech ecosystem makes sense and avoid piecemeal point solutions. Master of Business Development Social for selling and prospecting is hot, and you have to know how to use social to do it. Master of Analytics Nothing else matters if you can’t prove social is helping the brand. That’s right, creative content guy has to also be a math and stats geek. Good luck with that. Master of Paid Media You’ve got to learn the language, learn the tactics, learn the vendors and learn how to measure results. Master of Education Guess who gets to teach everyone who has no clue how to use social for business. Master of Personal Likability You’ll be leading the voice, tone, image and personality of the brand. If you don’t instinctively know how to be liked by actual people, the brand will be starting from a deficit. How deep must you go in this parade of masteries? Again, that depends on your employer’s maturity level in social. Serious players recognize these as distinct disciplines requiring true experts for maximum effect. Less serious players will need you to execute personally in many of these areas. Do the best you can, and try to grow quickly at each. If you’re the sole person executing all social…well…you’re in the game of managing expectations and trying to socially educate your employer. The good news is, you should be making a certifiable killing. If you’re alone and your salary is modest, time to understand how many brands out there crave what you’ve mastered. Not to push back against thought leaders, but the need for brand social leadership has not gone away…not even a little bit. @mikestiles @oraclesocialPhoto: Stefan Wagner, freeimages.com

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  • Content Challenge: You Can Only Get it Here

    - by Mike Stiles
    Part of the content conundrum for brands is figuring out what kind of content customers would find cool, desirable, and relevant. The mere fact many brands have no idea what this content might be is, in itself, pretty alarming. You’d have to have a pretty thorough lack of involvement with and understanding of your customers to not know what they might like. But despite what should be a great awakening in which consumers are using every technology and trick in the book to shield themselves from ads and commercials, brand self-obsession continues as marketers concentrate on their message, their campaign, what they want to say, and what they want social users to do. When individuals conduct themselves in that same fashion on Facebook and Twitter, it gets tiresome and starts losing value pretty quickly. Their posts eventually get hidden. Conversely, friends who post things that consistently entertain or inform, with little self-marketing desperation involved, win the coveted “show all updates” setting. Of course brands are going to use social to market. It’s pretty much the point of having social in the marketing mix. And yes, people who follow a brand’s Twitter account or “Like” a brand’s Facebook Page implicitly state they want to know what’s going on with that brand’s products and services. But if you have a Facebook friend that assumes you want every one of her posts to be about what wine she likes (Mitsubishi’s current campaign is even based around weeding out pretentious Facebook friends, then running them over), then you know how it must feel for your fans and followers to get a sales pitch for your crackers or whatever you’re selling every single time. Is there such a thing as content that doesn’t sell but that still advances the brand and makes the consumer more involved and valuable? Of course. And perhaps there are no better companies than enterprise brands to do it. Enterprise organizations are large enough to go beyond a product and engage readers/viewers at higher, broader levels…communicating expertise across entire sectors, subjects and industries. You’re going from pitchman to news source, and getting full credit for it as the presenter. A recent GigaOM article pointed out the success a San Francisco-based startup called Crunchyroll is having. Their niche (and they proudly admit it’s a niche) is providing Japanese anime, Korean drama and Asian live action content to countries that can’t get it any other way via licensing deals. Shows are available in HD and on the same day they air in the host country. Crunchyroll not only gets 8 million viewers a month, they have 100,000 paying subscribers at $7-12/month. Got a point, Mike? I do happen to have one. Crunchyroll illustrates the content opportunity enterprise companies have…which is to determine your “area,” the interest graph of your customers, then provide content that speaks to and satisfies those interests that can’t be found anywhere else. At least not in the same style, or of the same quality, or with the same authority. Do what no one else is doing. Provide what no one else is providing in your sector. If underserved users are willing to pay monthly for access to awkwardly moving cartoon dragons, imagine the audience you could attract with free, useful, non-sales content in your customers’ area of interest. It’s an audience you’ll want in place when the time does come to put out that marketing message. A content challenge is better than a content conundrum any day.

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  • Why Ultra-Low Power Computing Will Change Everything

    - by Tori Wieldt
    The ARM TechCon keynote "Why Ultra-Low Power Computing Will Change Everything" was anything but low-powered. The speaker, Dr. Johnathan Koomey, knows his subject: he is a Consulting Professor at Stanford University, worked for more than two decades at Lawrence Berkeley National Laboratory, and has been a visiting professor at Stanford University, Yale University, and UC Berkeley's Energy and Resources Group. His current focus is creating a standard (computations per kilowatt hour) and measuring computer energy consumption over time. The trends are impressive: energy consumption has halved every 1.5 years for the last 60 years. Battery life has made roughly a 10x improvement each decade since 1960. It's these improvements that have made laptops and cell phones possible. What does the future hold? Dr. Koomey said that in the past, the race by chip manufacturers was to create the fastest computer, but the priorities have now changed. New computers are tiny, smart, connected and cheap. "You can't underestimate the importance of a shift in industry focus from raw performance to power efficiency for mobile devices," he said. There is also a confluence of trends in computing, communications, sensors, and controls. The challenge is how to reduce the power requirements for these tiny devices. Alternate sources of power that are being explored are light, heat, motion, and even blood sugar. The University of Michigan has produced a miniature sensor that harnesses solar energy and could last for years without needing to be replaced. Also, the University of Washington has created a sensor that scavenges power from existing radio and TV signals.Specific devices designed for a purpose are much more efficient than general purpose computers. With all these sensors, instead of big data, developers should focus on nano-data, personalized information that will adjust the lights in a room, a machine, a variable sign, etc.Dr. Koomey showed some examples:The Proteus Digital Health Feedback System, an ingestible sensor that transmits when a patient has taken their medicine and is powered by their stomach juices. (Gives "powered by you" a whole new meaning!) Streetline Parking Systems, that provide real-time data about available parking spaces. The information can be sent to your phone or update parking signs around the city to point to areas with available spaces. Less driving around looking for parking spaces!The BigBelly trash system that uses solar power, compacts trash, and sends a text message when it is full. This dramatically reduces the number of times a truck has to come to pick up trash, freeing up resources and slashing fuel costs. This is a classic example of the efficiency of moving "bits not atoms." But researchers are approaching the physical limits of sensors, Dr. Kommey explained. With the current rate of technology improvement, they'll reach the three-atom transistor by 2041. Once they hit that wall, it will force a revolution they way we do computing. But wait, researchers at Purdue University and the University of New South Wales are both working on a reliable one-atom transistors! Other researchers are working on "approximate computing" that will reduce computing requirements drastically. So it's unclear where the wall actually is. In the meantime, as Dr. Koomey promised, ultra-low power computing will change everything.

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  • Get the Picture: Pinterest for Marketers

    - by Mike Stiles
    When trying to determine on which networks to conduct social marketing, the usual suspects immediately rise to the top; Facebook & Twitter, then LinkedIn (especially if you’re B2B), then maybe some Google Plus to hedge SEO bets.  So at what juncture do brands get excited about Pinterest? Pinterest has been easy for marketers to de-prioritize thanks to the perception its usage is so dominated by women. Um, what’s wrong with that? Women make an estimated 85% of all consumer purchases. So if there are indeed over 30 million US women active on it monthly, and they do 92% of the pinning, and 84% are still active on it after 4 years, when did an audience of highly engaged, very likely sales conversions become low priority? Okay, if you’re a tech B2B SaaS product like the Oracle Social Cloud, Pinterest may not be where you focus. But if you operate in the top Pinterest categories, which are truly far-reaching, it’s time to take note of Pinterest’s performance to date: 40.1 million monthly users in the US (eMarketer). Over 30 billion pins, half of which were pinned in the last 6 months. (Big momentum) 75% of usage is on their mobile app. (In solid shape for the mobile migration) Pinterest sharing grew 58% in 2013, beating Facebook, Twitter, or LinkedIn. (ShareThis) Pinterest is the 3rd most popular sharing platform overall (over email), with 48% of all sharing on tablets. Users referred by Pinterest are 10% more likely to buy on e-commerce sites and tend to spend twice that of users coming from Facebook. (Shopify) To be fair, brands haven’t had any paid marketing opportunities on that platform…until recently. Users are seeing Promoted Pins in both category and search feeds from rollout brands like Gap, ABC Family, Ziploc, and Nestle. Are the paid pins annoying users? It seems more so than other social networks, they’re fitting right in to the intended user experience and being accepted, getting almost as many click-throughs as user pins. New York Magazine’s Kevin Roose laid it out succinctly; Pinterest offers a place that’s image-centric, search-friendly, makes things easy to purchase, makes things easy to share, and puts users in an aspirational mood to buy. Pinterest is very confident in the value of that combo and that audience, with CPM rates 5x that of the most expensive Facebook ad, plus (at least for now) required spending commitments and required pin review by Pinterest for quality. The latest developments; a continued move toward search and discovery with enhancements like Guided Search to help you hone in on what interests you, Custom Categories, and the rumored Visual Search that stands to be a liberation from text. And most recently, Pinterest has opened up its API so brands can get access to deeper insights into the best search terms and categories in which to play ball, as well as what kinds of pins stand to perform best in those areas. As we learned in our rundown this week of Social Media Examiner’s Social Media Marketing Industry Report, around 50% of marketers specifically intend on upping their use of Pinterest. If you’re a big believer in fishing where the fish are, that’s probably an efficient position to take. @mikestiles @oraclesocialPhoto: Adam Lambert_Gorwyn, freeimages.com

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  • Standards Corner: Preventing Pervasive Monitoring

    - by independentid
     Phil Hunt is an active member of multiple industry standards groups and committees and has spearheaded discussions, creation and ratifications of industry standards including the Kantara Identity Governance Framework, among others. Being an active voice in the industry standards development world, we have invited him to share his discussions, thoughts, news & updates, and discuss use cases, implementation success stories (and even failures) around industry standards on this monthly column. Author: Phil Hunt On Wednesday night, I watched NBC’s interview of Edward Snowden. The past year has been tumultuous one in the IT security industry. There has been some amazing revelations about the activities of governments around the world; and, we have had several instances of major security bugs in key security libraries: Apple's ‘gotofail’ bug  the OpenSSL Heartbleed bug, not to mention Java’s zero day bug, and others. Snowden’s information showed the IT industry has been underestimating the need for security, and highlighted a general trend of lax use of TLS and poorly implemented security on the Internet. This did not go unnoticed in the standards community and in particular the IETF. Last November, the IETF (Internet Engineering Task Force) met in Vancouver Canada, where the issue of “Internet Hardening” was discussed in a plenary session. Presentations were given by Bruce Schneier, Brian Carpenter,  and Stephen Farrell describing the problem, the work done so far, and potential IETF activities to address the problem pervasive monitoring. At the end of the presentation, the IETF called for consensus on the issue. If you know engineers, you know that it takes a while for a large group to arrive at a consensus and this group numbered approximately 3000. When asked if the IETF should respond to pervasive surveillance attacks? There was an overwhelming response for ‘Yes'. When it came to 'No', the room echoed in silence. This was just the first of several consensus questions that were each overwhelmingly in favour of response. This is the equivalent of a unanimous opinion for the IETF. Since the meeting, the IETF has followed through with the recent publication of a new “best practices” document on Pervasive Monitoring (RFC 7258). This document is extremely sensitive in its approach and separates the politics of monitoring from the technical ones. Pervasive Monitoring (PM) is widespread (and often covert) surveillance through intrusive gathering of protocol artefacts, including application content, or protocol metadata such as headers. Active or passive wiretaps and traffic analysis, (e.g., correlation, timing or measuring packet sizes), or subverting the cryptographic keys used to secure protocols can also be used as part of pervasive monitoring. PM is distinguished by being indiscriminate and very large scale, rather than by introducing new types of technical compromise. The IETF community's technical assessment is that PM is an attack on the privacy of Internet users and organisations. The IETF community has expressed strong agreement that PM is an attack that needs to be mitigated where possible, via the design of protocols that make PM significantly more expensive or infeasible. Pervasive monitoring was discussed at the technical plenary of the November 2013 IETF meeting [IETF88Plenary] and then through extensive exchanges on IETF mailing lists. This document records the IETF community's consensus and establishes the technical nature of PM. The draft goes on to further qualify what it means by “attack”, clarifying that  The term is used here to refer to behavior that subverts the intent of communicating parties without the agreement of those parties. An attack may change the content of the communication, record the content or external characteristics of the communication, or through correlation with other communication events, reveal information the parties did not intend to be revealed. It may also have other effects that similarly subvert the intent of a communicator.  The past year has shown that Internet specification authors need to put more emphasis into information security and integrity. The year also showed that specifications are not good enough. The implementations of security and protocol specifications have to be of high quality and superior testing. I’m proud to say Oracle has been a strong proponent of this, having already established its own secure coding practices. 

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  • What's Old is New Again

    - by David Dorf
    Last night I told my son he could stream music to his tablet "from the cloud" (in this case, the Amazon Cloud).  He paused, then said, "what is the cloud?"  I replied, "a bunch of servers connected to the internet."  Apparently he had visions of something much more magnificent.  Another similar term is "big data."  These marketing terms help to quickly convey topics but are oversimplifications that are open to many interpretations.  At their core, those terms a shiny packages holding recycled ideas. I see many headlines declaring big data changes everything, but it doesn't.  Savvy retailers have been dealing with large volumes of data since the electronic cash register was invented.  But the there have a been a few changes to the landscape that make big data a topic of conversation: 1. Computing power has caught up to storage volumes. Its now possible to more thoroughly analyze the copious volumes of data retailers have been squirreling away.  CPUs are faster, sold state drives more plentiful, and new ways to store and search data are available.  My iPhone is more power than the computer used in the Apollo mission to the moon. 2. Unstructured data is everywhere.  The Web used to be where retailers published product information, but now users are generating the bulk of the content in the form of comments, videos, and "likes."  The variety of information available to retailers is huge, and it meaning difficult to discern. 3. Everything is connected.  Looking at a report from my router, there are no less than 20 active devices on my home network.  We can track the location of mobile phones, tag products with RFID, and set our thermostats (I love my Nest) from a thousand miles away.  Not only is there more data, but its arriving at higher velocity. Careful readers will note the three Vs that help define so-called big data: volume, variety, and velocity. We now have more volume, more variety, and more velocity and different technologies to deal with them.  But at the heart, the objectives are still the same: Informed decisions Accurate forecasts Improved optimizations So don't let the term "big data" throw you off the scent.  Retailers still need to execute on the basics.  But do take a fresh look at the data that's available and the new technologies to process it.  The landscape will continue to change and agile organizations will always be reevaluating their approaches.  You can just add some more weapons to the arsenal.

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  • Java EE @ No Fluff Just Stuff Tour

    - by reza_rahman
    If you work in the US and still don't know what the No Fluff Just Stuff (NFJS) Tour is, you are doing yourself a very serious disfavor. NFJS is by far the cheapest and most effective way to stay up to date through some world class speakers and talks. This is most certainly true for US enterprise Java developers in particular. Following the US cultural tradition of old-fashioned roadshows, NFJS is basically a set program of speakers and topics offered at major US cities year round. Many now famous world class technology speakers can trace their humble roots to NFJS. Via NFJS you basically get to have amazing training without paying for an expensive venue, lodging or travel. The events are usually on the weekends so you don't need to even skip work if you want (a great feature for consultants on tight budgets and deadlines). I am proud to share with you that I recently joined the NFJS troupe. My hope is that this will help solve the lingering problem of effectively spreading the Java EE message here in the US. For NFJS I hope my joining will help beef up perhaps much desired Java content. In any case, simply being accepted into this legendary program is an honor I could have perhaps only dreamed of a few years ago. I am very grateful to Jay Zimmerman for seeing the value in me and the Java EE content. The current speaker line-up consists of the likes of Neal Ford, Venkat Subramaniam, Nathaniel Schutta, Tim Berglund and many other great speakers. I actually had my tour debut on April 4-5 with the NFJS New York Software Symposium - basically a short train commute away from my home office. The show is traditionally one of the smaller ones and it was not that bad for a start. I look forward to doing a few more in the coming months (more on that a bit later). I had four talks back to back (really my most favorite four at the moment). The first one was a talk on JMS 2 - some of you might already know JMS is one of my most favored Java EE APIs. The slides for the talk are posted below: What’s New in Java Message Service 2 from Reza Rahman The next talk I delivered was my Cargo Tracker/Java EE + DDD talk. This talk basically overviews DDD and describes how DDD maps to Java EE using code examples/demos from the Cargo Tracker Java EE Blue Prints project. Applied Domain-Driven Design Blue Prints for Java EE from Reza Rahman The third talk I delivered was our flagship Java EE 7/8 talk. As you may know, currently the talk is basically about Java EE 7. I'll probably slowly evolve this talk to gradually transform it into a Java EE 8 talk as we move forward (I'll blog about that separately shortly). The following is the slide deck for the talk: JavaEE.Next(): Java EE 7, 8, and Beyond from Reza Rahman My last talk for the show was my JavaScript+Java EE 7 talk. This talk is basically about aligning EE 7 with the emerging JavaScript ecosystem (specifically AngularJS). The slide deck for the talk is here: JavaScript/HTML5 Rich Clients Using Java EE 7 from Reza Rahman Unsurprisingly this talk was well-attended. The demo application code is posted on GitHub. The code should be a helpful resource if this development model is something that interests you. Do let me know if you need help with it but the instructions should be fairly self-explanatory. My next NFJS show is the Central Ohio Software Symposium in Columbus on June 6-8 (sorry for the late notice - it's been a really crazy few weeks). Here's my tour schedule so far, I'll keep you up-to-date as the tour goes forward: June 6 - 8, Columbus Ohio. June 24 - 27, Denver Colorado (UberConf) - my most extensive agenda on the tour so far. July 18 - 20, Austin Texas. I hope you'll take this opportunity to get some updates on Java EE as well as the other awesome content on the tour?

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  • Hey Retailers, Are You Ready For The Holiday Season?

    - by Jeri Kelley
    With online holiday spending reaching $35.3 billion in 2011 and American shoppers spending just under $750 on average on their holiday purchases this year, how ready is your business for the 2012 holiday season?   ?? Today’s shoppers do not take their purchases lightly.  They are more connected, interact with more resources to make decisions, diligently compare products and services, seek out the best deals, and ask for input from friends and family.   This holiday season, as consumers browse for apparel, tablets, toys, and much more, they will be bombarded with retailer communication - from emails and commercials to countless search engine results and social recommendations.  With a flurry of activity coming at consumers from every channel and competitor, your success this year will rely on communicating a consistent, personalized message no matter where your customers are shopping.  Here are a few ideas to help with your commerce strategy this holiday season: CONSISTENCY COUNTS FOR MULTICHANNEL SHOPPERS??According to a November 2011 study commissioned by Oracle, “Channel Commerce 2011: The Consumer View,” 54% of consumers in the U.S. and Canada regularly employ two or more channels before they make a purchase.  While each channel has its own unique benefit, user profile, and purpose, it’s critical that your shoppers have a consistent core experience wherever they’re looking for information or making a purchase.  Be sure consumers can consistently search and browse the same product information and receive the same promotions online, on their mobile devices, and in-store.? USE YOUR CUSTOMER’S CONTEXT TO SURFACE RELEVANT CONTENTYour Web site is likely the hub of your holiday activity.  According to a Monetate infographic, 39% of shoppers will visit your Web site directly to find out about the best holiday deals.   Use everything you know about your customers from past purchase data to browsing history to provide a relevant experience at every click, and assemble content in a context that entices shoppers to buy online, or influences an offline purchase.? TAKE ADVANTAGE OF MOBILE BEHAVIOR?Having a mobile program is no longer a choice.   Armed with smartphones and tablets, consumers now have access to more and more product information and can compare products and prices from anywhere.  In fact, approximately 52% of smartphone users will use their device to research products, redeem coupons and use apps to assist in their holiday gift purchase.  At a minimum, be sure your mobile environment has store information, consistent pricing and promotions, and simple checkout capabilities. ARM IN-STORE ASSOCIATES WITH TABLETS?According to RISNews.com, 31% of retailers plan to begin testing tablets in stores in 2012, 22% have already begun such testing and 6% had fully deployed tablets within stores.   Take advantage of this compelling sales tool to get shoppers interacting with videos, user reviews, how-to guides, side-by-side product comparisons, and specs.  Automatically trigger upsell and cross sell suggestions for store associates to recommend for each product or category, build in alerts for promotions, and allow associates to place orders and check inventory from their tablet.  ? WISDOM OF THE CROWDS IS GOOD, BUT WISDOM FROM FRIENDS IS BETTER?Shoppers who grapple with options are looking for recommendations; they’d rather get advice from friends, and they’re more likely to spend more while doing so.    In fact, according to an infographic by Mr. Youth, 66% of social media users made a purchase on Black Friday or Cyber Monday as a direct result of social media interactions with brands or family.   This holiday season, be sure you are leveraging your social channels from Facebook to Pinterest to drive consistent promotions and help your brand to become part of the conversation. So, are you ready for the holidays this year?  

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  • Does your analytic solution tell you what questions to ask?

    - by Manan Goel
    Analytic solutions exist to answer business questions. Conventional wisdom holds that if you can answer business questions quickly and accurately, you can take better business decisions and therefore achieve better business results and outperform the competition. Most business questions are well understood (read structured) so they are relatively easy to ask and answer. Questions like what were the revenues, cost of goods sold, margins, which regions and products outperformed/underperformed are relatively well understood and as a result most analytics solutions are well equipped to answer such questions. Things get really interesting when you are looking for answers but you don’t know what questions to ask in the first place? That’s like an explorer looking to make new discoveries by exploration. An example of this scenario is the Center of Disease Control (CDC) in United States trying to find the vaccine for the latest strand of the swine flu virus. The researchers at CDC may try hundreds of options before finally discovering the vaccine. The exploration process is inherently messy and complex. The process is fraught with false starts, one question or a hunch leading to another and the final result may look entirely different from what was envisioned in the beginning. Speed and flexibility is the key; speed so the hundreds of possible options can be explored quickly and flexibility because almost everything about the problem, solutions and the process is unknown.  Come to think of it, most organizations operate in an increasingly unknown or uncertain environment. Business Leaders have to take decisions based on a largely unknown view of the future. And since the value proposition of analytic solutions is to help the business leaders take better business decisions, for best results, consider adding information exploration and discovery capabilities to your analytic solution. Such exploratory analysis capabilities will help the business leaders perform even better by empowering them to refine their hunches, ask better questions and take better decisions. That’s your analytic system not only answering the questions but also suggesting what questions to ask in the first place. Today, most leading analytic software vendors offer exploratory analysis products as part of their analytic solutions offerings. So, what characteristics should be top of mind while evaluating the various solutions? The answer is quite simply the same characteristics that are essential for exploration and analysis – speed & flexibility. Speed is required because the system inherently has to be agile to handle hundreds of different scenarios with large volumes of data across large user populations. Exploration happens at the speed of thought so make sure that you system is capable of operating at speed of thought. Flexibility is required because the exploration process from start to finish is full of unknowns; unknown questions, answers and hunches. So, make sure that the system is capable of managing and exploring all relevant data – structured or unstructured like databases, enterprise applications, tweets, social media updates, documents, texts, emails etc. and provides flexible Google like user interface to quickly explore all relevant data. Getting Started You can help business leaders become “Decision Masters” by augmenting your analytic solution with information discovery capabilities. For best results make sure that the solution you choose is enterprise class and allows advanced, yet intuitive, exploration and analysis of complex and varied data including structured, semi-structured and unstructured data.  You can learn more about Oracle’s exploratory analysis solutions by clicking here.

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  • Programmatically disclosing a node in af:tree and af:treeTable

    - by Frank Nimphius
    A common developer requirement when working with af:tree or af:treeTable components is to programmatically disclose (expand) a specific node in the tree. If the node to disclose is not a top level node, like a location in a LocationsView -> DepartmentsView -> EmployeesView hierarchy, you need to also disclose the node's parent node hierarchy for application users to see the fully expanded tree node structure. Working on ADF Code Corner sample #101, I wrote the following code lines that show a generic option for disclosing a tree node starting from a handle to the node to disclose. The use case in ADF Coder Corner sample #101 is a drag and drop operation from a table component to a tree to relocate employees to a new department. The tree node that receives the drop is a department node contained in a location. In theory the location could be part of a country and so on to indicate the depth the tree may have. Based on this structure, the code below provides a generic solution to parse the current node parent nodes and its child nodes. The drop event provided a rowKey for the tree node that received the drop. Like in af:table, the tree row key is not of type oracle.jbo.domain.Key but an implementation of java.util.List that contains the row keys. The JUCtrlHierBinding class in the ADF Binding layer that represents the ADF tree binding at runtime provides a method named findNodeByKeyPath that allows you to get a handle to the JUCtrlHierNodeBinding instance that represents a tree node in the binding layer. CollectionModel model = (CollectionModel) your_af_tree_reference.getValue(); JUCtrlHierBinding treeBinding = (JUCtrlHierBinding ) model.getWrappedData(); JUCtrlHierNodeBinding treeDropNode = treeBinding.findNodeByKeyPath(dropRowKey); To disclose the tree node, you need to create a RowKeySet, which you do using the RowKeySetImpl class. Because the RowKeySet replaces any existing row key set in the tree, all other nodes are automatically closed. RowKeySetImpl rksImpl = new RowKeySetImpl(); //the first key to add is the node that received the drop //operation (departments).            rksImpl.add(dropRowKey);    Similar, from the tree binding, the root node can be obtained. The root node is the end of all parent node iteration and therefore important. JUCtrlHierNodeBinding rootNode = treeBinding.getRootNodeBinding(); The following code obtains a reference to the hierarchy of parent nodes until the root node is found. JUCtrlHierNodeBinding dropNodeParent = treeDropNode.getParent(); //walk up the tree to expand all parent nodes while(dropNodeParent != null && dropNodeParent != rootNode){    //add the node's keyPath (remember its a List) to the row key set    rksImpl.add(dropNodeParent.getKeyPath());      dropNodeParent = dropNodeParent.getParent(); } Next, you disclose the drop node immediate child nodes as otherwise all you see is the department node. Its not quite exactly "dinner for one", but the procedure is very similar to the one handling the parent node keys ArrayList<JUCtrlHierNodeBinding> childList = (ArrayList<JUCtrlHierNodeBinding>) treeDropNode.getChildren();                     for(JUCtrlHierNodeBinding nb : childList){   rksImpl.add(nb.getKeyPath()); } Next, the row key set is defined as the disclosed row keys on the tree so when you refresh (PPR) the tree, the new disclosed state shows tree.setDisclosedRowKeys(rksImpl); AdfFacesContext.getCurrentInstance().addPartialTarget(tree.getParent()); The refresh in my use case is on the tree parent component (a layout container), which usually shows the best effect for refreshing the tree component. 

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  • The Healthy Tension That Mobility Creates

    - by Kathryn Perry
    A guest post by Hernan Capdevila, Vice President, Oracle Fusion Apps In my previous post, I talked about the value of the mobile revolution on businesses and workers. Now let me put on a different hat and view the world from the IT department and the IT leader’s viewpoint. The IT leader has different concerns – around privacy, potential liability of information leakage, and intellectual property protection. These concerns and the leader’s goals create a healthy tension with the users. For example, effective device management becomes a must have for the IT leader, especially if you look at the Android ecosystem as an example. There are benefits to the Android strategy, but there are also drawbacks, such as uniformity – in device management, in operating systems, and in the application taxonomy and capabilities. Whereas, if you compare Android to iOS, Apple's operating system, iOS is more unified, more streamlined, and easier to manage. In either case, this is where mobile device management in the cloud makes good sense. I don't think IT departments should be hosting device management and managing that complexity. It should be a cloud service and I predict it's going to be key for our customers. A New Focus for IT Departments So where does that leave the IT departments? I think their futures are in governance, which is a more strategic play than a tactical one. Device management is tactical and it's the “now” topic. But the mobile phenomenon, if you will, is going to drive significant change in terms of how IT plans, hosts, and deploys enterprise applications. For example, opening up enterprise applications for mobile users presents some challenges unless you deploy more complicated network topologies, such as virtual private networks and threat protection technology. If you really want employees to be mobile you need to remove those kinds of barriers. But I don’t think IT departments want to wrestle with exposing their private enterprise data centers and being responsible for hosted business applications – applications in a sense that they’re making vulnerable to the public world. This opens up a significant need and a significant driver for cloud applications. However, it's not just about taking away the complexity – it's also about taking away the responsibility. Why should every business have to carry the responsibility and figure out all the nuts and bolts of how to protect themselves in this public, mobile world? When you use apps in the cloud, either your vendor or your hosting partner should have figured all that out. They need to assure the business that they are adhering to all sorts of security and compliance regulations so users can be connected and have access to information anywhere anytime. More Ideas and Better Service What’s more interesting is the world of possibilities that the connected, cloud-based world enables. I believe that the one-size-fits-all, uber-best practices, lowest-common denominator-like capabilities will go away. IT will now be able to solve very specific business challenges for the different corporate functions it serves. In this new world, IT will play a key role in enabling different organizations within a company to be best in class and delivering greater value to the line of business managers. IT will actually help to differentiate. Net result is a more agile workforce and business because each department is getting work done its own way.

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  • Solving File Upload Cancel Issue

    - by Frank Nimphius
    In Oracle JDeveloper 11g R1 (I did not test 11g R2) the file upload component is submitted even if users click a cancel button with immediate="true" set. Usually, immediate="true" on a command button by-passes all modle updates, which would make you think that the file upload isn't processed either. However, using a form like shown below, pressing the cancel button has no effect in that the file upload is not suppressed. <af:form id="f1" usesUpload="true">        <af:inputFile label="Choose file" id="fileup" clientComponent="true"                 value="#{FileUploadBean.file}"  valueChangeListener="#{FileUploadBean.onFileUpload}">   </af:inputFile>   <af:commandButton text="Submit" id="cb1" partialSubmit="true"                     action="#{FileUploadBean.onInputFormSubmit}"/>   <af:commandButton text="cancel" id="cb2" immediate="true"/> </af:form> The solution to this problem is a change of the event root, which you can achieve either by setting i) partialSubmit="true" on the command button, or by surrounding the form parts that should not be submitted when the cancel button is pressed with an ii) af:subform tag. i) partialSubmit solution <af:form id="f1" usesUpload="true">      <af:inputFile .../>   <af:commandButton text="Submit" .../>   <af:commandButton text="cancel" immediate="true" partialSubmit="true" .../> </af:form> ii) subform solution <af:form id="f1" usesUpload="true">   <af:subform id="sf1">     <af:inputFile ... />     <af:commandButton text="Submit" ..."/>   </af:subform>   <af:commandButton text="cancel" immediate="true" .../> </af:form> Note that the af:subform surrounds the input form parts that you want to submit when the submit button is pressed. By default, the af:subform only submits its contained content if the submit issued from within.

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  • What is the difference between Workcenters, Dashboards, and the Interaction Hub?

    - by Matthew Haavisto
    Oracle Open World has just concluded.  Over the course of the conference, we presented several sessions covering different aspects of the PeopleSoft user experience, including Workcenters, Dashboards, and the PeopleSoft Interaction Hub (formerly known as the PeopleSoft Applications Portal).  Although we've produced collateral on these features and covered them in sessions, it became apparent at the conference that customers still have many questions about the these products, including how they are licensed, how they are installed, what their various purposes are, and how they can be used together synergistically. Let's Start with Licensing and Installation As you may know, we've extended the restricted use license (RUL) for the Interaction Hub.  This grants customers with PeopleTools 8.52 licenses the right to install the Interaction Hub for free for use as specified in the Tools license notes.  Note that this means customers receive a restricted use license for the Interaction Hub that doesn't cost them an additional license fee, but it is a separate product, not part of PeopleTools or PeopleSoft applications, and is a separate installation.  This means customers must provide the infrastructure to install and run the Hub, just like any other application.  The benefits of using the Hub to unify your PeopleSoft user experience can be great.  PeopleSoft applications have not yet delivered instances of the Hub with their products, though they may in the future. Workcenters and Dashboards, on the other hand, are frameworks provided by PeopleTools.  No other license is required, and no additional installation of a separate product is needed (apart from PeopleTools and PeopleSoft applications).  PeopleSoft applications are delivering instances of the workcenters and dashboards with their products.  Some are available now, and more are coming in future releases.  These delivered workcenter and dashboard instances require no additional licenses, and no additional installations beyond Tools and the applications that provide them.  In addition, the workcenter and dashboard frameworks provided by PeopleTools can be used by customers to build their own workcenters and dashboards, and it's quite easy and simple to do so. What are Their Differences?  What Purposes do they Serve? Workcenters, Dashboards and the Interaction Hub appear somewhat similar.  They all contain pagelets, and have some visual characteristics in common.  However, their strengths and purposes are very different, and they were designed to provide different benefits to your PeopleSoft ecosystem. Workcenters and Dashboards have the following characteristics: Designed for specific roles Focus on the daily tasks of those roles Help to streamline the work performed most often Personal view of my work world Makes navigation and search easier and quicker, particularly for transactions and decision support Reports and data needed for day-to-day work Personalizable, but minimal Delivered by PS Apps, but can be altered by customer for their requirements Customers can create their own Workcenters can be used for guided processes  The Interaction Hub is designed to aggregate content from multiple applications, and is is used to unify the user experience of those applications.  It offers a rich, web site-based user experience, and is often used to provide access to infrequently performed activities like benefits enrollment, payroll inquiries, life event changes, onboarding, and so on. Full-featured and robust Centrally administered Pushed to large audience Broad info like Company News Infrequent activities like benefits, not day-to-day tasks Self-service, access to employer info Central launch point for other activities and can navigate to workcenters and dashboards Deployed by customers or consultants, instances not delivered by PeopleSoft (at this time) Content management Unified PS application navigation Although these products are quite different and serve different purposes in your PeopleSoft environment, they can be used together to provide a richer, more efficient and engaging user experience for your all your user communities.

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  • What You Can Learn from the NFL Referee Lockout

    - by Christina McKeon
    American football is a lot like religion. The fans are devoted followers that take brand loyalty to a whole new level. These fans that worship their teams each week showed that they are powerful customers whose voice has an impact. Yesterday, these fans proved that their opinion could force the hand of a large and powerful institution. With a three-month NFL referee lockout that seemed like it was nowhere close to resolution, the Green Bay Packers and the Seattle Seahawks competed last Monday night. For those of you that might have been out of the news cycle the past few days, Green Bay lost the game due to a controversial call that many experts and analysts agree should have resulted in Green Bay winning the game. Outrage ensued. The NFL had pulled replacement referees from the high school ranks, and these replacements did not have the knowledge and experience to handle high intensity NFL games. Fans protested about their customer experience. Their anger-filled rants were heard in social media, in the headlines of newspapers, on radio, and on national TV. Suddenly, the NFL was moved to reach an agreement with the referees. That agreement was reached late in the night on Wednesday with many believing that the referees had the upper hand forcing the owners into submission. Some might argue that the referees benefited, not the fans. Since the fans wanted qualified and competent referees, I would say the fans did benefit. The referees are scheduled to return to the field this Sunday, so the fans got what they wanted. What can you learn from this negative customer experience? Customers are in control. NFL owners thought they were controlling this situation with the upper hand over referees. The owners figured out they weren’t in control when their fans reacted negatively. Customers can make or break you more now than ever before, which is why it is more important to connect with them, engage them in a personal manner, and create rewarding relationships. Protect your brand. Whether knowingly or unknowingly, the NFL put their brand and each team’s brand at risk with replacement referees. Think about each business decision you make, and how it may impact your brand at different points in time. A decision that results in a gain today could result in a larger loss down the road. Customer experience matters. The NFL likely foresaw declining revenues in ticket sales, merchandising, advertising, and other areas if the lockout continued. While fans primarily spoke with their minds in the days following the Green Bay debacle, their wallets would be the next things to speak. Customer experience directly affects your success and is one of the few areas where you can differentiate your business. What would you do if your brand got such negative attention? Would you be prepared to navigate such stormy waters? Would you be able to prevent such a fiasco? If you don’t have a good answer to these questions, consider joining us October 3-5, 2012 at the Oracle Customer Experience Summit in San Francisco. You’ll have the opportunity to learn even more about customer experience from industry experts such as best-selling author Seth Godin, Paul Hagen and Kerry Bodine from Forrester Research, Inc., George Kembel from the Stanford d.School, Bruce Temkin of The Temkin Group, and Gene Alvarez from Gartner Inc.. There will also be plenty of your peers and customer experience experts available for networking and discussions.

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  • Social Search: Looking for Love

    - by Mike Stiles
    For marketers and enterprise executives who have placed a higher priority on and allocated bigger budgets to search over social, it might be time to notice yet another shift that’s well underway. Social is search. Search marketing was always more of an internal slam-dunk than other digital initiatives. Even a C-suite that understood little about the new technology world knew it’s a good thing when people are able to find you. Google was the new Yellow Pages. Only with Google, you could get your listing first without naming yourself “AAAA Plumbing.” There were wizards out there who could give your business prominence in front of people who were specifically looking for what you offered. Other search giants like Bing also came along to offer such ideal matchmaking possibilities. But what if the consumer isn’t using a search engine to find what they’re looking for? And what if the search engines started altering their algorithms so that search placement manipulation was more difficult? Both of those things have started to happen. Experian Hitwise’s numbers show that visits to the major search engines in the UK dropped 100 million through August. Search engines are far from dead, or even challenged. But more and more, the public is discovering the sites and brands they need through advice they get via social, not search. You’ll find the worlds of social and search increasingly co-mingling as well. Search behemoths Google and Bing are including Facebook and Google+ into their engines. Meanwhile, Facebook and Twitter have done some integration of global web search into their platforms. So what makes social such a worthwhile search entity for brands? First and foremost, the consumer has demonstrated a behavior of acting on recommendations from social connections. A cry in the wilderness like, “Anybody know any good catering companies?” will usually yield a link (and an endorsement) from a friend such as “Yeah, check out Just-Cheese-Balls Catering.” There’s no such human-driven force/influence behind the big search engines. Facebook’s Mark Zuckerberg and others call it “Friend Mining.” It is, in essence, searching for answers from friends’ experiences as opposed to faceless code. And Facebook has all of those friends’ experiences already stored as data. eMarketer says search in an $18 billion business, and investors are really into it. So no shock Facebook’s ready to leverage their social graph into relevant search. What do you do about all this as a brand? For one thing, it’s going to lead to some interesting paid marketing opportunities around the corner, including Sponsored Stories bought against certain queries, inserting deals into search results, capitalizing on social search results on mobile, etc. Apart from that, it might be time to stop mentally separating social and search in your strategic planning and budgeting. Courting your fans on social will cumulatively add up to more valuable, personally endorsed recommendations for your company when a consumer conducts a search on social. Fail to foster those relationships, fail to engage, fail to provide knock-em-dead customer service, fail to wow them with your actual products and services…and you’ll wind up with the visibility you deserve in social search results.

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

    - by Sanjeev Sharma
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Calibri","sans-serif"; mso-bidi-font-family:"Times New Roman";} In my earlier blog post, I had described the factors that lead to compliance complexity of financial services processes. In this post, I will outline the business implications of the increasing process compliance complexity and the specific role of BPM in addressing the operational risk reduction objectives of regulatory compliance. First, let’s look at the business implications of increasing complexity of process compliance for financial institutions: · Increased time and cost of compliance due to duplication of effort in conforming to regulatory requirements due to process changes driven by evolving regulatory mandates, shifting business priorities or internal/external audit requirements · Delays in audit reporting due to quality issues in reconciling non-standard process KPIs and integrity concerns arising from the need to rely on multiple data sources for a given process Next, let’s consider some approaches to managing the operational risk of business processes. Financial institutions considering reducing operational risk of their processes, generally speaking, have two choices: · Rip-and-replace existing applications with new off-the shelf applications. · Extend capabilities of existing applications by modeling their data and process interactions, with other applications or user-channels, outside of the application boundary using BPM. The benefit of the first approach is that compliance with new regulatory requirements would be embedded within the boundaries of these applications. However pre-built compliance of any packaged application or custom-built application should not be mistaken as a one-shot fix for future compliance needs. The reason is that business needs and regulatory requirements inevitably out grow end-to-end capabilities of even the most comprehensive packaged or custom-built business application. Thus, processes that originally resided within the application will eventually spill outside the application boundary. It is precisely at such hand-offs between applications or between overlaying processes where vulnerabilities arise to unknown and accidental faults that potentially result in errors and lead to partial or total failure. The gist of the above argument is that processes which reside outside application boundaries, in other words, span multiple applications constitute a latent operational risk that spans the end-to-end value chain. For instance, distortion of data flowing from an account-opening application to a credit-rating system if left un-checked renders compliance with “KYC” policies void even when the “KYC” checklist was enforced at the time of data capture by the account-opening application. Oracle Business Process Management is enabling financial institutions to lower operational risk of such process ”gaps” for Financial Services processes including “Customer On-boarding”, “Quote-to-Contract”, “Deposit/Loan Origination”, “Trade Exceptions”, “Interest Claim Tracking” etc.. If you are faced with a similar challenge and need any guidance on the same feel free to drop me a note.

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  • Call For Papers Tips and Tricks

    - by speakjava
    This year's JavaOne session review has just been completed and by now everyone who submitted papers should know whether they were successful or not.  I had the pleasure again this year of leading the review of the 'JavaFX and Rich User Experiences' track.  I thought it would be useful to write up a few comments to help people in future when submitting session proposals, not just for JavaOne, but for any of the many developer conferences that run around the world throughout the year.  This also draws on conversations I recently had with various Java User Group leaders at the Oracle User Group summit in Riga.  Many of these leaders run some of the biggest and most successful Java conferences in Europe. Try to think of a title which will sound interesting.  For example, "Experiences of performance tuning embedded Java for an ARM architecture based single board computer" probably isn't going to get as much attention as "Do you like coffee with your dessert? Java on the Raspberry Pi".  When thinking of the subject and title for your talk try to steer clear of sessions that might be too generic (and so get lost in a group of similar sessions).  Introductory talks are great when the audience is new to a subject, but beware of providing sessions that are too basic when the technology has been around for a while and there are lots of tutorials already available on the web. JavaOne, like many other conferences has a number of fields that need to be filled in when submitting a paper.  Many of these are selected from pull-down lists (like which track the session is applicable to).  Check these lists carefully.  A number of sessions we had needed to be shuffled between tracks when it was thought that the one selected was not appropriate.  We didn't count this against any sessions, but it's always a good idea to try and get the right one from the start, just in case. JavaOne, again like many other conferences, has two fields that describe the session being submitted: abstract and summary.  These are the most critical to a successful submission.  The two fields have different names and that is significant; a frequent mistake people make is to write an abstract for a session and then duplicate it for the summary.  The abstract (at least in the case of JavaOne) is what gets printed in the show guide and is typically what will be used by attendees when deciding what sessions to attend.  This is where you need to sell your session, not just to the reviewers, but also the people who you want in your audience.  Submitting a one line abstract (unless it's a really good one line) is not usually enough to decide whether this is worth investing an hour of conference time.  The abstract typically has a limit of a few hundred characters.  Try to use as many of them as possible to get as much information about your session across.  The summary should be different from the abstract (and don't leave it blank as some people do).  This field is where you can give the reviewers more detail about things like the structure of the talk, possible demonstrations and so on.  As a reviewer I look to this section to help me decide whether the hard-sell of the title and abstract will actually be reflected in the final content.  Try to make this comprehensive, but don't make it excessively long.  When you have to review possibly hundreds of sessions a certain level of conciseness can make life easier for reviewers and help the cause of your session. If you've not made many submissions for talks in the past, or if this is your first, try to give reviewers places to find background on you as a presenter.  Having an active blog and Twitter handle can also help reviewers if they're not sure what your level of expertise is.  Many call-for-papers have places for you to include this type of information.  It's always good to have new and original presenters and presentations for conferences.  Hopefully these tips will help you be successful when you answer the next call-for-papers.

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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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  • Call for Papers for both Devoxx UK and France now open!

    - by Yolande
    Normal 0 false false false EN-US JA X-NONE /* 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-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:12.0pt; font-family:Cambria; mso-ascii-font-family:Cambria; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Cambria; mso-hansi-theme-font:minor-latin;} The two conferences are taking place the last week of March 2013 with London on March 26th and 27 and Paris on March 28th and 29th. Oracle fully supports "Devoxx UK" and "Devoxx France" as a European Platinum Partner. Submit proposals and participate in both conferences since they are a two-hour train ride away from one another. The Devoxx conferences are designed “for developers by developers.” The conference committees are looking for speakers who are passionate developers unafraid to share their knowledge of Java, mobile, web and beyond. The sessions are about frameworks, tools and development with in-depth conference sessions, short practical quickies, and bird-of-a-feather discussions. Those different formats allow speakers to choose the best way to present their topics and can be mentioned during the submission process Devoxx has proven its success under Stephan Janssen, organizer of Devoxx in Belgium for the past 11 years. Devoxx has been the biggest Java conference in Europe for many years. To organize those local conferences, Stephan has enrolled the top community leaders in the UK and France. Ben Evans and Martijn Verberg are the leaders of London Java User Group (JUG) and are also known internationally for starting the Adopt-a-JSR program. Antonio Goncalves is the leader of the Paris JUG. He organized last year’s Devoxx France, which was a big success with twice the size first expected. The organizers made sure to add the local character to the conferences. "The community energy has to feel right," said Ben Evans and for that he picked an "old Victoria hall" for the venue. Those leaders are part of very dynamic Java communities in France and in the UK. France has 22 JUGs; the Paris JUG alone has 2,000 members. The UK has over 50,000 developers working in London and its surroundings; a lot of them are Java developers working in the financial industry. The conference fee is kept as low as possible to encourage those developers to attend. Devoxx promises to be crowded and sold out in advance. Make sure to submit your talks to both Devoxx UK and France before January 31st, 2013. 

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  • The Social Enterprise: Gangnam Style

    - by Mike Stiles
    Are only small and medium businesses able to put social strategies in place, generate consistent, compelling content for customers, and be nimble enough to listen and respond to the social communities they build? Or are enterprise organizations eagerly and effectively adopting social as well? It depends on whom inside the organization you ask. A study from Attensity looked at who “gets” social inside enterprise organizations. The results were unsurprising. Mostly, Generation X and Y employees who came of age with social as part of their lives and as a key communications vehicle understand it. Imagine being a 25-year-old at a company that bans employees from accessing Facebook at work. You may as well tell them they can’t use phones and must do all calculations on an abacus. To them, such policy is absent of real-world logic and signals to them the organization is destined to be the victim of an up-and-comer. After that, it’s senior management that gets social. You don’t get to be in senior management without reading a few things and paying attention. Most senior managers are well aware of the impact social has had and will have, though they may be unsure of what to do about it. The better ones will utilize those on the inside who do inherently know how to communicate and build virtual relationships using social. The very best will get the past out of the way for these social innovators, so the new communications can be enacted minus counterproductive dictums, double-clutching, meeting-creep, and all the other fading internal practices that water down content and impede change. Organizationally, the Attensity study found 81% of enterprise companies believe failing to embrace social will result in their being left behind. Yet our old friend fear still has many captive in its clutches. 79% feel overwhelmed by the volume of social data available, something a social technology partner with goal-oriented analytics expertise could go a long way toward alleviating. Then there’s the fear of social having a negative impact. This comes from a lack of belief in the product, the customer service, or both. The public uses social not to go out and slay brands. They’re using it to be honest. If the fear is that honesty will reflect badly on the brand, the brand has much bigger, broader problems than what happens on Facebook. Sadly, most enterprise organizations still see social as a megaphone, a one-way channel with which to hit people with ads. They either don’t understand social relationships, or don’t want any. The truly unenlightened manager will always say, “We help them by selling them our stuff.” “Brand affinity” is a term, it’s just not one assigned much value in enterprise organizations. Which brings us to Psy, the Korean performer whose Internet video phenom “Gangnam Style,” as of this writing, has been viewed 438,550,238 times on YouTube. It’s bigger than anything a brand will probably ever publish. Most brands would never have seen the point of making or publishing it. But a funny thing happened on the way to Internet success. The video literally doubled the stock price of Psy’s father’s software firm. NH Investment and Securities said, "The positive sentiment has attracted investors just because of the fact the company is owned by Psy's father and uncle.” The company wasn’t mentioned or seen in the video in any way, yet reaped tangible rewards just for being tangentially associated with it. Imagine your brand being visibly and directly responsible for such a smash and tell me it’s worthless. When enterprise organizations embrace the value of igniting passions, making people happier, solving their problems, informing them, helping them have fun, etc., then they will have fully embraced social, and will reap the brand affinity rewards of heightened awareness, brand loyalty and yes, sales.

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  • Get Fanatical About Your Followers

    - by Mike Stiles
    In the fourth of our series of discussions with Aberdeen’s Trip Kucera, we touch on what fans of your brand have come to expect in exchange for their fandom. Spotlight: Around the Oracle Social office, we live for football. So when we think of a true “fan” of a brand, something on the level of a football fan is what comes to mind. But are brands trying to invest fans on that same level? Trip: Yeah, if you’re a football fan, this is definitely your time of year. And if you’ve been to any NFL games recently, especially if you hadn’t been for a few years previously, you may have noticed that from the cup holders to in-stadium Wi-Fi, there’s an increasing emphasis being placed on “fan-focused” accommodations. That’s what they’re known as in the stadium business. Spotlight: How are brands doing in that fan-focused arena? Trip: Remember fan is short for “fanatical.” Brands can definitely learn from the way teams have become fanatical about their fans, or in the social media world, their followers. Many companies consider a segment of their addressable social audience as true fans; I’ve even heard the term “super-fans” used. So just as fans know and can tell you nearly everything about their favorite team, our research shows that there’s a lot value from getting to know your social audience—your followers—at a deeper level. Spotlight: So did your research show there’s a lot to be gained by making fandom a two-way street? Trip: Aberdeen’s new social relationship management research suggests that companies should develop capabilities to better analyze their social audience at a more granular level. Countless “ripped from the headlines” examples, from “United Breaks Guitars” to the most recent British Airways social fiasco we talked about a few weeks ago show how social can magnify the impact of a single customer voice. Spotlight: So how do the companies who are executing social most successfully do that? Trip: Leaders, which are the top-performing companies in Aberdeen’s study, are showing the value of identifying and categorizing your social audience. You should certainly treat every customer as if they have 10,000 followers, because they just might, but you can also proactively engage with high-value customer and high-value influencers. Getting back to the football analogy, it’s like how teams strive to give every guest a great experience, but they really roll out the red carpet for those season ticket and luxury box holders. Spotlight: I’m not allowed in luxury boxes, so you’ll have to tell me what that’s like. But what is the brand equivalent of rolling out the red carpet? Trip: Leaders are nearly three times more likely than Followers to have a process in place that identifies key social influencers for engagement, and more than twice as likely to identify customer advocates for social outreach. This is the kind of knowledge that gives companies the ability to better target social messaging and promotions like we talked about in our last discussion, as well as a basis for understanding how to measure the impact of their social media programs. I’ll give you an example. I hosted an event at one of my favorite restaurants recently. I had mentioned them in a Tweet several weeks before the event, and on the day of the event, they Tweeted out that they were looking forward to seeing me that evening for the event. It’s a small thing, but it had a big impact and I’d certainly go back as a result. Spotlight: So what specifically can brands use and look at to determine where their potential super-fans are? Trip: Social graph analysis, which looks at both the demographic/psychographic trends as well as the behavioral connections, can surface important brand value. Aberdeen’s PR and Brand Management research indicated that top-performing companies are more than three times more likely than Followers to both determine demographic trends through social listening (44% vs. 13%), and to identify meaningful customer segments through social (44% vs. 12%). This kind of brand-level insight can complement and enrich traditional market research. But perhaps even more importantly, it can serve as an early warning system for customer experience failures. @mikestilesPhoto: freedigitalphotos.net

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  • Free Advanced ADF eCourse, part II

    - by Frank Nimphius
    Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} A second part of the advanced Oracle ADF online training is available for free. Lynn Munsinger and her team worked hard to deliver this second part of the training as close to the release of the first installment as possible. This two part advanced ADF training provides you with a wealth of advanced ADF know-how and insight for you to adopt in a self-paced manner. Part 1 (though I am sure you have this bookmarked): http://tinyurl.com/advadf-part1 Part 2 (the new material): http://tinyurl.com/advadf-part2 Quoting Lynn: "This second installment provides you with all you need to know about regions, including best practices for implementing contextual events and other region communication patterns. It also covers the nitty-gritty details of building great looking user interfaces, such as how to work with (not against!) the ADF Faces layout components, how to build page templates and declarative components, and how to skin the application to your organization’s needs. It wraps up with an in-depth look at layout components, and a second helping of additional region considerations if you just can’t get enough. Like the first installment, the content for this course comes from Product Management. This 2nd eCourse compilation is a bit of a “Swan Song” for Patrice Daux, a long-time JDeveloper and ADF curriculum developer, who is retiring the end of this month. Thanks for your efforts, Patrice, and bon voyage!" Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Indeed: Great job Patrice! (and all others involved)

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