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• Tracking state of a one time event on a big website

  - by Mattis

  Assume a website with 250 million active users. I add a new feature to the website. Once a user visits I want to use a short tutorial to teach them how to use said feature. I only want them to complete the tutorial once (or actively click it away). What is the smart way to code the verification check for this? How do I track the progress in the database? Having a separate table with like NewTutorial_completed = 1 for user_id = 21312315 would just snowball. It also feels intuitively bad to check for every one-time event for every user on every page view. While writing the question I got one idea, to have a separate event log that is checked periodically for any new action the user need to see or perform. I push events to this log and once they are completed they are removed from the log. No need to store NewTutorial_completed = 1-type variables this way. I am sure this is a common problem. I would appreciate any input on what best practice is.

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• Process Centric Banking: Loan Origination Solution

  - by Manish Palaparthy

  There is an old proverb that goes, "The difference between theory and practice is greater in practice than in theory". So, we keep doing numerous "Proof of Concepts" with our own products on various business cases to analyze them deeply, understand and explain to our customers. We then present our learnings as they happened. The awareness of each PoC should help readers increase the trustworthiness of the results coming out of these PoCs. I present one such PoC where we invested a lot of time&effort.  Process Centric Banking : Loan Origination Solution Loan Origination is a process by which a borrower applies for a new loan and the lender processes that application. Loan origination includes the series of steps taken by the bank from the point the customer shows interest in a loan product all the way to disbursal of funds. The Loan Origination process is relevant for many kind of lenders in Financial services: Banks, Credit Unions, NBFCs(Non Banking Financial Companies) and so on. For simplicity sake, I will use "Bank" as the lending institution in the rest of my article.  Loan Origination is one of the core processes for Banks as it is the process by which the it creates assets against which the Institution earns most of its profits from. A well tuned loan origination process can affect the Bank in many positive ways. Banks have always shown great interest in automating the loan origination process for the above reason. However, due the constant changes in customer environment, market dynamics, prevailing economic conditions, cost pressures & regulatory environment they run into lot of challenges. Let me categorize some of these challenges for you Customer Environment Multiple Channels: Customer can use any of the available channels (Internet Banking, Email, Fax, Branch, Phone Banking, ATM, Broker, Mobile, Snail Mail) to perform all or some of the activities related to her Visibility into the origination process: Expect immediate update on the status of loan processing & alert messages Reduced Turn Around Time: Expect loans to be processed with least turn around time Reduced loan processing fees: Partly due to market dynamics the customer expects the loan processing fee to be negligible Market Dynamics Competitive environment:  The competition keeps creating many variants of loan products to attract customers, the bank needs to create similar product variants with better offers to attract customers or keep existing ones Ability to migrate loans from one vendor to another: It has become really easy for retail customers to move from one bank to the other given the low fee of loan processing and highly attractive offers. How does the bank protect it's customer base while actively engaging with potential customers banking with competitor banks Flexibility to react to market developments: Market development greatly influence loan processing, underwriting, asset valuation, risk mitigation rules. Can the bank modify rules and policies, the idea is not just to react to market developments but to pro-actively manage new developments Economic conditions Constant change in various rates and their implications on the rates and rules applied when on-boarding a loan: How quickly can the bank apply changes to rates offered to customers when the central bank changes various rates Requirements of Audit by the central banker: Tough economic conditions have demanded much more stringent audit rules and tests. The banks needs to produce ready reports(historic & operational) for audit compliance Risk Mitigation: While risk mitigation has always been a key concern for the bank, this is the area where the bank's underwriters & risk analysts spend the maximum time when processing a loan application. In order to reduce TAT the bank cannot compromise on its risk mitigation strategies Cost pressures Reduce Cost of processing per application: To deliver a reduced loan processing fee to the customer, the bank needs to keep its cost per processing loan application low. Meet customer TAT expectations while reducing the queues and the systems being used to process the loan application: The loan application could potentially be spending a lot of time waiting in the queue for further processing. Different volumes & patterns of applications demand different queuing algorithms. The bank needs to have real-time visibility into these queues and have the flexibility to change queuing algorithms at runtime  Increase the use of electronic communication and reduce the branch channel usage: Lesser automation leads not only leads to Increased turn around time, it also impacts more costs to reach out to customers The objective of our PoC was to implement a Loan Origination Solution whose ownership lies with the bank and effectively meet the challenges listed above. We built a simple story board for the solution We then went about implementing our storyboard using Oracle BPM Suite, Webcenter Content : Imaging. The web UI has been built on ADF technolgies, while the integration with core-services has been implemented using the underlying SOA infrastructure. The BPM process model is quite exhaustive can meet all the challenges listed above to reasonable degree. A bank intending to implement an end-to-end Loan Origination Solution has multiple options at it's disposal. It can Develop a customer Loan Origination Application from scratch: Gives maximum opportunity to build what you want but inflexible to upgrade and maintain. Higher TCO in long term Buy a Packaged application & customize it: Customizing a generic loan application can be tedious and prove as difficult as above. Build it using many disparate & un-integrated tools: Initially seems easier than developing from scratch. But, without integrated tool sets this is not a viable approach either or A solution based on a Framework: Independent Services and Business Process Modeling provide decoupled architecture that is flexible. We built this framework end-to-end with processes the core process of loan origination & several sub-processes such as Analyse and define customer needs, customer credit verification, identity check processes, legal review process, New customer registration & risk assessment.

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• Organising data access for dependency injection

  - by IanAWP

  In our company we have a relatively long history of database backed applications, but have only just begun experimenting with dependency injection. I am looking for advice about how to convert our existing data access pattern into one more suited for dependency injection. Some specific questions: Do you create one access object per table (Given that a table represents an entity collection)? One interface per table? All of these would need the low level Data Access object to be injected, right? What about if there are dozens of tables, wouldn't that make the composition root into a nightmare? Would you instead have a single interface that defines things like GetCustomer(), GetOrder(), etc? If I took the example of EntityFramework, then I would have one Container that exposes an object for each table, but that container doesn't conform to any interface itself, so doesn't seem like it's compatible with DI. What we do now, in case it helps: The way we normally manage data access is through a generic data layer which exposes CRUD/Transaction capabilities and has provider specific subclasses which handle the creation of IDbConnection, IDbCommand, etc. Actual table access uses Table classes that perform the CRUD operations associated with a particular table and accept/return domain objects that the rest of the system deals with. These table classes expose only static methods, and utilise a static DataAccess singleton instantiated from a config file.

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• Creating a layer of abstraction over the ORM layer

  - by Daok

  I believe that if you have your repositories use an ORM that it's already enough abstracted from the database. However, where I am working now, someone believe that we should have a layer that abstract the ORM in case that we would like to change the ORM later. Is it really necessary or it's simply a lot of over head to create a layer that will work on many ORM? Edit Just to give more detail: We have POCO class and Entity Class that are mapped with AutoMapper. Entity class are used by the Repository layer. The repository layer then use the additional layer of abstraction to communicate with Entity Framework. The business layer has in no way a direct access to Entity Framework. Even without the additional layer of abstraction over the ORM, this one need to use the service layer that user the repository layer. In both case, the business layer is totally separated from the ORM. The main argument is to be able to change ORM in the future. Since it's really localized inside the Repository layer, to me, it's already well separated and I do not see why an additional layer of abstraction is required to have a "quality" code.

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• Enabling support of EUS and Fusion Apps in OUD

  - by Sylvain Duloutre

  Since the 11gR2 release, OUD supports Enterprise User Security (EUS) for database authentication and also Fusion Apps. I'll plan to blog on that soon. Meanwhile, the R2 OUD graphical setup does not let you configure both EUS and FusionApps support at the same time. However, it can be done manually using the dsconfig command line. The simplest way to proceed is to select EUS from the setup tool, then manually add support for Fusion Apps using dsconfig using the commands below: - create a FA workflow element with eusWfe as next element: dsconfig create-workflow-element \           --set enabled:true \           --set next-workflow-element:Eus0 \           --type fa \           --element-name faWfe - modify the workflow so that it starts from your FA workflow element instead of Eus: dsconfig set-workflow-prop \           --workflow-name userRoot0 \           --set workflow-element:faWfe  Note: the configuration changes may slightly differ in case multiple databases/suffixes are configured on OUD.

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• 3 Trends for SMBs around Social, Mobile, and Sensor

  - by Socially_Aware_Enterprise

  While I often am talking to big companies or discussing enterprise solutions. There are times when individuals ask me about Small or Medium sized business trends.  Interestingly,  the Enterprise Social, Mobile, and Sensor initiatives I regularly discuss are in fact related to even the Mom and Pop storefront. The eco-system of new service players in the Social-Mobile-Sensor space generally emerge developing partnerships with enterprises as they develop and bring economy to scale to their services for the larger market. And of course Oracle has an entire division dedicated for delivering products and support to help emerging companies compete without the need to open an industrial strength credit line.. So here are some trends that we are helping large enterprises to deploy today, but small and medium businesses should be able to take advantage of by the end of this year and starting into 2015. 1) The typical small business is generally "Localized". But the ability to be "Hyper-Localized" will come as location based services become ubiquitous. Many small businesses have one or several storefronts and theirs are typically within a single regional economic footprint. While the internet provides global reach, it will be the businesses that invest in social, mobile and local that will win in the end.  Of course I am a huge SoMoLo evangelist. The SMBs' content and targeting with platforms for Geo-Fencing, Geo-Conquesting and Path-Matching to HHI are all going to be accessible to them, if not for Mobile Apps, then via Mobile messaging in Social Networks that offer it.. Expect to be able to target FaceBook messaging not by city, but by store or mall… This makes being able to be "Hyper-Local" even more important. And with new proximity services coming online more than ever before, SMBs will operate and service customers with pinpoint accuracy right down to where they stand in an aisle. Geo-Conquesting will be huge for small players to place ads when customers pass through competitors regions. Car Dealers are doing this now.. But also of course iBeacons are now very cheap and getting easier to put in retail stores. The ability for sales to happen anywhere in the store via a mobile phone or tablet is huge, as it will give the small shop the flexibility to not have to "Guard the Register" as more or most transactions will be digital. Thus, M-Commerce and T-Commerce will change the job of cashier dramatically.. 2) Intra-Brand Advocacy, the idea now is that rather than just depend on your trusty social media manager and his team, you are going to push more and more individuals with expertise inside the organization to help manage, reach-out, and utilize social channels to manage the incoming questions and answers customers need. While for years CRM was the tool of the enterprise, today CRMs enable this now "Salesforce et al" capability to trickle throughout the company. This gives greater pressure to organize roles, but also flatten out the organization. Internal collaboration around topics and customer needs is going to be the key for SMBs to finally get serious about customer experiences. Their customers are online and in social networks. This includes not just B2C SMBs but also B2B companies as well. Don't believe me? To find the players just use hashtag #SocialSelling and you will see… 3) The Visual Networks will begin to move from Content Aggregators to Content Collaboration platforms, which means Pinterest, Instagram, Vine, & others will begin to move to add more features brands want, first marketing platforms, rather than unique brand partnerships as they do today, but this will open ways for SMBs to engage with clear brand messaging and metrics. Eventually providing more "Collaboration" between Brand and Consumer.. Don't think for a minute Facebook bought Oculus Rift so you could see your timeline in 3-D. The Social Networks I advise customers to invest in are ones that are audio and visual intrinsically. Players from SoundCloud to Pinterest are deploying ways for brands to harness their interactive visual or audio based social networks to sell ad units aka brand messaging. While the Social Media revolution is going on, the emphasis was on the social, today it more and more about the media in social, that enterprises soon small and medium businesses will be connected to. 

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• Finding a way to simplify complex queries on legacy application

  - by glenatron

  I am working with an existing application built on Rails 3.1/MySql with much of the work taking place in a JavaScript interface, although the actual platforms are not tremendously relevant here, except in that they give context. The application is powerful, handles a reasonable amount of data and works well. As the number of customers using it and the complexity of the projects they create increases, however, we are starting to run into a few performance problems. As far as I can tell, the source of these problems is that the data represents a tree and it is very hard for ActiveRecord to deterministically know what data it should be retrieving. My model has many relationships like this: Project has_many Nodes has_many GlobalConditions Node has_one Parent has_many Nodes has_many WeightingFactors through NodeFactors has_many Tags through NodeTags GlobalCondition has_many Nodes ( referenced by Id, rather than replicating tree ) WeightingFactor has_many Nodes through NodeFactors Tag has_many Nodes through NodeTags The whole system has something in the region of thirty types which optionally hang off one or many nodes in the tree. My question is: What can I do to retrieve and construct this data faster? Having worked a lot with .Net, if I was in a similar situation there, I would look at building up a Stored Procedure to pull everything out of the database in one go but I would prefer to keep my logic in the application and from what I can tell it would be hard to take the queried data and build ActiveRecord objects from it without losing their integrity, which would cause more problems than it solves. It has also occurred to me that I could bunch the data up and send some of it across asynchronously, which would not improve performance but would improve the user perception of performance. However if sections of the data appeared after page load that could also be quite confusing. I am wondering whether it would be a useful strategy to make everything aware of it's parent project, so that one could pull all the records for that project and then build up the relationships later, but given the ubiquity of complex trees in day to day programming life I wouldn't be surprised if there were some better design patterns or standard approaches to this type of situation that I am not well versed in.

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• Application Composer: Exposing Your Customizations in BI Analytics and Reporting

  - by Richard Bingham

  Introduction This article explains in simple terms how to ensure the customizations and extensions you have made to your Fusion Applications are available for use in reporting and analytics. It also includes four embedded demo videos from our YouTube channel (if they don't appear check the browser address bar for a blocking shield icon). If you are new to Business Intelligence consider first reviewing our getting started article, and you can read more about the topic of custom subject areas in the documentation book Extending Sales. There are essentially four sections to this post. First we look at how custom fields added to standard objects are made available for reporting. Secondly we look at creating custom subject areas on the standard objects. Next we consider reporting on custom objects, starting with simple standalone objects, then child custom objects, and finally custom objects with relationships. Finally this article reviews how flexfields are exposed for reporting. Whilst this article applies to both Cloud/SaaS and on-premises deployments, if you are an on-premises developer then you can also use the BI Administration Tool to customize your BI metadata repository (the RPD) and create new subject areas. Whilst this is not covered here you can read more in Chapter 8 of the Extensibility Guide for Developers. Custom Fields on Standard Objects If you add a custom field to your standard object then it's likely you'll want to include it in your reports. This is very simple, since all new fields are instantly available in the "[objectName] Extension" folder in existing subject areas. The following two minute video demonstrates this. Custom Subject Areas for Standard Objects You can create your own subject areas for use in analytics and reporting via Application Composer. An example use-case could be to simplify the seeded subject areas, since they sometimes contain complex data fields and internal values that could confuse business users. One thing to note is that you cannot create subject areas in a sandbox, as it is not supported by BI, so once your custom object is tested and complete you'll need to publish the sandbox before moving forwards. The subject area creation processes is essentially two-fold. Once the request is submitted the ADF artifacts are generated, then secondly the related metadata is sent to the BI presentation server API's to make the updates there. One thing to note is that this second step may take up to ten minutes to complete. Once finished the status of the custom subject area request should show as 'OK' and it is then ready for use. Within the creation processes wizard-like steps there are three concepts worth highlighting: Date Flattening - this feature permits the roll up of reports at various date levels, such as data by week, month, quarter, or year. You simply check the box to enable it for that date field. Measures - these are your own functions that you can build into the custom subject area. They are related to the field data type and include min-max for dates, and sum(), avg(), and count() for  numeric fields. Implicit Facts - used to make the BI metadata join between your object fields and the calculated measure fields. The advice is to choose the most frequently used measure to ensure consistency. This video shows a simple example, where a simplified subject area is created for the customer 'Contact' standard object, picking just a few fields upon which users can then create reports. Custom Objects Custom subject areas support three types of custom objects. First is a simple standalone custom object and for which the same process mentioned above applies. The next is a custom child object created on a standard object parent, and finally a custom object that is related to a parent object - usually through a dynamic choice list. Whilst the steps in each of these last two are mostly the same, there are differences in the way you choose the objects and their fields. This is illustrated in the videos below.The first video shows the process for creating a custom subject area for a simple standalone custom object. This second video demonstrates how to create custom subject areas for custom objects that are of parent:child type, as well as those those with dynamic-choice-list relationships. &lt;span id=&quot;XinhaEditingPostion&quot;&gt;&lt;/span&gt; Flexfields Dynamic and Extensible Flexfields satisfy a similar requirement as custom fields (for Application Composer), with flexfields common across the Fusion Financials, Supply Chain and Procurement, and HCM applications. The basic principle is when you enable and configure your flexfields, in the edit page under each segment region (for both global and context segments) there is a BI Enabled check box. Once this is checked and you've completed your configuration, you run the Scheduled Process job named 'Import Oracle Fusion Data Extensions for Transactional Business Intelligence' to generate and migrate the related BI artifacts and data. This applies for dynamic, key, and extensible flexfields. Of course there is more to consider in terms of how you wish your flexfields to be implemented and exposed in your reports, and details are given in Chapter 4 of the Extending Applications guide.

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• BYOD-The Tablet Difference

  - by Samantha.Y. Ma

  By Allison Kutz, Lindsay Richardson, and Jennifer Rossbach, Sales Consultants Normal 0 false false false EN-US ZH-TW 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";} Less than three years ago, Apple introduced a new concept to the world: The Tablet. It’s hard to believe that in only 32 months, the iPad induced an entire new way to do business. Because of their mobility and ease-of-use, tablets have grown in popularity to keep up with the increasing “on the go” lifestyle, and their popularity isn’t expected to decrease any time soon. In fact, global tablet sales are expected to increase drastically within the next five years, from 56 million tablets to 375 million by 2016. Tablets have been utilized for every function imaginable in today’s world. With over 730,000 active applications available for the iPad, these tablets are educational devices, portable book collections, gateways into social media, entertainment for children when Mom and Dad need a minute on their own, and so much more. It’s no wonder that 74% of those who own a tablet use it daily, 60% use it several times a day, and an average of 13.9 hours per week are spent tapping away. Tablets have become a critical part of a user’s personal life; but why stop there? Businesses today are taking major strides in implementing these devices, with the hopes of benefiting from efficiency and productivity gains. Limo and taxi drivers use tablets as payment devices instead of traditional cash transactions. Retail outlets use tablets to find the exact merchandise customers are looking for. Professors use tablets to teach their classes, and business professionals demonstrate solutions and review reports from tablets. Since an overwhelming majority of tablet users have started to use their personal iPads, PlayBooks, Galaxys, etc. in the workforce, organizations have had to make a change. In many cases, companies are willing to make that change. In fact, 79% of companies are making new investments in mobility this year. Gartner reported that 90% of organizations are expected to support corporate applications on personal devices by 2014. It’s not just companies that are changing. Business professionals have become accustomed to tablets making their personal lives easier, and want that same effect in the workplace. Professionals no longer want to waste time manually entering data in their computer, or worse yet in a notebook, especially when the data has to be later transcribed to an online system. The response: the Bring Your Own Device phenomenon. According to Gartner, BOYD is “an alternative strategy allowing employees, business partners and other users to utilize a personally selected and purchased client device to execute enterprise applications and access data.” Employees whose companies embrace this trend are more efficient because they get to use devices they are already accustomed to. Tablets change the game when it comes to how sales professionals perform their jobs. Sales reps can easily store and access customer information and analytics using tablet applications, such as Oracle Fusion Tap. This method is much more enticing for sales reps than spending time logging interactions on their (what seem to be outdated) computers. Forrester & IDC reported that on average sales reps spend 65% of their time on activities other than selling, so having a tablet application to use on the go is extremely powerful. In February, Information Week released a list of “9 Powerful Business Uses for Tablet Computers,” ranging from “enhancing the customer experience” to “improving data accuracy” to “eco-friendly motivations”. Tablets compliment the lifestyle of professionals who strive to be effective and efficient, both in the office and on the road. Three Things Businesses Need to do to Embrace BYOD Make customer-facing websites tablet-friendly for consistent user experiences Develop tablet applications to continue to enhance the customer experience Embrace and use the technology that comes with tablets Almost 55 million people in the U.S. own tablets because they are convenient, easy, and powerful. These are qualities that companies strive to achieve with any piece of technology. The inherent power of the devices coupled with the growing number of business applications ensures that tablets will transform the way that companies and employees perform.

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• How Important is Project Team Communication in the Public Sector?

  - 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: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;} Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} By Paul Bender, Director of Public Administration Strategy, Oracle Primavera It goes without saying that communication between project team members is a core competency that connects every member of a project team to a common set of strategies, goals and actions. If these components are not effectively shared by project leads and understood by stakeholders, project outcomes can be jeopardized and budgets may incur unnecessary risk. As reported by PMI’s 2013 Pulse of the Profession, an organization’s ability to meet project timelines, budgets and especially goals significantly impacts its ability to survive—and even thrive. The Pulse study revealed that the most crucial success factor in project management is effective communication to all stakeholders—a critical core competency for public agencies. PMI’s 2013 Pulse of the Profession report revealed that US$135 million is at risk for every US$1 billion spent on a project. Further research on the importance of effective project team communication uncovers that a startling 56 percent (US$75 million of that US$135 million) is at risk due to ineffective communication. Simply stated: public agencies cannot execute strategic initiatives unless they can effectively communicate their strategic alignment and business benefits. Executives and project managers around the world agree that poor communication between project team members contributes to project failure. A Forbes Insights 2010 Strategic Initiatives Study “Adapting Corporate Strategy to the Changing Economy,” found that nine out of ten CEOs believe that communication is critical to the success of their strategic initiatives, and nearly half of respondents cite communication as an integral and active component of their strategic planning and execution process. Project managers see it similarly from their side as well. According to PMI’s Pulse research, 55 percent of project managers agree that effective communication to all stakeholders is the most critical success factor in project management. As we all know, not all projects succeed. On average, two in five projects do not meet their original goals and business intent, and one-half of those unsuccessful projects are related to ineffective communication. Results reveal that while all aspects of project communication can be challenging to public agencies, the biggest problem areas are: A gap in understanding the business benefits. Challenges surrounding the language used to deliver project-related information, which is often unclear and peppered with project management jargon. Public agencies -- federal, state, and local -- have difficulty communicating with the appropriate levels with clarity and detail. This difficulty is likely exacerbated by the divide between each key audience and its understanding of project-specific, technical language. For those involved in public sector project and portfolio management, I would be interested to hear your thoughts and please visit Primavera EPPM solutions for public sector.

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• Provocative Tweets From the Dachis Social Business Summit

  - by Mike Stiles

  On June 20, all who follow social business and how social is changing how we do business and internal business structures, gathered in London for the Dachis Social Business Summit. In addition to Oracle SVP Product Development, Reggie Bradford, brands and thought leaders posed some thought-provoking ideas and figures. Here are some of the most oft-tweeted points, and our thoughts that they provoked. Tweet: The winners will be those who use data to improve performance.Thought: Everyone is dwelling on ROI. Why isn’t everyone dwelling on the opportunity to make their product or service better (as if that doesn’t have an effect on ROI)? Big data can improve you…let it. Tweet: High performance hinges on integrated teams that interact with each other.Thought: Team members may work well with each other, but does the team as a whole “get” what other teams are doing? That’s the key to an integrated, companywide workforce. (Internal social platforms can facilitate that by the way). Tweet: Performance improvements come from making the invisible visible.Thought: Many of the factors that drive customer behavior and decisions are invisible. Through social, customers are now showing us what we couldn’t see before…if we’re paying attention. Tweet: Games have continuous feedback, which is why they’re so engaging.  Apply that to business operations.Thought: You think your employees have an obligation to be 100% passionate and engaged at all times about making you richer. Think again. Like customers, they must be motivated. Visible insight that they’re advancing on their goals helps. Tweet: Who can add value to the data?  Data will tend to migrate to where it will be most effective.Thought: Not everybody needs all the data. One team will be able to make sense of, use, and add value to data that may be irrelevant to another team. Like a strategized football play, the data has to get sent to the spot on the field where it’s needed most. Tweet: The sale isn’t the light at the end of the tunnel, it’s the start of a new marketing cycle.Thought: Another reason the ROI question is fundamentally flawed. The sale is not the end of the potential return on investment. After-the-sale service and nurturing begins where the sales “victory” ends. Tweet: A dead sale is one that’s not shared.  People must be incentivized to share.Thought: Guess what, customers now know their value to you as marketers on your behalf. They’ll tell people about your product, but you’ve got to answer, “Why should I?” And you’ve got to answer it with something substantial, not lame trinkets. Tweet: Social user motivations are competition, affection, excellence and curiosity.Thought: Your followers will engage IF; they can get something for doing it, love your culture so much they want you to win, are consistently stunned at the perfection and coolness of your products, or have been stimulated enough to want to know more. Tweet: In Europe, 92% surveyed said they couldn’t care less about brands.Thought: Oh well, so much for loving you or being impressed enough with your products & service that they want you to win. We’ve got a long way to go. Tweet: A complaint is a gift.Thought: Our instinct where complaints are concerned is to a) not listen, b) dismiss the one who complains as a kook, c) make excuses, and d) reassure ourselves with internal group-think that they’re wrong and we’re right. It’s the perfect recipe for how to never, ever grow or get better. In a way, this customer cares more than you do. Tweet: 78% of consumers think peer recommendation is the best form of advertising.  Eventually, engagement is going to eat advertising.Thought: Why is peer recommendation best? Trust. If a friend tells me how great a movie was, I believe him. He has credibility with me. He’s seen it, and he could care less if I buy a ticket. He’s telling me it was awesome because he sincerely believes that it was.  That’s gold. Tweet: 86% of customers are willing to pay more for a better customer experience. Thought: This “how mad can we make our customers without losing them” strategy has to end. The customer experience has actual monetary value, money you’re probably leaving on the table. @mikestilesPhoto: stock.xchng

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• Methodologies for Managing Users and Access?

  - by MadBurn

  This is something I'm having a hard time getting my head around. I think I might be making it more complicated than it is. What I'm trying to do is develop a method to store users in a database with varying levels of access, throughout different applications. I know this has been done before, but I don't know where to find how they did it. Here is an example of what I need to accomplish: UserA - Access to App1, App3, App4 & can add new users to App3, but not 4 or 1. UserB - Access to App2 only with ReadOnly access. UserC - Access to App1 & App4 and is able to access Admin settings of both apps. In the past I've just used user groups. However, I'm reaching a phase where I need a bit more control over each individual user's access to certain parts of the different applications. I wish this were as cut and dry as being able to give a user a role and let each role inherit from the last. Now, this is what I need to accomplish. But, I don't know any methods of doing this. I could easily just design something that works, but I know this has been done and I know this has been studied and I know this problem has been solved by much better minds than my own. This is for a web application and using sql server 2008. I don't need to store passwords (LDAP) and the information I need to store is actually very limited. Basically just username and access.

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• Real-time stock market application

  - by Sam

  I'm an amateur programmer. I'd like to develop a software application (like Tradestation), to analyse real-time market data. Please teach me if the following approach is correct, ie the procedures, knowledge or software needed etc: Use a DB to read the real-time feed from data provider: what should be the right DB to use? I know it should be a time serious one. Can I use SQL, Mysql, or others? What database can receive real-time data feed? Do I need to configure the DB to do this? If the real-time data is in ASCII form, how can it be converted to those that can be read by the DB and my application? Should I have to write codes or just use some add-ins? What kind of add-in are needed? How should I code the program to retrieve the changing data from the DB so that the analysis software screen data can also change asynchronously? (like the RTD in excel) Which aspects of programming do I need to learn to develop the above? Are there web resources/ books I can refer to for more information?

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• How can I determine which GPU card is running at PCI Express 2.0 x16 & which is using x8?

  - by M. Tibbits

  Is there a way to determine the speed of the PCI Express connection to a specific card? I have three cards plugged in: two Nvidia GTX 480's (one at x16 & and one at x8) one Nvidia GTX 460 running at x8 Is there some way, either by a function call in C or an option to lspci that I can determine the bus speed of the graphics cards? When I only use one of the cards for my CUDA program, I'd like to use the one which is running at x16. Thanks! Note: lspci -vvv dumps out For the two GTX 480s. I don't see any differences that pertain to bus speed. 03:00.0 VGA compatible controller: nVidia Corporation Device 06c0 (rev a3) Subsystem: eVga.com. Corp. Device 1480 Control: I/O- Mem+ BusMaster+ SpecCycle- MemWINV- VGASnoop- ParErr- Stepping- SERR- FastB2B- DisINTx- Status: Cap+ 66MHz- UDF- FastB2B- ParErr- DEVSEL=fast >TAbort- <TAbort- <MAbort- >SERR- <PERR- INTx- Latency: 0 Interrupt: pin A routed to IRQ 16 Region 0: Memory at d4000000 (32-bit, non-prefetchable) [size=32M] Region 1: Memory at b0000000 (64-bit, prefetchable) [size=128M] Region 3: Memory at bc000000 (64-bit, prefetchable) [size=64M] Region 5: I/O ports at df00 [disabled] [size=128] [virtual] Expansion ROM at b8000000 [disabled] [size=512K] Capabilities: <access denied> Kernel driver in use: nvidia Kernel modules: nvidia, nvidiafb, nouveau 03:00.1 Audio device: nVidia Corporation Device 0be5 (rev a1) Subsystem: eVga.com. Corp. Device 1480 Control: I/O- Mem- BusMaster- SpecCycle- MemWINV- VGASnoop- ParErr- Stepping- SERR- FastB2B- DisINTx- Status: Cap+ 66MHz- UDF- FastB2B- ParErr- DEVSEL=fast >TAbort- <TAbort- <MAbort- >SERR- <PERR- INTx- Interrupt: pin B routed to IRQ 5 Region 0: [virtual] Memory at d7ffc000 (32-bit, non-prefetchable) [disabled] [size=16K] Capabilities: <access denied> 04:00.0 VGA compatible controller: nVidia Corporation Device 06c0 (rev a3) Subsystem: eVga.com. Corp. Device 1480 Control: I/O+ Mem+ BusMaster+ SpecCycle- MemWINV- VGASnoop- ParErr- Stepping- SERR- FastB2B- DisINTx- Status: Cap+ 66MHz- UDF- FastB2B- ParErr- DEVSEL=fast >TAbort- <TAbort- <MAbort- >SERR- <PERR- INTx- Latency: 0 Interrupt: pin A routed to IRQ 16 Region 0: Memory at dc000000 (32-bit, non-prefetchable) [size=32M] Region 1: Memory at c0000000 (64-bit, prefetchable) [size=128M] Region 3: Memory at cc000000 (64-bit, prefetchable) [size=64M] Region 5: I/O ports at cf00 [size=128] [virtual] Expansion ROM at c8000000 [disabled] [size=512K] Capabilities: <access denied> Kernel driver in use: nvidia Kernel modules: nvidia, nvidiafb, nouveau 04:00.1 Audio device: nVidia Corporation Device 0be5 (rev a1) Subsystem: eVga.com. Corp. Device 1480 Control: I/O- Mem+ BusMaster+ SpecCycle- MemWINV- VGASnoop- ParErr- Stepping- SERR- FastB2B- DisINTx- Status: Cap+ 66MHz- UDF- FastB2B- ParErr- DEVSEL=fast >TAbort- <TAbort- <MAbort- >SERR- <PERR- INTx- Latency: 0, Cache Line Size: 64 bytes Interrupt: pin B routed to IRQ 5 Region 0: Memory at dfffc000 (32-bit, non-prefetchable) [size=16K] Capabilities: <access denied> And the only differences I see relate specifically to the memory mapping: myComputer:~> diff card1 card2 3c3 < Control: I/O- Mem+ BusMaster+ SpecCycle- MemWINV- VGASnoop- ParErr- Stepping- SERR- FastB2B- DisINTx- --- > Control: I/O+ Mem+ BusMaster+ SpecCycle- MemWINV- VGASnoop- ParErr- Stepping- SERR- FastB2B- DisINTx- 7,11c7,11 < Region 0: Memory at d4000000 (32-bit, non-prefetchable) [size=32M] < Region 1: Memory at b0000000 (64-bit, prefetchable) [size=128M] < Region 3: Memory at bc000000 (64-bit, prefetchable) [size=64M] < Region 5: I/O ports at df00 [disabled] [size=128] < [virtual] Expansion ROM at b8000000 [disabled] [size=512K] --- > Region 0: Memory at dc000000 (32-bit, non-prefetchable) [size=32M] > Region 1: Memory at c0000000 (64-bit, prefetchable) [size=128M] > Region 3: Memory at cc000000 (64-bit, prefetchable) [size=64M] > Region 5: I/O ports at cf00 [size=128] > [virtual] Expansion ROM at c8000000 [disabled] [size=512K] 18c18 < Control: I/O- Mem- BusMaster- SpecCycle- MemWINV- VGASnoop- ParErr- Stepping- SERR- FastB2B- DisINTx- --- > Control: I/O- Mem+ BusMaster+ SpecCycle- MemWINV- VGASnoop- ParErr- Stepping- SERR- FastB2B- DisINTx- 19a20 > Latency: 0, Cache Line Size: 64 bytes 21c22 < Region 0: [virtual] Memory at d7ffc000 (32-bit, non-prefetchable) [disabled] [size=16K] --- > Region 0: Memory at dfffc000 (32-bit, non-prefetchable) [size=16K]

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• Is this a ridiculous way to structure a DB schema, or am I completely missing something?

  - by Jim

  I have done a fair bit of work with relational databases, and think I understand the basic concepts of good schema design pretty well. I recently was tasked with taking over a project where the DB was designed by a highly-paid consultant. Please let me know if my gut intinct - "WTF??!?" - is warranted, or is this guy such a genius that he's operating out of my realm? DB in question is an in-house app used to enter requests from employees. Just looking at a small section of it, you have information on the users, and information on the request being made. I would design this like so: User table: UserID (primary Key, indexed, no dupes) FirstName LastName Department Request table RequestID (primary Key, indexed, no dupes) <...> various data fields containing request details UserID -- foreign key associated with User table Simple, right? Consultant designed it like this (with sample data): UsersTable UserID FirstName LastName 234 John Doe 516 Jane Doe 123 Foo Bar DepartmentsTable DepartmentID Name 1 Sales 2 HR 3 IT UserDepartmentTable UserDepartmentID UserID Department 1 234 2 2 516 2 3 123 1 RequestTable RequestID UserID <...> 1 516 blah 2 516 blah 3 234 blah The entire database is constructed like this, with every piece of data encapsulated in its own table, with numeric IDs linking everything together. Apparently the consultant had read about OLAP and wanted the 'speed of integer lookups' He also has a large number of stored procedures to cross reference all of these tables. Is this valid design for a small to mid-sized SQL DB? Thanks for comments/answers...

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• Parameterized Django models

  - by mgibsonbr

  In principle, a single Django application can be reused in two or more projects, providing functionality relevent to both. That implies that the same database structure (tables and relations) will be re-created identically in different databases, and most times this is not a problem (assuming the projects/databases are unrelated - for instance when someone downloads a complete app to use in their own projects). Sometimes, however, the models must be "tweaked" a little to better fit the problem needs. This can be accomplished by forking the app, but I wondered if there wouldn't be a better option in cases where the app designer can anticipate the most common customizations. For instance, if I have a model that could relate to another as one-to-one or one-to-many, I could specify the unique property as a parameter, that can be specified in the project's settings: class This(models.Model): other = models.ForeignKey(Other, unique=settings.OTHER_TO_THIS) Or if a model can relate to many others, I could create an intermediate table for each of them (thus enforcing referential integrity) instead of using generic fks: for related in settings.MODELS_RELATED_TO_OTHER: model_name = '%s_Other' % related globals()[model_name] = type(model_name, (models.Model,) { me:models.ForeignKey(find_model_class(related)), other:models.ForeignKey(Other), # Some other properties all intersection tables must have }) Etc. Let me stress out that I'm not proposing to change the models at runtime nor anything like that; once the parameters were defined and syncdb called for the first time, those parameters are not to be changed again (unless you're doing a schema migration). Is this a good design? Are there better ways to accomplish the same thing, or maybe drawbacks I coulnd't anticipate? This technique is meant to be used sparingly (only on apps meant to be reused in wildly different contexts, and only when a specific need of customization can be detected while the app model is being designed).

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• How You Helped Shape Java EE 7...

  - by reza_rahman

  I have been working with the JCP in various roles since EJB 3/Java EE 5 (much of it on my own time), eventually culminating in my decision to accept my current role at Oracle (despite it's inevitable set of unique challenges, a role I find by and large positive and fulfilling). During these years, it has always been clear to me that pretty much everyone in the JCP genuinely cares about openness, feedback and developer participation. Perhaps the most visible sign to date of this high regard for grassroots level input is a survey on Java EE 7 gathered a few months ago. The survey was designed to get open feedback on a number of critical issues central to the Java EE 7 umbrella specification including what APIs to include in the standard. When we started the survey, I don't think anyone was certain what the level of participation from developers would really be. I also think everyone was pleasantly surprised that a large number of developers (around 1100) took the time out to vote on these very important issues that could impact their own professional life. And it wasn't just a matter of the quantity of responses. I was particularly impressed with the quality of the comments made through the survey (some of which I'll try to do justice to below). With Java EE 7 under our belt and the horizons for Java EE 8 emerging, this is a good time to thank everyone that took the survey once again for their thoughts and let you know what the impact of your voice actually was. As an aside, you may be happy to know that we are working hard behind the scenes to try to put together a similar survey to help kick off the agenda for Java EE 8 (although this is by no means certain). I'll break things down by the questions asked in the survey, the responses and the resulting change in the specification. APIs to Add to Java EE 7 Full/Web Profile The first question in the survey asked which of four new candidate APIs (WebSocket, JSON-P, JBatch and JCache) should be added to the Java EE 7 Full and Web profile respectively. Developers by and large wanted all the new APIs added to the full platform. The comments expressed particularly strong support for WebSocket and JCache. Others expressed dissatisfaction over the lack of a JSON binding (as opposed to JSON processing) API. WebSocket, JSON-P and JBatch are now part of Java EE 7. In addition, the long-awaited Java EE Concurrency Utilities API was also included in the Full Profile. Unfortunately, JCache was not finalized in time for Java EE 7 and the decision was made not to hold up the Java EE release any longer. JCache continues to move forward strongly and will very likely be included in Java EE 8 (it will be available much sooner than Java EE 8 to boot). An emergent standard for JSON-B is also a strong possibility for Java EE 8. When it came to the Web Profile, developers were supportive of adding WebSocket and JSON-P, but not JBatch and JCache. Both WebSocket and JSON-P are now part of the Web Profile, now also including the already popular JAX-RS API. Enabling CDI by Default The second question asked whether CDI should be enabled in Java EE by default. The overwhelming majority of developers supported the default enablement of CDI. In addition, developers expressed a desire for better CDI/Java EE alignment (with regards to EJB and JSF in particular). Some developers expressed legitimate concerns over the performance implications of enabling CDI globally as well as the potential conflict with other JSR 330 implementations like Spring and Guice. CDI is enabled by default in Java EE 7. Respecting the legitimate concerns, CDI 1.1 was very careful to add additional controls around component scanning. While a lot of work was done in Java EE 6 and Java EE 7 around CDI alignment, further alignment is under serious consideration for Java EE 8. Consistent Usage of @Inject The third question was around using CDI/JSR 330 @Inject consistently vs. allowing JSRs to create their own injection annotations (e.g. @BatchContext). A majority of developers wanted consistent usage of @Inject. The comments again reflected a strong desire for CDI/Java EE alignment. A lot of emphasis in Java EE 7 was put into using @Inject consistently. For example, the JBatch specification is focused on using @Inject wherever possible. JAX-RS remains an exception with it's existing custom injection annotations. However, the JAX-RS specification leads understand the importance of eventual convergence, hopefully in Java EE 8. Expanding the Use of @Stereotype The fourth question was about expanding CDI @Stereotype to cover annotations across Java EE beyond just CDI. A solid majority of developers supported the idea of making @Stereotype more universal in Java EE. The comments maintained the general theme of strong support for CDI/Java EE alignment Unfortunately, there was not enough time and resources in Java EE 7 to implement this fairly pervasive feature. However, it remains a serious consideration for Java EE 8. Expanding Interceptor Use The final set of questions was about expanding interceptors further across Java EE. Developers strongly supported the concept. Along with injection, interceptors are now supported across all Java EE 7 components including Servlets, Filters, Listeners, JAX-WS endpoints, JAX-RS resources, WebSocket endpoints and so on. I hope you are encouraged by how your input to the survey helped shape Java EE 7 and continues to shape Java EE 8. Participating in these sorts of surveys is of course just one way of contributing to Java EE. Another great way to stay involved is the Adopt-A-JSR Program. A large number of developers are already participating through their local JUGs. You could of course become a Java EE JSR expert group member or observer. You should stay tuned to The Aquarium for the progress of Java EE 8 JSRs if that's something you want to look into...

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• What do the participants say about the Open Day in South Africa?

  - by Maria Sandu

  Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 On the 26th of September, a group of students who were specifically selected to attend an Open day at Oracle South Africa, joined us at our offices in Woodmead, Johannesburg. The Conference room was filled with inquisitive minds. What we had in store for them was a detailed presentation about Oracle which was delivered by Zuko - Cluster Leader: Tech GB South Africa. The student’s many questions were all answered especially when we started addressing the opportunities we have and detailed information on our Graduate Programme. Our employees then came to talk about their experience. This allowed all the students to have an integrated learning experience. By inviting the students to walk around our Oracle Offices allowed them to see, talk, experience a bit of the culture and ask more questions. Here is some of the feedback from the attendees: Maxwell Moloi: “The open day truly served its purpose and exceeded expectations in the sense that I got to find out more about Oracle and all the different opportunities it has to offer. The fact that Oracle supplies a full solution to a customer and not just part of it and how the company manages to setup professional development for their employees is what entices me to want to join the rapidly growing team of Oracle.” Nqobile Mabaso: “I found the open day to be quite informative and enlightening because coming from a marketing background I could apply the knowledge I got from varsity to the Company I was able to point out what they do as part of their corporate social responsibility (Oracle recently partnered with the department of education to build a school), how Oracle emphasizes on relationship building because they know they sell to people and not companies and how they offer the full stack of solutions which gives them a competitive advantage over their competitors.” Nondumiso Mvelase: “The Open Day was a wonderful experience for me especially because I have never been part of an Open Day before, so it was absolutely amazing for me. It gave me a good idea of how it is to be part of Oracle. We were served with lovely breakfast and lunch which I enjoyed. I wish the Open Day went on for a whole week. Seeing and hearing from 2013 Graduates, telling us about their experience within Oracle was very inspiring to me. They were encouraging us to work hard if we ever got the opportunity they had. After hearing this from them I will definitely not take it for granted.” Itumeleng Moraka: “Before I walked into the Oracle offices all that was in my mind was databases and cloud storage. I was then surrounded by passionate, enthusiastic and welcoming employees. I came across a positive energy within the multinational company. I realized that Oracle is not a company that operates in survival mode. This may sound idealistic, but they operate in a non-traditional way investing more into innovation, they stay focused on what matters most about where technology is going and at the same time they are not losing sight of how their products make a difference in the world.” For more information on how to be part of the Oracle Graduate Programme please follow us on Facebook! https://www.facebook.com/CampusAtOracle /* 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-family:"Calibri","sans-serif"; mso-ascii- mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi- mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

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• Hybrid IT or Cloud Initiative – a Perfect Enterprise Architecture Maturation Opportunity

  - by Ted McLaughlan

  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-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;} All too often in the growth and maturation of Enterprise Architecture initiatives, the effort stalls or is delayed due to lack of “applied traction”. By this, I mean the EA activities - whether targeted towards compliance, risk mitigation or value opportunity propositions – may not be attached to measurable, active, visible projects that could advance and prove the value of EA. EA doesn’t work by itself, in a vacuum, without collaborative engagement and a means of proving usefulness. A critical vehicle to this proof is successful orchestration and use of assets and investment resources to meet a high-profile business objective – i.e. a successful project. More and more organizations are now exploring and considering some degree of IT outsourcing, buying and using external services and solutions to deliver their IT and business requirements – vs. building and operating in-house, in their own data centers. The rapid growth and success of “Cloud” services makes some decisions easier and some IT projects more successful, while dramatically lowering IT risks and enabling rapid growth. This is particularly true for “Software as a Service” (SaaS) applications, which essentially are complete web applications hosted and delivered over the Internet. Whether SaaS solutions – or any kind of cloud solution - are actually, ultimately the most cost-effective approach truly depends on the organization’s business and IT investment strategy. This leads us to Enterprise Architecture, the connectivity between business strategy and investment objectives, and the capabilities purchased or created to meet them. If an EA framework already exists, the approach to selecting a cloud-based solution and integrating it with internal IT systems (i.e. a “Hybrid IT” solution) is well-served by leveraging EA methods. If an EA framework doesn’t exist, or is simply not mature enough to address complex, integrated IT objectives – a hybrid IT/cloud initiative is the perfect project to advance and prove the value of EA. Why is this? For starters, the success of any complex IT integration project - spanning multiple systems, contracts and organizations, public and private – depends on active collaboration and coordination among the project stakeholders. For a hybrid IT initiative, inclusive of one or more cloud services providers, the IT services, business workflow and data governance challenges alone can be extremely complex, requiring many diverse layers of organizational expertise and authority. Establishing subject matter expertise, authorities and strategic guidance across all the disciplines involved in a hybrid-IT or hybrid-cloud system requires top-level, comprehensive experience and collaborative leadership. Tools and practices reflecting industry expertise and EA alignment can also be very helpful – such as Oracle’s “Cloud Candidate Selection Tool”. Using tools like this, and facilitating this critical collaboration by leading, organizing and coordinating the input and expertise into a shared, referenceable, reusable set of authority models and practices – this is where EA shines, and where Enterprise Architects can be most valuable. The “enterprise”, in this case, becomes something greater than the core organization – it includes internal systems, public cloud services, 3rd-party IT platforms and datacenters, distributed users and devices; a whole greater than the sum of its parts. Through facilitated project collaboration, leading to identification or creation of solid governance models and processes, a durable and useful Enterprise Architecture framework will usually emerge by itself, if not actually identified and managed as such. The transition from planning collaboration to actual coordination, where the program plan, schedule and resources become synchronized and aligned to other investments in the organization portfolio, is where EA methods and artifacts appear and become most useful. The actual scope and use of these artifacts, in the context of this project, can then set the stage for the most desirable, helpful and pragmatic form of the now-maturing EA framework and community of practice. Considering or starting a hybrid-IT or hybrid-cloud initiative? Running into some complex relationship challenges? This is the perfect time to take advantage of your new, growing or possibly latent Enterprise Architecture practice.

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• Why Executives Need Enterprise Project Portfolio Management: 3 Key Considerations to Drive Value Across the Organization

  - by Melissa Centurio Lopes

  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:10.0pt; font-family:"Cambria","serif";} By: Guy Barlow, Oracle Primavera Industry Strategy Director Over the last few years there has been a tremendous shift – some would say tectonic in nature – that has brought project management to the forefront of executive attention. Many factors have been driving this growing awareness, most notably, the global financial crisis, heightened regulatory environments and a need to more effectively operationalize corporate strategy. Executives in India are no exception. In fact, given the phenomenal rate of progress of the country, top of mind for all executives (whether in finance, operations, IT, etc.) is the need to build capacity, ramp-up production and ensure that the right resources are in place to capture growth opportunities. This applies across all industries from asset-intensive – like oil & gas, utilities and mining – to traditional manufacturing and the public sector, including services-based sectors such as the financial, telecom and life sciences segments are also part of the mix. However, compounding matters is a complex, interplay between projects – big and small, complex and simple – as companies expand and grow both domestically and internationally. So, having a standardized, enterprise wide solution for project portfolio management is natural. Failing to do so is akin to having two ERP systems, one to manage “large” invoices and one to manage “small” invoices. It makes no sense and provides no enterprise wide visibility. Therefore, it is imperative for executives to understand the full range of their business commitments, the benefit to the company, current performance and associated course corrections if needed. Irrespective of industry and regardless of the use case (e.g., building a power plant, launching a new financial service or developing a new automobile) company leaders need to approach the value of enterprise project portfolio management via 3 critical areas: 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:10.0pt; font-family:"Cambria","serif";} 1. Greater Financial Discipline – Improve financial rigor and results through better governance and control is an imperative given today’s financial uncertainty and greater investment scrutiny. For example, as India plans a US$1 trillion investment in the country’s infrastructure how do companies ensure costs are managed? How do you control cash flow? Can you easily report this to stakeholders? 2. Improved Operational Excellence – Increase efficiency and reduce costs through robust collaboration and integration. Upwards of 66% of cost variances are driven by poor supplier collaboration. As you execute initiatives do you have visibility into the performance of your supply base? How are they integrated into the broader program plan? 3. Enhanced Risk Mitigation – Manage and react to uncertainty through improved transparency and contingency planning. What happens if you’re faced with a skills shortage? How do you plan and account for geo-political or weather related events? In summary, projects are not just the delivery of a product or service to a customer inside a predetermined schedule; they often form a contractual and even moral obligation to shareholders and stakeholders alike. Hence the intimate connection between executives and projects, with the latter providing executives with the platform to demonstrate that their organization has the capabilities and competencies needed to meet and, whenever possible, exceed their customer commitments. Effectively developing and operationalizing corporate strategy is the hallmark of successful executives and enterprise project and portfolio management allows them to achieve this goal. Article was first published for Manage India, an e-newsletter, PMI India.

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• How to Structure a Trinary state in DB and Application

  - by ABMagil

  How should I structure, in the DB especially, but also in the application, a trinary state? For instance, I have user feedback records which need to be reviewed before they are presented to the general public. This means a feedback reviewer must see the unreviewed feedback, then approve or reject them. I can think of a couple ways to represent this: Two boolean flags: Seen/Unseen and Approved/Rejected. This is the simplest and probably the smallest database solution (presumably boolean fields are simple bits). The downside is that there are really only three states I care about (unseen/approved/rejected) and this creates four states, including one I don't care about (a record which is seen but not approved or rejected is essentially unseen). String column in the DB with constants/enum in application. Using Rating::APPROVED_STATE within the application and letting it equal whatever it wants in the DB. This is a larger column in the db and I'm concerned about doing string comparisons whenever I need these records. Perhaps mitigatable with an index? Single boolean column, but allow nulls. A true is approved, a false is rejected. A null is unseen. Not sure the pros/cons of this solution. What are the rules I should use to guide my choice? I'm already thinking in terms of DB size and the cost of finding records based on state, as well as the readability of code the ends up using this structure.

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• Storing User-uploaded Images

  - by Nyxynyx

  What is the usual practice for handling user uploaded photos and storing them on the database and server? For a user profile image: After receiving the image file from user, rename file to <image_id>_<username> Move image to /images/userprofile Add img filename to a table users containing their profile details like first_name, last_name, age, gender, birthday For a image for a review done by user: After receiving the image file from user, rename file to <image_id>_<review_id> Move image to /images/reviews Add img filename to a table reviews containing their profile details like review_id, review_content, user_id, score. Question 1: How should I go about storing the image filenames if the user can upload multiple photos for a particular review? Serialize? Question 2: Or have another table review_images with columns review_id, image_id, image_filename just for tracking images? Will doing a JOIN when retriving the image_filename from this table slow down performance noticeably? Question 3: Should all the images be stored in a single folder? Will there be a problem when we have 100K photos in the same folder? Is there a more efficient way to go about doing this?

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• Algorithm for rating books: Relative perception

  - by suneet

  So I am developing this application for rating books (think like IMDB for books) using relational database. Problem statement : Let's say book "A" deserves 8.5 in absolute sense. In case if A is the best book I have ever seen, I'll most probably rate it 9.5 whereas for someone else, it might be just an average book, so he/they will rate it less (say around 8). Let's assume 4 such guys rate it 8. If there are 10 guys who are like me (who haven't ever read great literature) and they all rate it 9.5-10. This will effectively make it's cumulative rating greater than 9 (9.5*10 + 8*4) / 14 = 9.1 whereas we needed the result to be 8.5 ... How can I take care of(normalize) this bias due to incorrect perception of individuals. MyProposedSolution : Here's one of the ways how I think it could be solved. We can have a variable Lit_coefficient which tells us how much knowledge a user has about literature. If I rate "A"(the book) 9.5 and person "X" rates it 8, then he must have read books much better than "A" and thus his Lit_coefficient should be higher. And then we can normalize the ratings according to the Lit_coefficient of user. Could there be a better algorithm/solution for the same?

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• Caching by in-memory dictionaries. Are we doing it all wrong?

  - by user73983

  This approach is pretty much the accepted way to do anything in our company. A simple example : when a piece of data for a customer is requested from a service, we fetch all the data for that customer(relevant part to the service) and save it in a in-memory dictionary then serve it from there on following requests(we run singleton services). Any update goes to DB, then updates the in memory dictionary. It seems all simple and harmless but as we implement more complicated business rules the cache gets out of sync and we have to deal with hard to find bugs. Sometimes we defer writing to database, keeping new data in cache till then. There are cases when we store millions of rows in memory because the table has many relations to other tables and we need to show aggregate data quickly. All this cache handling is a big part of our codebase and I sense this is not the right way to do it. All of this juggling adds too much noise to the code and it makes it hard to understand the actual business logic. However I don't think we can serve data in a reasonable amount of time if we have to hit the database every time. I am unhappy about the current situation but I don't have a better alternative. My only solution would be to use NHibernate 2nd level cache but I have nearly no experience with it. I know many campanies use Redis or MemCached heavily to gain performance but I have no idea how I would integrate them into our system. I also don't know if they can perform better than in-memory data structures and queries. Are there any alternative approaches that I should look into?

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• Configuring MySQL Cluster Data Nodes

  - by Mat Keep

  0 0 1 692 3948 Homework 32 9 4631 14.0 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:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; 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; mso-ansi-language:EN-US;} In my previous blog post, I discussed the enhanced performance and scalability delivered by extensions to the multi-threaded data nodes in MySQL Cluster 7.2. In this post, I’ll share best practices on the configuration of data nodes to achieve optimum performance on the latest generations of multi-core, multi-thread CPU designs. Configuring the Data Nodes The configuration of data node threads can be managed in two ways via the config.ini file: - Simply set MaxNoOfExecutionThreads to the appropriate number of threads to be run in the data node, based on the number of threads presented by the processors used in the host or VM. - Use the new ThreadConfig variable that enables users to configure both the number of each thread type to use and also which CPUs to bind them too. The flexible configuration afforded by the multi-threaded data node enhancements means that it is possible to optimise data nodes to use anything from a single CPU/thread up to a 48 CPU/thread server. Co-locating the MySQL Server with a single data node can fully utilize servers with 64 – 80 CPU/threads. It is also possible to co-locate multiple data nodes per server, but this is now only required for very large servers with 4+ CPU sockets dense multi-core processors. 24 Threads and Beyond! An example of how to make best use of a 24 CPU/thread server box is to configure the following: - 8 ldm threads - 4 tc threads - 3 recv threads - 3 send threads - 1 rep thread for asynchronous replication. Each of those threads should be bound to a CPU. It is possible to bind the main thread (schema management domain) and the IO threads to the same CPU in most installations. In the configuration above, we have bound threads to 20 different CPUs. We should also protect these 20 CPUs from interrupts by using the IRQBALANCE_BANNED_CPUS configuration variable in /etc/sysconfig/irqbalance and setting it to 0x0FFFFF. The reason for doing this is that MySQL Cluster generates a lot of interrupt and OS kernel processing, and so it is recommended to separate activity across CPUs to ensure conflicts with the MySQL Cluster threads are eliminated. When booting a Linux kernel it is also possible to provide an option isolcpus=0-19 in grub.conf. The result is that the Linux scheduler won't use these CPUs for any task. Only by using CPU affinity syscalls can a process be made to run on those CPUs. By using this approach, together with binding MySQL Cluster threads to specific CPUs and banning CPUs IRQ processing on these tasks, a very stable performance environment is created for a MySQL Cluster data node. On a 32 CPU/Thread server: - Increase the number of ldm threads to 12 - Increase tc threads to 6 - Provide 2 more CPUs for the OS and interrupts. - The number of send and receive threads should, in most cases, still be sufficient. On a 40 CPU/Thread server, increase ldm threads to 16, tc threads to 8 and increment send and receive threads to 4. On a 48 CPU/Thread server it is possible to optimize further by using: - 12 tc threads - 2 more CPUs for the OS and interrupts - Avoid using IO threads and main thread on same CPU - Add 1 more receive thread. Summary As both this and the previous post seek to demonstrate, the multi-threaded data node extensions not only serve to increase performance of MySQL Cluster, they also enable users to achieve significantly improved levels of utilization from current and future generations of massively multi-core, multi-thread processor designs. A big thanks to Mikael Ronstrom, Senior MySQL Architect at Oracle, for his work in developing these enhancements and best practices. You can download MySQL Cluster 7.2 today and try out all of these enhancements. The Getting Started guides are an invaluable aid to quickly building a Proof of Concept Don’t forget to check out the MySQL Cluster 7.2 New Features whitepaper to discover everything that is new in the latest GA release

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