The HIUG Interact conference is one of my favorite annual PeopleSoft conferences. I learn a lot from the customer and partner presentations delivered each year. As always, my highlight is interacting with customers.All of my presentations are now available through the HIUG conference site. Be sure to download the slides because these slide decks contain a lot of information we didn't have time to cover in our sessions. For reference purposes, here is a list of sessions I presented at Interact 2015:
- What's New with PeopleSoft Reporting - Query, Pivot Grids, BI Publisher
- Configuring and Utilizing the Interaction Hub -- Deep Dive
- PeopleTools Developer Tips and Techniques
- Fluid User Interface and Mobile Application Platform - Deep Dive
2. Install Latest JDK 1.6 (Note: 1944044.1) JDK 188.8.131.52.. Updated to 184.108.40.206
3. Install Latest PSU for EM12cR4 Note: 1995267.1
4. Install latest Plugins
5. Install Monthly Plugin patches for OMS (Doc ID 1900943.1 & Doc ID 1664074.1)
6. Install Monthly Plugin patches for Agent (Doc ID 1900943.1 & Doc ID 1664074.1)
7. Install WebLogic latest PSU (1470197.1)
8. Configure Load Balancer
9. Configure additional OMS
10. Configure LDAP
11. Configure External Roles for AD/LDAP
12. Import Templates and Reports if you have
13. Resize OMS Heap according to need
14. Install & Configure JVMD Servers
15. Install & Configure BI Publisher
16. Brand your login page with custom logos and Cloud login
Get ready DB12c as per Note: 12c Database has been certified as a 12cR4 Repository with Certain Patchset Restrictions (Doc ID 1987905.1)
Latest plug-ins can be downloaded from :
The PeopleSoft Technology team is looking to expand our CAB with a few individuals who are familiar with the business side of managing PeopleSoft applications. No propeller on top of your hat? No worries! We are NOT looking to talk about the next widget for Process Scheduler. We ARE looking for senior management responsible for their PeopleSoft implementations who understand the customer value provided with the latest delivered technology. We look to our CAB to validate our direction and messaging. We depend on them to represent the larger customer community, not just their own organization, when providing feedback to us. The ideal candidates are:
1) Knowledgeable in PeopleTools and technology in general
2) Adopting current functionality in their PeopleSoft Applications
3) Leaders in the user community
4) Willing and able to participate in face to face CAB meetings (1-2 times per year) and conference calls as needed
5) Sharing what they have done with the user community through conference presentations or web casts
Does your organization have a history of rapidly adopting new PeopleSoft technology? Are you working on your plan to implement Fluid UI and reap the rewards? Has PTF become a key part of your testing strategy? Have Engineered Systems changed what you do with PeopleSoft? Are you rolling out enhancements via Selective Adoption? Do you consistently evaluate new functionality and look for ways for your business to benefit from it? If you are one of the people we’re looking for and would like to be considered for the PeopleTools Customer Advisory Board, please contact firstname.lastname@example.org to receive an application where you can share the criteria that set you apart from other customers.
I have just finished my presentation on the smaller new features of Oracle Application Express 5.0 here at the APEX Connect conference in Düsseldorf ... it was a blast :).
You can download the slides and the sample application here:
But how do PaaS and IoT work together? Is there a user experience (UX) dimension? And, what should Oracle Applications Cloud partners be thinking about for SaaS?
The IoT train is arriving at your platform. Prepare to board.
PaaS and IoT
The PaaS business proposition might be summarized as "Bring Your Code" to a very productive way to innovate and build custom app and integrations. IoT relies on ubiquitous connectivity across devices of all sorts, with the “things” exchanging bits of data along the way.
Platform as a Service offers awesome ideas for rapidly innovating, developing, and deploying scalable applications.
"These 'things' don’t need UIs. For PaaS, all they need is a web API", says Mark. “Developers need to think about how IoT devices talk to SaaS applications using APIs and about what kind of PaaS infrastructure is needed to support building these kind of solutions."
"Oracle is up there, with an IoT platform to simplify building IoT solutions. Developers now need now to adopt an approach of not writing UIs, but writing UI services: APIs are part of the Cloud UX toolkit."IoT in the Enterprise: Connecting the Data
To illustrate what all this might mean for customer solutions, let's assume we have a use case to track items across a supply chain using the cloud.
IoT is all about the data. Using IoT we can gather the data unobtrusively and in a deeply contextual way using devices across the IoT spectrum: beacons, proximity sensors, wearable tech of all sorts, drones, and so on. We can detect where the item is in the supply chain, when it’s expected at its destination, who will receive it, when it arrives, and so on. The item’s digital signature in the Internet of Things becomes data in the cloud.
There are lots of other rich possibilities for PaaS and IoT. Check out this Forbes OracleVoice article, for example.
PaaS for SaaS and IoT
PaaS with SaaS is also a perfect combination to rapidly innovate and keep pace in a fast-moving, competitive space of cloud applications solutions.
SaaS is not done in a vacuum in the enterprise world of integrations, and is an innovation accelerator in its own right, but with PaaS and IoT added into the technology mix, we have an alignment of technology stars that are a solution provider’s dream.
We can use APIs to integrate IoT data in our supply chain example, but we can also use PaaS to build a bespoke app with a dashboard UI for an inventory administrator to correct any outliers or integrate our supply chain with a freight company’s system. For SaaS, we can now also integrate the data with, say, Oracle ERP Cloud, using the Oracle Java Cloud Service SaaS Extension (JCS-SX).
APIs as UX Design
Where does this leave UX? UX takes on increased power as a key differentiator for partners in the PaaS, SaaS, and IoT space. The UX mix of science and empathy makes the complications of all that technology and the machinations of enterprise business processes fade away for users in a delightful way and deliver ROI for customer decision makers.
Developers: Pivot and learn to ♥ APIs. At the heart of the Cloud UX toolkit to win business.
So, the user experience for a task flow build using API connectivity must still be designed to be compelling and to provide value. And, when UIs are required, they must still be designed in an optimal way, reflecting the UX mobility strategy, even if that means making the UI invisible to users.
For example, going back to our use case, we would glance at a notification on a smartwatch letting us know that our item has entered the supply chain or that it’s been received. The data comes from contextual sensors and is communicated in a convenient, micro-transactional way on our wrists.
Oracle Partner UX Enablement
Web APIs are the new Cloud UX for connecting data and devices. That APIs are UX design is not really a new idea, but what is emerging now are new business opportunities for partners who exploring are PaaS, SaaS, and IoT innovation.
Be sure of one thing: The Oracle Applications User Experience team takes a strategic view of Cloud UX enablement for partners. Whether it is PaaS, SaaS, or IoT, our enablement is there to help you take your business to a higher level.
For partners who say "Bring It On", you know where to find us and what our enablement requirements are.
Monopolies may have the luxury of getting distracted. If you were a Microsoft in the 1990s, you could force computer manufacturers to pay you a MS-DOS royalty for every computer they sold, irrespective of whether the computer had a Microsoft operating system installed on it or not. You dared not go against Microsoft, because if you did, it could snuff you out – “cut off the oxygen supply”, to put it more evocatively. But if you are a monopoly, you do have to keep one eye on the regulator, which distracts you. If you are not a monopoly, you have to keep one eye on the competition (despite what Amazon may keep saying to the contrary, that they “just ignore the competition”).
Few companies exist in a competitive vacuum. In Flipkart’s case, the competition is Amazon – make no mistake about it. Yes, there is SnapDeal, eBay India, and even HomeShop18; but the numbers speak for themselves. Flipkart has pulled ahead of the pack. As long as Amazon had not entered the Indian market, Flipkart’s rise was more or less certain, thanks to its sharp focus on expanding its offerings, honing its supply-chain, and successfully raising enough capital to not have to worry about its bottom-line while it furiously expanded. Amazon India made a quiet entry on the fifth of June 2013, with two categories – books, Movies & TV shows, but followed up with a very splashy blitz two months later in August (it offered 66% discounts on many books to mark India’s 66 years of Indian independence – I should know, I binge-bought about twenty books!). A little more than a year later, in September 2014, Amazon turned the screws even more when its iconic founder-CEO, Jeff Bezos, visited India. In a very showy display that earned it a ton of free advertising, Bezos wore a sherwani and got himself photographed swinging from an Indian truck, met Narendra Modi, the Indian Prime Minister, and reiterated Amazon’s commitment and confidence in the Indian market - all this without ever taking Flipkart’s name. It didn’t help Flipkart that on July 30th 2014, Amazon India had announced an additional $2 billion investment in India. It didn’t hurt Amazon either that it timed the press release exactly one day after Flipkart closed $1 billion in funding - this was entirely in Amazon’s way of jiu jitsu-ing its competitors (so much for “ignoring the competition”). Flipkart on its part ran into yet more needless problems with its much-touted “Big Billion” sale that was mercilessly ambushed by competitors, and which resulted in its founders having to tender an apology for several glitches its customers faced during the sale. Then there were questions on just how much money it actually made from the event, which I analyzed.
Flipkart seemed to be getting distracted.
When facing a charged-up Michael Holding, you cannot afford to let your guard down, even if you are batting on 91. Ask the legendary Sunil Gavaskar. Amazon is the Michael Holding of competitors. Ask Marc Lore, the founder of Jet, “which is planning to launch a sort of online Costco later this spring with 10 million discounted products”. Marc who? He is the co-founder of Quidsi. Quidsi who? Quidsi is (was) the company behind the website Diapers.com, and which was acquired by Amazon. Therein lies a tale.
Diapers.com was the website of Quidsi, a New Jersey start-up founded in 2005 by Marc Lore and Vinit Bharara to solve a very real problem: children running through diapers at a crazy pace, and “dragging screaming children to the store is a well-known parental hassle.” What made selling diapers online unviable for retailers was the cost involved in “shipping big, bulky, low-margin products like jumbo packs of Huggies Snug and Dry to people’s front doors.” Diapers.com solved the problem by using “software to match every order with the smallest possible shipping box, minimizing excess weight and thus reducing the per-order shipping cost.” Within a few years, it grew from zero to over $300 million in annual sales. It was only when VC firms, including Accel Partners, pumped in $50 million that Amazon and Jeff Bezos started to pay attention. Sometime in 2009, Amazon started to drop prices on diapers and other baby products by up to 30 percent. Quidsi (the company behind Diapers.com) lowered prices – as an experiment – only to watch Amazon’s website change prices accordingly. Quidsi fared well under Amazon’s assault, “at least at first.” However, growth slowed. “Investors were reluctant to furnish Quidsi with additional capital, and the company was not yet mature enough for an IPO.” Quidsi and WalMart vice chairman (and head of WalMart.com) Eduardo Castro-Wright spoke, but Quidsi’s asking price of $900 million more than what WalMart was willing to pay. Even as Lore and Bharara travelled to Seattle to meet with Amazon for a possible deal, Amazon launched Amazon Mom – literally while the two were in the air and therefore unreachable by a frantic Quidsi staff! “Quidsi executives took what they knew about shipping rates, factored in Procter and Gamble’s wholesale prices, and calculated that Amazon was on track to lose $100 million over three months in the diapers category alone.” Amazon offered $580 million. WalMart upped its offer to $600 million – this offer was revealed to Amazon, because of the conditions in the preliminary term sheet that required Quidsi “to turn over information about any subsequent offers.” When Amazon executives learned of this offer, “they ratcheted up the pressure even further, threatening the Quidsi founders that “sensei,” being such a furious competitor, would drive diaper prices to zero if they went with Walmart.” Quidsi folded, sold to Amazon, and the deal was announced on November 8, 2010. Marc Lore continued with Amazon for two years after that – most likely the result of a typical retention and no-compete clause in such acquisitions.
The tale of Quidsi is one cautionary tale for any company going head-to-head with Amazon. For more details on the fascinating history of Amazon, I would recommend Brad Stone’s book, “The Everything Store: Jeff Bezos and the Age of Amazon” – from which I have adapted the example of Diapers.com above. You can read another report here. I suspect you may well find some copies of the book lying around in Flipkart’s Bengaluru offices!
In their evolution and growth as an online retailer, Flipkart has adopted and emulated several of Amazon’s successful features. Arguably the most successful innovation from Amazon has been to reduce, or entirely eliminate in some cases, the friction of ordering goods from their website. The pace and extent of innovation is quite breath-taking. A brief overview will help illustrate the point.
Amazon used to charge for every order placed in addition to a handling charge per item (typically 99 cents). In 2002, it launched “Free Super Saver Shipping on qualifying orders over $49” as a test. After seeing the results, it lowered this threshold to $25. For over ten years that price held, till 2013, when it raised this minimum to $35. Not content with this, to lure in that segment of customers who wanted to order even a single item, and have it delivered in two days or less, Amazon launched a new express shipping option – Amazon Prime – where “for a flat membership fee of $79 per year, members get unlimited, express two-day shipping for free, with no minimum purchase requirement.” This proved to be a blockbuster hit for Amazon, and the company piled on goodies to this program – Amazon Instant Video, an “instant streaming of selected movies and TV shows” at no additional cost. That same year it launched “Library Lending for Kindle Books”, which allowed customers to “to borrow Kindle books from over 11,000 local libraries to read on Kindle and free Kindle reading apps”, with no due date, and added that to the Prime program, at no extra cost. In 2011 it launched “Subscribe & Save” – that let customers order certain items on a regular basis at a discounted price – basically you had to select the frequency, and the item would be delivered every month/quarter without your having to re-order it. Amazon launched “Kindle Matchbook”, where, “For thousands of qualifying books, your past, present, and future print-edition purchases now allow you to buy the Kindle edition for $2.99 or less.” Similarly, its “AutoRip” program allowed customers to receive free MP3 format versions of CDs they had purchased from Amazon (since 1998), and which was extended to Vinyl Records.
If all this was not enough, in 2015 Amazon launched a physical button called Dash Button – on April 1st, no less – that would let customers order an item of their selection with one press of the button. It could be their favourite detergent, dog food, paper towels, diapers – an expanding selection. You could stick that button anywhere – your refrigerator, car dashboard, anywhere. It was indeed so outlandish that many thought it was an April Fool’s gimmick.
Amazon has been relentless in eliminating friction between the customer and the buying process on Amazon on the one hand, and on squeezing out its competitors with a relentless, ruthless pressure on the other. It manages to do all this while topping customer satisfaction surveys, year after year.
Flipkart has certainly not been caught flat-footed. It’s been busy introducing several similar programs. It began with free shipping, then raised the minimum to ?100, then ?200, and eventually ?500. Somewhere in between, it modified that to exclude books fulfilled by WS Retail (which was co-founded by Flipkart founders and which accounts for more than three-fourths of all products sold on Flipkart) from that minimum. In May 2014, it launched Flipkart First, an Amazon Prime-like membership program that entitled customers to free “in-a-day” shipping for an annual fees of ?500. It also tied up with Mumbai’s famed “dabbawalas” to solve the last-mile connectivity problem for deliveries.
Flipkart’s foray into digital music however was less than successful. It shuttered its online music store, Flyte, in June 2013, a little over a year after launching it. Some speculated it was unable to compete with free offerings like Saavn, Gaana, etc… and was unable to meet the annual minimum guarantees it had signed up with music labels for. Whether it really needed to pull the plug so soon is debatable – for all purposes it may have signalled weakness to the world. Competitors watch these developments very, very closely. Its e-book business has been around for a little over two years, but is not clear how much traction they have in the market. With the launch of Amazon Kindle in India, Flipkart will see it being squeezed even more. The history of the ebook market is not a happy tale – if you are not Amazon or the customer.
The market for instant-gratification refuses to stand still. Amazon upped the ante by launching Amazon Prime Now in December 2014. Prime program customers were guaranteed one-hour delivery on tens of thousands of items for $7.99 (two-hour delivery was free). This program was launched in Manhattan, and rapidly expanded to half a dozen cities in the US by April 2015. Closer to home, in India, it launched KiranaNow in March 2015, in Bangalore, promising delivery of groceries and related items in four hours.
More than anything else, the online retail world is a race to eliminate friction from the buying process, to accelerate and enable buying decisions – as frequently as possible, and to provide instant gratification through instant delivery (in the case of e-books or streaming music or video) or one-hour deliveries. Flipkart may well be the incumbent and the player to beat in the Indian market, but Amazon brings with it close to two decades of experience – experience of battling it out in conditions that are very similar to the Indian market in several respects. More ominously, for Flipkart, Amazon has won many more battles than it has lost. Distraction can prove to be a fatal attraction and affliction.
 This is described in James Wallace’s book, “Overdrive: Bill Gates and the Race to Control Cyberspace”, http://www.amazon.in/gp/product/B00J348MXG/ref=as_li_tl?ie=UTF8&camp=3626&creative=24822&creativeASIN=B00J348MXG&linkCode=as2&tag=abhisblog-21&linkId=XIHAIBIQ3H6L6NMH
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Perhaps your experience is different, but I have yet to see a service integration for enterprise software that works reliably out-of-the-box. Pick your vendor: Oracle, Workday, Amazon, Microsoft, Salesforce, Infor...it just doesn't happen. There are too many variations amongst various customer applications. And, in all honesty, enterprise software vendors just don't seem to be all that good at writing packaged integrations. That's part of the reason we see integration as a service players like MuleSoft and Boomi making a play in the market. It is also why so many technology companies offer integration implementation services. We're still a far cry from easy, packaged integration.
After spending years in the enterprise software market, I'm firmly convinced that everyone has loads of "dirty data". Records that poorly model transactions, inconsistent relationships between records, custom data objects that have worked around business rules intended for data governance. Every closet has a skeleton. The most successful SaaS implementations I've seen either summarize all those records into opening entries for the new system or junk customer data history altogether. Both these approaches work in the financial applications, but not so well in HCM or Marketing. Until we can figure out automated ways to take figurative steaming piles of waste and transform them into beautiful, fragrant rose beds of clean data, SaaS will continue to be a challenging transition for most enterprise software customers.
Fear of Losing Control
Certain customer departments are resistant to SaaS, mostly out of a fear of losing control. Some is borne of a genuine concern over data security. Some is over fear of losing job security.
For those concerned over data security, consider that data security is critical for SaaS vendors. Without the ability to secure data, they're out of business. It's a core function for them. So they hire armies of the best and brightest security people. And they invest heavily in security systems. And most customers can't match that, either in terms of talent or systems. Result: the SaaS vendors provide security solutions that are simply out of the reach of enterprise software customers. There is a greater risk in keeping your data in-house than in utilizing a SaaS vendor to protect your data.
For those fearing the loss of job security, they're correct...unless they're willing to change. The skills of maintaining large back-office enterprise software systems just don't apply in a SaaS world (unless you're working for a SaaS vendor). I'd lump database administrators and database developers into this category. However, there are new opportunities for those skills...developing and maintaining software that enables strategic in-house initiatives. There are also opportunities to extend SaaS applications to support unique in-house needs. Both scenarios require a change - working more closely with business as a partner rather than as a technology custodian.
Overcoming the fear of losing control will require significant in advocacy and evangelism...most customers need information, training, and assurance in overcoming these fears. But we can't really say that SaaS is "there" until we see a significant turn in perceptions here.
So there you have it. Is SaaS up-and-coming? Absolutely. Is the SaaS market transitioning to a mainstream, mature marketplace? No...lots of maturing needed in the areas of integration, data state, and fear of losing control before we can get there.
As always, your thoughts are welcome in the comments...
PeopleSoft is moving more of it's communication and collateral to the web. Instead of publishing documents in file format, we'll be posting most of our collateral on various web sites like My Oracle Support (MOS) and the PeopleSoft Info Center.
As an example of this practice, instead of publishing a Release Value Proposition as a document file, we are posting that type of information on MOS. Visit the Technology tab to view the planned features for the next release of PeopleTools. This includes the PeopleTools overall roadmap, as well as descriptions of upcoming features and capabilities planned for the next release. You'll read about our plans for the User Expience, Development Tools, Infrastructure, Reporting and Analytic Tools, and Life-cycle Management Tools. There is also a page covering the PeopleSoft Interaction Hub, which provides a roadmap as well as descriptions of upcoming features for the next image.
This move enables us to provide information faster and update it more frequently. Information will be fresher. Look for more postings like this in the near future for many types of collateral formerly published in file format.
One of the new features introduced in 220.127.116.11.0 is WebCenter Content (WCC) Server as a delivery channel. Prior to this release, we could manage delivery to WCC (formerly UCM) server using webDAV as explained by Tim in his blog "BI Publisher and WebDAV... done!". However, there were few restrictions
- No way to include standard or custom metadata. Therefore, there was no description for the documents submitted and searching these documents in WCC was not convenient.
- WebDAV uses folders to store the document and access to these folders have to be pre-configured by WCC Administrator. User can not select security group or account at the time of scheduling.
Moreover, with WCC as delivery channel you have the ability to use idc(s), http(s) and JAX-WS protocols. Refer to the documentation on RIDC protocols for more details on these protocols.
We have now videos in BI Publisher Youtube Channel to demonstrate how BI Publisher integration with WCC works. The videos are split in two parts: Part 1 (Title: BIPublisherWCC Part1) covers an overview and explains some of the WCC concepts, while Part 2 (Title: BIPublisherWCC Part2) walks you through all the steps necessary to make the integration work.
You can find additional details in the documentation guide. Navigate to the Books link and check the Administrators Guide for setting up delivery destinations and the Data Modeling Guide for Custom Metadata & Bursting related information.
I am sure you will find this new feature very easy to configure and very useful for maintaining documents in WCC. Have a nice day !!
Recently I was involved in an Oracle Adaptive Case Management (ACM) project. Although some people involved knew about case management in general, it turned out that not everyone immediately understood how case management works with Oracle ACM. As you may be one of them, I will walk you through some of the concepts, using a format that differs from what I have seen so far, and seemed to work well for my audience.
I will not discuss the more general concept of case management. There are sufficient other references that probably do a better job than I could (for example Case Management Model and Notation, or CMMN for short, as defined by the Object Management Group ). For this article I will restrict myself to explaining that, unlike a "normal" BPMN process, case management supports a much more flexible "flow" of a process, for example supporting paths (flows) that were not thought of before, activity types that were not identified before, as well as stakeholders that were not known yet during the initial design. The "A" of Adaptive in ACM refers to the fact that some of this behavior can be configured run-time (after the system is out of development).
A typical example used in the context of case management is a complaints management process. Depending on the nature of the complaint, such a process can go back and forth a couple of times when more information about the complaint becomes available, coming from the filer or after consultations of experts that were not yet recognized.
Case Life Cycle
The first concept to discuss is that of a Case Life Cycle. A case can have the state open, suspended and closed. Unlike a BPMN process, after being closed a case can be reopened again (if required).
Mile StonesThe second concept is that of Milestones. In real life, you probably are used to defining 1 single milestone for every phase or "stage" (as it is called in CMMN) of a case, marking a significant result reached at the end of the it. With case management there may be milestones that are not always applicable, and therefore one should be able to skip them, or even close them halfway. It may also be necessary to revoke a previously reached milestone.
For Oracle ACM it therefore typically works best to identify the beginning and end of a stage as a milestone. So instead of defining 1 milestone "Complaint Evaulated" you define 2 milestones "Complaint Evaluation Started" and "Complaint Evaluation Ended". With Oracle ACM one can flag a milestone as being reached at any point during the stage.
Especially unpredictable behavior concerning the way milestones are reaches, it something that is very hard to model in BPMN.
As a third concept there are the Activities to discuss. From the perspective of the case, an activity is an atomic step that happens within a stage (in CMMN this is called a "task"). Normally, during its execution the case manager is not interested in the way the activity is executed, only in the result. Think for example about the consultation of an external expert: the only thing the complaints manager should be interested in, is the expert's report.
Within a stage an activity can be mandatory (Activity 1), for example the Initial Complaints Assessment, or optional (Activity 5), for example Request Info from Filer. Some activities may happen more than once within a stage (Activity 4), for example Request Expert Input. An activity may also apply to more than one stage (Activity 3), for example Update Complaints Manager. Activities may be sequential (Activity 1 and 2) or parallel (Activity 3 is parallel with 1 and 2). There can also be ad-hoc activities, like for example notifying some external party that turns out to be a stakeholder of the complaint.
As I will explain in the next article, an activity can be anything from a simple human task to perform, to a complete and even complex business process of its own.
The fourth and last concept that I would like to discuss in this article, is that of Stakeholders. In real life a stakeholder is anyone that has some interest in the case, but may not always be involved as a case worker (someone doing something for the case) or case reviewer.
In Oracle ACM however, you are only interested in stakeholders that are case workers or case reviewers (very similar to the CMMN notion of case workers, except for that CMMN does not recognize case reviewers). As I will explain later, with Oracle ACM there can still be people that play a part in case while not being defined as a stakeholder.
About a month ago, I left my position at Accenture Enkitec Group. I had a couple of ideas as to what I wanted to do next, but nothing was 100% solid. After considering a couple of different options, I'm happy to announce that together with Doug Gault & Tim St. Hilaire, we're re-launching Sumner Technologies.
Much like last time, the focus will be on Oracle APEX; but we’re going to refine that focus a little bit. In addition to traditional consulting, we’re going to focus more on higher-level services, such as security reviews and APEX health checks, as well as produce a library of on-demand training content. APEX has matured tremendously over the past few years, and we feel that these services will complement the needs of the marketplace.
It’s exciting to be starting things over, so to speak. Lots will be the same, but even more will be different. There’s a lot of work to be done (yes, I know the site is not in APEX - yet), but we’re excited at the potential of what we’re going to offer APEX customers, as the APEX marketplace is not only more mature, but it’s also grown and will continue to do so.
Sarahi Mireles (@sarahimireles), User Experience Developer on the Oracle Applications User Experience Communications and Outreach team, shares her exciting experience and thoughts about SmashingConf in Los Angeles.
The views were amazing, the people were fun, and the conference was even more exciting than I expected.
More than 300 people, including front-end developers, designers, and user experience (UX) experts attended, all eager to hear what 15 different speakers had to say about user experience, design tactics, performance optimization, responsive design, the future of the web, and other interesting topics.
The conference started with a really cool opening in 3D (glasses included) and a talk from Steve Souders (@souders) about design and performance and what happens when designers and developers don't work together. It might look a little like the image below:
User experience is not only about design; it is also about performance. And actually, speed is the key reason why most people decide to either keep looking at a website or to close their browser window. As Patty Toland (@pattytoland) said in her talk, “How we define and deliver: responsive design": "Your analytics won't tell you who left your site before it showed up. If you have never considered performance before, it may be a good time to start thinking of it.”
One of my biggest takeaways from the conference is that user experience has everything to do about the guy sitting in the chair designing the experience. Samantha Warren (@samanthatoy) sums up my thoughts nicely: “As UX designers, or UX developers we have to think like a guerrilla: flexible, fast and persistent. Do the work you love with the tools you know. There's not an absolute way or tool to get something done.”
Those are just a few of the things that I loved the most from the amazing web wisdom in the room.
You’ll see how some of the things I learned at SmashingConf will help make your experience using the Oracle Usable Apps website even faster and more responsive in the future. And, if you’re a developer, stay tuned to hear about how we integrate better performance, responsive design, and UX across our online presence.
Again it's obvious that the Temp Table Transformation can have significant impact on the single table cardinality estimates.In particular:- Although the same filter is applied in both cases to the rowsources A and B, in case of the Temp Table Transformation it doesn't reduce the cardinality. So it's not uncommon to end up with significant cardinality overestimates in case the transformation gets used- For Exadata environments particularly bad is that the filter isn't pushed into the TABLE ACCESS FULL operator, but only applied in the VIEW operator above, which means that it can't be offloaded - all the data needs to be sent from the Storage Cells to the Compute Nodes and filtered there. Not a very efficient way to operate on ExadataThe behaviour is still the same in 12c.
explain plan for
cte as (
select /* inline */ id from t1 t
where 1 = 1
*/ * from cte a, cte b
where a.id = b.id
and a.id > 990 and b.id > 990
-- 11.2.0.x Plan with TEMP transformation
| Id | Operation | Name | Rows | Bytes |
| 0 | SELECT STATEMENT | | 1000 | 26000 |
| 1 | TEMP TABLE TRANSFORMATION | | | |
| 2 | LOAD AS SELECT | SYS_TEMP_0FD9D661C_275FD9 | | |
| 3 | TABLE ACCESS FULL | T1 | 1000 | 4000 |
|* 4 | HASH JOIN | | 1000 | 26000 |
|* 5 | VIEW | | 1000 | 13000 |
| 6 | TABLE ACCESS FULL | SYS_TEMP_0FD9D661C_275FD9 | 1000 | 4000 |
|* 7 | VIEW | | 1000 | 13000 |
| 8 | TABLE ACCESS FULL | SYS_TEMP_0FD9D661C_275FD9 | 1000 | 4000 |
Predicate Information (identified by operation id):
4 - access("A"."ID"="B"."ID")
5 - filter("A"."ID">990)
7 - filter("B"."ID">990)
-- 11.2.0.x Plan with INLINE hint
| Id | Operation | Name | Rows | Bytes |
| 0 | SELECT STATEMENT | | 10 | 260 |
|* 1 | HASH JOIN | | 10 | 260 |
| 2 | VIEW | | 10 | 130 |
|* 3 | TABLE ACCESS FULL| T1 | 10 | 40 |
| 4 | VIEW | | 10 | 130 |
|* 5 | TABLE ACCESS FULL| T1 | 10 | 40 |
Predicate Information (identified by operation id):
1 - access("A"."ID"="B"."ID")
3 - filter("ID">990)
5 - filter("ID">990)