Planning on Upgrading to JDE E1 v9 from World or another JDE Release in a multi-company, multi currency environment including using BI Publisher?
Learn what worked - what didn't and what we would do next time!
DevOps, Databases and The Phoenix Project UGF4042 from OOW14Kyle Hailey
This document discusses using a virtual data platform to address data constraints in IT. It begins by explaining how data flooding infrastructure strains IT resources and costs companies huge sums. Most companies are unaware of these data costs. The solution presented is a virtual data appliance that can clone database environments from snapshots to provision dev/test environments quickly without consuming large amounts of physical storage. Key benefits outlined include unlimited, full-sized, self-service database environments for development and QA teams as well as fast rollback capabilities and A/B testing for QA.
Continuous Delivery seeks to deliver increased Business Agility by releasing smaller releases more frequently. For a development team, this may mean shorter sprints or a switch to Kanban. But what about the PMO, testing teams, and release management? To truly leverage Continuous Delivery, enterprises must consider impacts that span functional silos.
Read more at: http://www.urbancode.com/html/resources/webinars/
The world of IT is shifting rapidly towards DevOps with analysts predicting the majority of companies will adopt DevOps practices in the next few years. In fact, in a recent study on DevOps by International Data Corp. (IDC), they believe that DevOps will be adopted (in either practice or discipline) by 80% of Global 1000 organizations by 2019!
Forming a DevOps team seems like a natural step, but the idea of creating a dedicated DevOps team has ignited anger in the community. Why? What's the concern? Is a DevOps team evil? Completely necessary? A necessary Evil?
Join IBM UrbanCode's Eric Minick to learn the pitfalls of creating bad DevOps teams, and successful approaches of good ones. Along the way, we’ll explore other heresies such as using tools to change culture.
The Phoenix Project DevOps Simulation - Paul WilkinsonPink Elephant
ncorporating DevOps – The Phoenix Project Simulation
Businesses are demanding ever shorter release cycles for new applications. Traditionally ‘Operations’ is seen as a barrier with lengthy bureaucratic controls and delays in provisioning production systems. DevOps is a growing movement for shortening development and deployment and integrating Development and Operations. However, this requires a mind-set shift, new behaviours and a cultural shift in both Development and Operations. Traditionally suspicious of each other, they must now work closely together. Yet many companies are struggling to adopt and deploy DevOps and how to change the culture.
The “Phoenix Project” Simulation game is based upon The Phoenix Project. Parts Unlimited is in trouble. Newspaper reports reveal the poor financial performance of the organisation. The only way forward to not only save the company but to make it competitive and profitable is “The Phoenix Project” which represents an IT enabled business transformation, with Retail Operations as the business owner of this project. The VP of IT Operations is asked to take the lead of the IT department and ensure that “The Phoenix Project” will be a success. But the VP of IT Operations is facing a tremendous amount of work. A huge backlog of issues, features and projects. Are you up for the challenge…?
dev@InterConnect workshop - Lean and DevOpsSanjeev Sharma
The document discusses how adopting DevOps practices can improve efficiency and effectiveness in software delivery. It argues that focusing on the delivery of valuable product features rather than non-value adding processes can minimize waste. Specifically, it recommends shifting testing activities left in the development cycle to reduce unnecessary rework later on through earlier feedback on integration and system behaviors. Adopting practices like continuous delivery and automation can further help optimize the delivery pipeline and improve productivity.
Scaling Autonomy in a FinTech Unicorn - WeAreDevelopers 2019Alvar Lumberg
TransferWise has grown from 10 to 300 product engineers in 6 years. When building a new product, nobody has the answers. Scaling decision-making is all-important. This talk explores some key tenets and painful learnings of product engineering in autonomous teams.
DevOps 101 provides an overview of DevOps concepts and adoption in the enterprise. It discusses why DevOps is important to accelerate software delivery, improve quality, and increase collaboration between development and operations. The document outlines key aspects of adopting DevOps, including focusing on people, processes, and technologies. It also provides an overview of IBM's DevOps solution to help organizations continuously deliver innovation through improved software development and delivery.
DevOps, Databases and The Phoenix Project UGF4042 from OOW14Kyle Hailey
This document discusses using a virtual data platform to address data constraints in IT. It begins by explaining how data flooding infrastructure strains IT resources and costs companies huge sums. Most companies are unaware of these data costs. The solution presented is a virtual data appliance that can clone database environments from snapshots to provision dev/test environments quickly without consuming large amounts of physical storage. Key benefits outlined include unlimited, full-sized, self-service database environments for development and QA teams as well as fast rollback capabilities and A/B testing for QA.
Continuous Delivery seeks to deliver increased Business Agility by releasing smaller releases more frequently. For a development team, this may mean shorter sprints or a switch to Kanban. But what about the PMO, testing teams, and release management? To truly leverage Continuous Delivery, enterprises must consider impacts that span functional silos.
Read more at: http://www.urbancode.com/html/resources/webinars/
The world of IT is shifting rapidly towards DevOps with analysts predicting the majority of companies will adopt DevOps practices in the next few years. In fact, in a recent study on DevOps by International Data Corp. (IDC), they believe that DevOps will be adopted (in either practice or discipline) by 80% of Global 1000 organizations by 2019!
Forming a DevOps team seems like a natural step, but the idea of creating a dedicated DevOps team has ignited anger in the community. Why? What's the concern? Is a DevOps team evil? Completely necessary? A necessary Evil?
Join IBM UrbanCode's Eric Minick to learn the pitfalls of creating bad DevOps teams, and successful approaches of good ones. Along the way, we’ll explore other heresies such as using tools to change culture.
The Phoenix Project DevOps Simulation - Paul WilkinsonPink Elephant
ncorporating DevOps – The Phoenix Project Simulation
Businesses are demanding ever shorter release cycles for new applications. Traditionally ‘Operations’ is seen as a barrier with lengthy bureaucratic controls and delays in provisioning production systems. DevOps is a growing movement for shortening development and deployment and integrating Development and Operations. However, this requires a mind-set shift, new behaviours and a cultural shift in both Development and Operations. Traditionally suspicious of each other, they must now work closely together. Yet many companies are struggling to adopt and deploy DevOps and how to change the culture.
The “Phoenix Project” Simulation game is based upon The Phoenix Project. Parts Unlimited is in trouble. Newspaper reports reveal the poor financial performance of the organisation. The only way forward to not only save the company but to make it competitive and profitable is “The Phoenix Project” which represents an IT enabled business transformation, with Retail Operations as the business owner of this project. The VP of IT Operations is asked to take the lead of the IT department and ensure that “The Phoenix Project” will be a success. But the VP of IT Operations is facing a tremendous amount of work. A huge backlog of issues, features and projects. Are you up for the challenge…?
dev@InterConnect workshop - Lean and DevOpsSanjeev Sharma
The document discusses how adopting DevOps practices can improve efficiency and effectiveness in software delivery. It argues that focusing on the delivery of valuable product features rather than non-value adding processes can minimize waste. Specifically, it recommends shifting testing activities left in the development cycle to reduce unnecessary rework later on through earlier feedback on integration and system behaviors. Adopting practices like continuous delivery and automation can further help optimize the delivery pipeline and improve productivity.
Scaling Autonomy in a FinTech Unicorn - WeAreDevelopers 2019Alvar Lumberg
TransferWise has grown from 10 to 300 product engineers in 6 years. When building a new product, nobody has the answers. Scaling decision-making is all-important. This talk explores some key tenets and painful learnings of product engineering in autonomous teams.
DevOps 101 provides an overview of DevOps concepts and adoption in the enterprise. It discusses why DevOps is important to accelerate software delivery, improve quality, and increase collaboration between development and operations. The document outlines key aspects of adopting DevOps, including focusing on people, processes, and technologies. It also provides an overview of IBM's DevOps solution to help organizations continuously deliver innovation through improved software development and delivery.
To grow their business, companies need to securely deliver data globally with extreme speed while ensuring governance, compliance and service level agreements. This requires automating the application delivery pipeline so that applications can be delivered and updated frequently while maintaining performance. A hybrid cloud environment is necessary to provide both on-premise and cloud-based options. IBM offers several products to help companies achieve this, including Cloud Orchestrator, Cloud Manager, UrbanCode Deploy, BlueMix, MobileFirst Platform, and Aspera for hybrid cloud capabilities.
Learn fast to build fast, Le Monde case study by Ismaël Hery - Lean IT Summit...Institut Lean France
Why maximizing learning helps teams develop software faster? Ismaël Hery shares his recent successes. A new software product development project may be considered as “done” when the users are satisfied and when the cost of operations is known and under control (aka “product market fit” in Eric Ries terminology). How to get to that point as fast as possible considering the risky and diverse activities of design and user experience, software development and operation in production? Based on stories from recent new software products developed at Le Monde, it appears that spreading and leveling learning on the various project activities from the first day on, helps getting to that point faster. More Lean IT case study on www.lean-it-summit.com
Agile at Salesforce From theory to practice, how to be agile at scaleSalesforce Engineering
Talk given by Pitch Chevalier, Director of SW Engineering, Search, at Salesforce, at Agile Grenoble 2015.
The story of Agile at Salesforce started in 2006 when the engineering teams were facing several blockers, delays and quality issues. The adoption of an agile methodology inspired by scrum, common to all teams, backed by senior management, lead to having shorter and predictable development cycles with three releases per year, deployed to all customers. The approach had a big focus on initiative and autonomy giving teams all latitude. It was key to the adoption and the agile transformation.
In order to support this new organization based on a large number of small teams, working independently, distributed across sites and different locations, a set of common agile tools was being deployed allowing teams to manage their projects, their delivery artifacts and more important to collaborate seamlessly.
This talk starts with a high-level description of the ADM (Agile Development Methodology), lessons learned and issues to overcome. It might even point to new issues that remain to be addressed. The second part of the presentation showcases the Salesforce Agile Accelerator, that can also be used by our customers.
This document discusses Pivotal Labs' approach to agile software development. It emphasizes predictability through practices like pairing, short iterations, test-driven development, and continuous integration. The goal is to allow teams to continuously build software at a consistent rate even as requirements change. A typical day involves breakfast, standup meetings, pairing sessions between developers, testing throughout development, and core hours to ensure collaboration.
DevOps adoption can be bottom-up or top-down, but requires buy-in from management and alignment with business goals. The document describes strategies for implementing DevOps practices aligned to business objectives, including focusing on culture, automation, measurement, and sharing. DevOps stresses communication and collaboration between software developers and IT operations to accelerate delivery of quality software through practices like continuous integration, delivery, and deployment.
This document provides 10 tips for taking control of software delivery through DevOps practices before it is too late. The tips include over-communicating your DevOps plan, defining the pace of your applications, killing dependencies at all costs, not creating new "legacy" applications, and setting a high bar for new initiatives. An example project is used to illustrate how good DevOps intentions can deteriorate over time due to project pressures. Ensuring your methodology encourages DevOps is emphasized to avoid creating new legacy applications.
The document discusses lean tools like value stream mapping and Kanban. It provides examples of using value stream mapping to visualize and analyze the flow of work in a software development process and identify areas for improvement like reducing wait times. Kanban is introduced as a tool that uses visual cues and limits on work-in-progress to control flow and facilitate continuous improvement through collaborative experiments. Examples are given of using a Kanban board to visualize different scenarios and how work would flow through the process.
Continuous Delivery and DevOps in the EnterpriseEberhard Wolff
Eberhard Wolff discusses how enterprises are beginning to adopt DevOps and continuous delivery practices. He notes that while these were originally developed for startups and web companies, enterprises have different needs and challenges to address. Specifically, enterprises have more complex IT systems, separate development and operations teams with different objectives, and established organizational structures that are difficult to change. However, DevOps can help enterprises by reducing risks through automation and smaller code deployments. Wolff predicts DevOps will be adopted in enterprises similarly to how agile practices were adopted, initially facing resistance but eventually becoming mainstream.
« Training Within Software » using Dojo and Mob Programming by Bernard Notari...Institut Lean France
This is the true story of a software creation team who wanted to double its productivity. See how a PDCA-like approach led to implement Dojo and Mob programming practices, what worked and what could be improved.
Agile teams who want to increase their skills and efficiency through a standardized way of sharing knowledge amongst team members will learn a lot here. More about Lean in IT on www.lean-it-summit.com
1. Ted Carl welcomes ADP/SIS associates and congratulates them on their achievements in 2000, looking forward to additional successes in 2001.
2. The newsletter provides information on employee assistance programs, ergonomic tips, service awards, product news and updates, and client news including improvements to documentation available on SiSnet.
3. SiSnet, the company's extranet website, is using XML and other technologies to provide clients with up-to-date documentation like program field definitions and service level reports in a more efficient manner.
Why a DevOps approach is critical to achieve digital transformationAgileSparks
The Internet of Things, mobile, big data and social media have all contributed to the need for a digital transformation of the products and services that companies deliver. The main objective of DevOps is to tightly integrate development and operations to improve the velocity of launching both new and enhanced existing applications to market whilst meeting other essential criteria such as quality, security and efficiency. DevOps can be a key enabler to support the Digital Transformation journey towards the new era of a unified, consistent and channel neutral experience.
Alexis Gaches
Advisor within the DevOps Business unit, CA Technologies
CA
DOES16 London - Jonathan Smart - From Oil Tankers to SpeedboatsGene Kim
From Oil Tankers to Speedboats
Jonathan Smart, Head of Development Services, Barclays
In this talk, Jon will share the story of how Barclays, a 325 year old organisation in a heavily regulated industry, with breadth, diversity and complexity, is adopting Agile and DevOps at scale (130,000 employees in 50 countries) and at pace. Jon will share lessons from the organisational-wide transformation so far.
- How to go from oil tankers to speedboats at scale
- How to have agility, innovation and compliance to controls
- What are Agility Levels and how do they help?
- Why a holistic approach is important
Presentation used for IBM Systems Magazine Webcast: Mobile DevOps: Build and Connect on July 17, 2014
To see the recorded webcast - http://www-01.ibm.com/software/os/systemz/webcast/devops/series/
Structuring the right team for DevOps without Re-Organization. I presented this at DevOps Fusion 2015. Tips include rapid feedback loop, value stream analysis, etc.
From 1 RPM to 1,000 RPM - succeeding in a software-defined economy - Sacha La...JAXLondon_Conference
The document discusses how software development practices have evolved over time through innovations like Agile, Scrum, and continuous integration/delivery. While these improved aspects like quality and flexibility, the document argues they did not fully realize the potential of bringing development practices to the business as a whole. It advocates applying concepts like continuous delivery, automation, and fast iteration across entire businesses to better meet customer needs. The document provides steps companies can take to embrace these new approaches, starting with proofs of concept and growing iteratively. It positions software developers as ideally equipped to drive this change and its business benefits.
Salesforce Innovates Faster with Agile - You Can TooDreamforce
For years, over 400 teams at Salesforce have been using the Salesforce Platform to manage everything agile including sprints, code releases, kanban, and much more. For the first time earlier this year, Salesforce released these tools to AppExchange in a package called Salesforce Agile Accelerator_. Join us to learn how Salesforce and Pendo.io connect customers with development using Agile Accelerator. By building leveraging the Salesforce platform, Pendo will demonstrate how they have consolidated new feature work, case tracking, and bug tracking onto the Salesforce platform.
Certified Scrum trainer and author Mike Cohn shows how to succeed with agile through the ADAPT process: Awareness, Desire, Ability, Promotion and Transfer.
DOES14 - Reena Mathew and Dave Mangot - SalesforceGene Kim
Build Quality in at Scale
Bringing DevOps to the enterprise is a challenging task. Changing the culture of a large established organization brings its own unique challenges. When undergoing this kind of transformation, it’s useful not only to reach out to all parts of the enterprise but to find partners within the enterprise to advance the cause. As part of the changes at Salesforce.com, we realized pretty quickly that the professional quality engineers were very like minded with respect to the principles of DevOps. A large component of the DevOps thinking is driven by Deming’s 3rd point “Eliminate the dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.” That is exactly what our quality engineers bring to their jobs every single day and that is what has made them such a perfect partner for achieving cultural transformation in the enterprise.
Dan Dwyer of the Canadian Foundation for Healthcare Improvement (CFHI) discusses their organization's journey from an on-premise infrastructure to using Microsoft Office 365. The migration was driven by goals of operational excellence, enabling employees with mobile tools, and focusing less on IT infrastructure management. Key steps included piloting Office 365, developing a business case, migrating email and files to the cloud with OneDrive for Business, training employees on new collaboration tools like Skype for Business, and establishing new metrics to monitor performance and adoption of the new systems. The transition was completed over two years and improved accessibility, collaboration and mobility for CFHI employees.
This document provides a detailed profile and resume for Prithijit Mukherjee, including his 8 years of experience in IT projects involving roles like project lead, delivery lead, and global delivery coordinator. He has extensive experience working with JDE applications, specifically with upgrades, implementations, and support projects. The profile lists his technical skills and various projects he has worked on for clients like Cengage Learning, Toyota Tsusho America, and Ivanhoe Cambridge.
To grow their business, companies need to securely deliver data globally with extreme speed while ensuring governance, compliance and service level agreements. This requires automating the application delivery pipeline so that applications can be delivered and updated frequently while maintaining performance. A hybrid cloud environment is necessary to provide both on-premise and cloud-based options. IBM offers several products to help companies achieve this, including Cloud Orchestrator, Cloud Manager, UrbanCode Deploy, BlueMix, MobileFirst Platform, and Aspera for hybrid cloud capabilities.
Learn fast to build fast, Le Monde case study by Ismaël Hery - Lean IT Summit...Institut Lean France
Why maximizing learning helps teams develop software faster? Ismaël Hery shares his recent successes. A new software product development project may be considered as “done” when the users are satisfied and when the cost of operations is known and under control (aka “product market fit” in Eric Ries terminology). How to get to that point as fast as possible considering the risky and diverse activities of design and user experience, software development and operation in production? Based on stories from recent new software products developed at Le Monde, it appears that spreading and leveling learning on the various project activities from the first day on, helps getting to that point faster. More Lean IT case study on www.lean-it-summit.com
Agile at Salesforce From theory to practice, how to be agile at scaleSalesforce Engineering
Talk given by Pitch Chevalier, Director of SW Engineering, Search, at Salesforce, at Agile Grenoble 2015.
The story of Agile at Salesforce started in 2006 when the engineering teams were facing several blockers, delays and quality issues. The adoption of an agile methodology inspired by scrum, common to all teams, backed by senior management, lead to having shorter and predictable development cycles with three releases per year, deployed to all customers. The approach had a big focus on initiative and autonomy giving teams all latitude. It was key to the adoption and the agile transformation.
In order to support this new organization based on a large number of small teams, working independently, distributed across sites and different locations, a set of common agile tools was being deployed allowing teams to manage their projects, their delivery artifacts and more important to collaborate seamlessly.
This talk starts with a high-level description of the ADM (Agile Development Methodology), lessons learned and issues to overcome. It might even point to new issues that remain to be addressed. The second part of the presentation showcases the Salesforce Agile Accelerator, that can also be used by our customers.
This document discusses Pivotal Labs' approach to agile software development. It emphasizes predictability through practices like pairing, short iterations, test-driven development, and continuous integration. The goal is to allow teams to continuously build software at a consistent rate even as requirements change. A typical day involves breakfast, standup meetings, pairing sessions between developers, testing throughout development, and core hours to ensure collaboration.
DevOps adoption can be bottom-up or top-down, but requires buy-in from management and alignment with business goals. The document describes strategies for implementing DevOps practices aligned to business objectives, including focusing on culture, automation, measurement, and sharing. DevOps stresses communication and collaboration between software developers and IT operations to accelerate delivery of quality software through practices like continuous integration, delivery, and deployment.
This document provides 10 tips for taking control of software delivery through DevOps practices before it is too late. The tips include over-communicating your DevOps plan, defining the pace of your applications, killing dependencies at all costs, not creating new "legacy" applications, and setting a high bar for new initiatives. An example project is used to illustrate how good DevOps intentions can deteriorate over time due to project pressures. Ensuring your methodology encourages DevOps is emphasized to avoid creating new legacy applications.
The document discusses lean tools like value stream mapping and Kanban. It provides examples of using value stream mapping to visualize and analyze the flow of work in a software development process and identify areas for improvement like reducing wait times. Kanban is introduced as a tool that uses visual cues and limits on work-in-progress to control flow and facilitate continuous improvement through collaborative experiments. Examples are given of using a Kanban board to visualize different scenarios and how work would flow through the process.
Continuous Delivery and DevOps in the EnterpriseEberhard Wolff
Eberhard Wolff discusses how enterprises are beginning to adopt DevOps and continuous delivery practices. He notes that while these were originally developed for startups and web companies, enterprises have different needs and challenges to address. Specifically, enterprises have more complex IT systems, separate development and operations teams with different objectives, and established organizational structures that are difficult to change. However, DevOps can help enterprises by reducing risks through automation and smaller code deployments. Wolff predicts DevOps will be adopted in enterprises similarly to how agile practices were adopted, initially facing resistance but eventually becoming mainstream.
« Training Within Software » using Dojo and Mob Programming by Bernard Notari...Institut Lean France
This is the true story of a software creation team who wanted to double its productivity. See how a PDCA-like approach led to implement Dojo and Mob programming practices, what worked and what could be improved.
Agile teams who want to increase their skills and efficiency through a standardized way of sharing knowledge amongst team members will learn a lot here. More about Lean in IT on www.lean-it-summit.com
1. Ted Carl welcomes ADP/SIS associates and congratulates them on their achievements in 2000, looking forward to additional successes in 2001.
2. The newsletter provides information on employee assistance programs, ergonomic tips, service awards, product news and updates, and client news including improvements to documentation available on SiSnet.
3. SiSnet, the company's extranet website, is using XML and other technologies to provide clients with up-to-date documentation like program field definitions and service level reports in a more efficient manner.
Why a DevOps approach is critical to achieve digital transformationAgileSparks
The Internet of Things, mobile, big data and social media have all contributed to the need for a digital transformation of the products and services that companies deliver. The main objective of DevOps is to tightly integrate development and operations to improve the velocity of launching both new and enhanced existing applications to market whilst meeting other essential criteria such as quality, security and efficiency. DevOps can be a key enabler to support the Digital Transformation journey towards the new era of a unified, consistent and channel neutral experience.
Alexis Gaches
Advisor within the DevOps Business unit, CA Technologies
CA
DOES16 London - Jonathan Smart - From Oil Tankers to SpeedboatsGene Kim
From Oil Tankers to Speedboats
Jonathan Smart, Head of Development Services, Barclays
In this talk, Jon will share the story of how Barclays, a 325 year old organisation in a heavily regulated industry, with breadth, diversity and complexity, is adopting Agile and DevOps at scale (130,000 employees in 50 countries) and at pace. Jon will share lessons from the organisational-wide transformation so far.
- How to go from oil tankers to speedboats at scale
- How to have agility, innovation and compliance to controls
- What are Agility Levels and how do they help?
- Why a holistic approach is important
Presentation used for IBM Systems Magazine Webcast: Mobile DevOps: Build and Connect on July 17, 2014
To see the recorded webcast - http://www-01.ibm.com/software/os/systemz/webcast/devops/series/
Structuring the right team for DevOps without Re-Organization. I presented this at DevOps Fusion 2015. Tips include rapid feedback loop, value stream analysis, etc.
From 1 RPM to 1,000 RPM - succeeding in a software-defined economy - Sacha La...JAXLondon_Conference
The document discusses how software development practices have evolved over time through innovations like Agile, Scrum, and continuous integration/delivery. While these improved aspects like quality and flexibility, the document argues they did not fully realize the potential of bringing development practices to the business as a whole. It advocates applying concepts like continuous delivery, automation, and fast iteration across entire businesses to better meet customer needs. The document provides steps companies can take to embrace these new approaches, starting with proofs of concept and growing iteratively. It positions software developers as ideally equipped to drive this change and its business benefits.
Salesforce Innovates Faster with Agile - You Can TooDreamforce
For years, over 400 teams at Salesforce have been using the Salesforce Platform to manage everything agile including sprints, code releases, kanban, and much more. For the first time earlier this year, Salesforce released these tools to AppExchange in a package called Salesforce Agile Accelerator_. Join us to learn how Salesforce and Pendo.io connect customers with development using Agile Accelerator. By building leveraging the Salesforce platform, Pendo will demonstrate how they have consolidated new feature work, case tracking, and bug tracking onto the Salesforce platform.
Certified Scrum trainer and author Mike Cohn shows how to succeed with agile through the ADAPT process: Awareness, Desire, Ability, Promotion and Transfer.
DOES14 - Reena Mathew and Dave Mangot - SalesforceGene Kim
Build Quality in at Scale
Bringing DevOps to the enterprise is a challenging task. Changing the culture of a large established organization brings its own unique challenges. When undergoing this kind of transformation, it’s useful not only to reach out to all parts of the enterprise but to find partners within the enterprise to advance the cause. As part of the changes at Salesforce.com, we realized pretty quickly that the professional quality engineers were very like minded with respect to the principles of DevOps. A large component of the DevOps thinking is driven by Deming’s 3rd point “Eliminate the dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.” That is exactly what our quality engineers bring to their jobs every single day and that is what has made them such a perfect partner for achieving cultural transformation in the enterprise.
Dan Dwyer of the Canadian Foundation for Healthcare Improvement (CFHI) discusses their organization's journey from an on-premise infrastructure to using Microsoft Office 365. The migration was driven by goals of operational excellence, enabling employees with mobile tools, and focusing less on IT infrastructure management. Key steps included piloting Office 365, developing a business case, migrating email and files to the cloud with OneDrive for Business, training employees on new collaboration tools like Skype for Business, and establishing new metrics to monitor performance and adoption of the new systems. The transition was completed over two years and improved accessibility, collaboration and mobility for CFHI employees.
This document provides a detailed profile and resume for Prithijit Mukherjee, including his 8 years of experience in IT projects involving roles like project lead, delivery lead, and global delivery coordinator. He has extensive experience working with JDE applications, specifically with upgrades, implementations, and support projects. The profile lists his technical skills and various projects he has worked on for clients like Cengage Learning, Toyota Tsusho America, and Ivanhoe Cambridge.
How Salesforce built a Scalable, World-Class, Performance Engineering TeamSalesforce Developers
Salesforce built a scalable performance engineering team by establishing engineer to developer ratios, embedding performance testing into scrum teams, developing extensive automation frameworks and test environments, and creating synthetic workloads that mimic real-world production traffic shapes and loads to thoroughly test new features and identify performance issues. The performance engineering team works closely with development teams throughout the release process to catch issues early and optimize performance.
Creating Engaging SAP User Interfaces with Adobe FlexMatthias Zeller
A presentation from SAP TechEd 2010. It covers different ways of integrating Flex applications with SAP and discusses how Adobe internally has developed a Flex based frontend on top of SAP CRM to make call center agents more efficient.
EclipseCon '08 - Lessons Learned from an Enterprise RCP ApplicationTonny Madsen
During the implementation of a major financial application for a large financial institution, we learned a lot about how to use Eclipse RCP as an application platform and especially some of the short-comings of the current platform.
This long talk goes through some of the lessons we learned and discusses some of the changes that could be made to Eclipse RCP to get a better platform for enterprise applications.
Mohammad Amjad Khan has over 11 years of experience working as an ETL Developer and BI Analyst. He has extensive experience extracting, transforming, and loading data from various sources like SAP, legacy systems, and file systems into data warehouses using tools like Informatica and Cognos Data Manager. He also has experience writing queries, creating reports and dashboards using Cognos and Business Objects. Some of the key projects he has worked on include data migration projects for Amazon, Vodafone, Friends Life, and KPMG.
The document discusses the challenges of monitoring virtual desktop infrastructures (VDI) and how eG Innovations' VDI Monitor addresses these challenges. It provides an end-to-end view of the VDI from the user perspective to diagnose problems. Through real-time monitoring of performance across the entire VDI stack, it can identify the root cause of issues rather than teams pointing fingers. The VDI Monitor offers automated baselining, user-level reporting and an "inside view" into individual virtual desktops to understand resource utilization.
Daniel Villani is a senior consultant with over 3 years of experience implementing ETL processes, Essbase, Planning, EPMA, and OBIEE solutions for the aerospace/defense and healthcare industries. He has skills in Essbase, Planning, EPMA, SQL, Informatica, OBIEE, and more. Daniel has a bachelor's degree in computer information systems and finance and is Oracle Essbase and OBIEE certified. He has experience leading several implementation projects and delivering presentations on EPMA.
This is the English version of my talk about agile software development practices at Agile Talks seminars in Ankara, Turkey. I tried to focus on the nature of software development and figure out the development practices that let us build software in natural way.
The document is a presentation by Actminds about the software development and application management services they offer. It summarizes their key services such as integration, quality and productivity metrics, offshore development centers, and success cases with clients like Johnson & Johnson. It promotes Actminds' ability to reduce costs through a combination of offshore and onshore resources while maintaining quality.
Want more apps to be built on your open data? Discover ways to make data more developer friendly. We will look at the history of the Internet and current trends to build an understanding of standards and interfaces to make your data future friendly. At the same time it will make it more useful to developers, citizens and your own organization.
- Cloud native best practices involve adopting event-driven architectures using event streaming and event sourcing patterns. This allows building responsive systems through asynchronous communication between microservices. Key aspects include communicating via event messages from transaction logs, consuming events streams to update data stores, and separating reads from writes using CQRS. Adopting these patterns helps optimize databases and build scalable and resilient cloud native applications.
This document provides a summary of Arpan Sarkar's experience including his contact information, 15+ years of experience in product development and project implementation using technologies like Delphi, C#, Java, Oracle, and SQL Server. He has extensive experience as a technical/project lead for clients such as Citibank and JP Morgan Chase, and is currently a Senior Delphi/.Net Developer at RamQuest Inc. in Irving, TX.
Fabien Pinckaers, the founder and CEO of OpenERP, outlines the company's vision and ambitions. The business vision is to become the number 1 open source player worldwide through a disruptive approach. The company vision is to maintain a challenging but fun work environment. The strategy vision is that being fully open source and open minded allows them to build better products. The presentation also provides details on OpenERP's growth, customer satisfaction, and priorities to reach more users through easier usability and configuration.
The document discusses Downer & Insightsoftware.com's INSYNC 2010 Oracle BI reporting solution. It provides an overview of Downer Limited, their current JDE modules and reporting challenges. It then discusses how Downer Mining utilizes Insight Software's reporting tools, the key benefits seen, and future plans to further link Insight to external and custom data for improved reporting and analysis capabilities. Customer testimonials praise Insight for providing fast, flexible access to accurate and easy to analyze information from their JDE system.
The document discusses Hyperion, an Oracle product for business performance monitoring and enterprise performance management. It provides an overview of Hyperion and its capabilities for planning, budgeting, forecasting, and managing performance. It also discusses versions, support timelines, and integration with other Oracle products like Oracle Data Integrator. Two Australian customer references are provided that have implemented Hyperion for sustainability reporting, analytics, and managing environmental performance.
The document discusses digitalization through the use of domain-specific languages (DSLs). It suggests that DSLs can help accelerate development, simplify customization, and express business goals, requirements, design, and implementation in a single language. The document outlines considerations for whether an organization needs a DSL, how to structure a proof of concept, and how to ensure long term maintenance and adoption of the DSL approach.
This document discusses migrating applications from Oracle's Hyperion Financial Data Management (FDM) Classic to the newer Oracle Financial Data Management Enterprise Edition (FDMEE). It provides an overview of the migration utility that can automate much of the migration process. The utility can migrate artifacts like locations, import formats, rules and mappings but will not migrate items like security, scripts or custom reports. The document reviews prerequisites for the migration utility and the general steps for completing a migration, including installing the utility scenarios and configuring the source and target repositories.
Notes for Evolutionary Development MethodologyDonna Kelly
EDM is an agile, spiral methodology developed specifically for business intelligence. It is a complete end-to-end methodology including assessment, initiation, and delivery.
EDM incorporates a principles-based layered architecture, including business architecture, information systems architecture, and techology layers.
Frank munz oracle fusion middleware and aws cloud services in sync11InSync Conference
Insync2011 presentation by Dr. Frank Munz. A technical review of Oracle's Cloud computing perspective (Oracle provided AMIs, Oracle VM templates) and Amazon Cloud Services such as SNS/SQS, Elastic Load Balancing, Autoscaling.
The document discusses MySQL and its adoption trends. It summarizes that MySQL is a mature open source database platform that is widely used by major organizations. It offers high performance and reliability at a much lower total cost of ownership compared to proprietary databases. The document promotes MySQL as a strategic choice for enterprises and provides examples of how it has helped lower IT costs for many companies.
This document summarizes an IBM presentation about the IBM and Oracle relationship. The presentation discusses customer trends driving IT transformations, highlights various IBM systems that are optimized for Oracle workloads, and outlines the companies' joint development efforts including certifications and benchmarks showing IBM platforms outperform competitors on Oracle applications and databases. It also describes the companies' collaboration through an Oracle Integration Solutions team, executive reviews, and joint development activities to ensure customers can maximize their Oracle investments on IBM platforms.
This document discusses Oracle's innovations for testing applications on Oracle databases. It introduces Oracle's Application Quality Management Suite which includes tools for testing application changes, infrastructure changes, and secure test data management. It focuses on Real Application Testing which allows testing database tier changes through workload capture and replay. It provides enhancements to SQL Performance Analyzer and discusses how Real Application Testing can be used to test database upgrades and other changes in a cost effective manner.
This document outlines Oracle's product roadmap and planned enhancements for Primavera P6. Key points include:
1) P6 will become a more complete enterprise project portfolio management platform, integrating with ERP systems and providing improved governance, reporting, and usability.
2) New capabilities will include enhanced workflow, templates, risk management, resource planning, and portfolio filtering.
3) The scheduler will be improved with automatic calculations and time-scaled logic diagrams. Additional views, customization, and mobile access are planned.
Combining Oracle Primavera P6 with Oracle BI provides a single source of project data for analysis and reporting. P6 Analytics delivers out-of-the-box interactive dashboards and reports built on P6 data stored in an Oracle database. It provides over 80 prebuilt dashboards and allows business users to perform ad-hoc analysis. P6 Analytics integrates project data from multiple sources and helps uncover root causes of poor project performance through interactive and drillable reports and dashboards.
This document summarizes a presentation about Oracle's User Productivity Kit (UPK). It discusses how UPK can help organizations address challenges with end user adoption of new applications and systems. UPK allows for the creation of training materials, simulations, and documentation from a single recording session. This streamlines content development and can reduce the time needed by up to 75% compared to traditional methods. UPK content and tools deliver value throughout a project's lifecycle in helping users get up to speed efficiently.
The document discusses how organizations can get more value from their JD Edwards investments by leveraging Oracle Fusion Middleware. It provides examples of three solutions that integrated Oracle Fusion Middleware with JD Edwards to improve business processes, extend functionality, and reduce costs. The solutions highlighted integrated business processes with partners, managed transactional documents, and extended ecommerce and content management capabilities. The document argues that Oracle Fusion Middleware aligns well with JD Edwards strategies and allows customers to achieve more with their existing JD Edwards applications.
The document discusses how Oracle's Governance, Risk and Compliance (GRC) suite can help companies consolidate fragmented GRC activities onto a single platform, automate controls testing and monitoring across business processes, and provide real-time insights into risks and compliance through integrated dashboards. It highlights how Oracle GRC can help reduce costs associated with controls testing, auditing, access violations, and customizations while improving controls pass rates and access to GRC information.
Oracle released version 12.1 of its E-Business Suite, which provides new capabilities across various modules. Key updates include improved analytics and planning tools in procurement, supply chain, manufacturing, and HCM. The new version aims to help customers better align their business objectives, drive costs savings, improve processes, and increase user adoption. The summary highlights the focus on providing value to customers upgrading from version 11i to 12.1.
This document provides an overview of Oracle's strategy, products, and direction. Key points include:
- Oracle has scale as the #1 provider in 50 categories with over $26B in revenue and 370,000 customers.
- Oracle invests heavily in R&D with 29,000 developers and $4.3B spent in the first year after acquiring Sun.
- Oracle's strategy is to provide complete, integrated systems from software to hardware to services.
This document discusses Oracle Business Accelerators (OBA), which are pre-configured industry templates for implementing Oracle E-Business Suite applications. It provides case studies of two companies - a ferry operator and a public sector organization - that successfully used OBA to implement EBS faster and at a lower cost compared to a standard implementation. The document also outlines some lessons learned, such as the need for experienced consultants and properly managing the project to realize the benefits of using OBA.
This document summarizes Debra Lilley's presentation on Oracle applications and Fusion Applications over the next five years. Some key points discussed include:
1. Fusion Applications aim to unify best-of-breed functionality from Oracle's existing applications in a next generation, integrated suite.
2. Oracle's strategy is to continue developing Applications Unlimited for at least another decade while also releasing Fusion Applications, allowing customers flexibility in their upgrade path.
3. Early adopters of Fusion Applications have started validating the products, but general availability is expected later in 2010 with broader adoption taking several more years.
Fusion Applications are intended to unify the best functionality from Oracle's traditional applications into a single suite delivered using Oracle's open technology platform. This will provide a complete, integrated, and next-generation user experience. Key aspects of Fusion Applications include consolidating features from Oracle's E-Business Suite, PeopleSoft, and Siebel applications, as well as new capabilities. Fusion is built using a service-oriented architecture and Oracle Fusion Middleware to enable integration, extensibility, and manageability. While Fusion Applications are still in development, Oracle is promoting strategies for customers to prepare for and eventually transition to the new platform.
The document discusses IBM's Optim data management solution and how it helps organizations address challenges around data growth, application upgrades and retirement, test data management, and data privacy. It describes how Optim provides archiving, masking, and other capabilities to improve performance, control costs, simplify infrastructure, and ensure business continuity and regulatory compliance. Key benefits highlighted include controlling data growth, improving application performance, streamlining upgrades and application retirement, accelerating testing, and protecting privacy.
NSW Health is a large organization with over 120,000 employees across multiple health facilities and organizations. Their current IT infrastructure faces challenges in meeting the growing needs of the organization. Upgrading their IBM Power Systems hardware and AIX software could help NSW Health address challenges and better manage resources, workloads, high availability, disaster recovery and future growth. Key recommendations include defining requirements early, leveraging IBM's Oracle expertise, and using AIX tuning guides to optimize performance.
The document summarizes the IBM i Solution Edition for JD Edwards, a complete infrastructure solution designed and priced to reduce the cost, complexity, and risk of deploying JD Edwards world-class solutions. Key features include being complete, quick to implement, offering superior support, being powerful using IBM POWER7 technology, and having the lowest cost compared to other options. It also provides details on pricing examples and total cost of ownership analysis showing the IBM i Solution Edition is cheaper over three years.
InSync10 Implement JDE Financial Analytics and Make Better DecisionsInSync Conference
This document discusses Thiess' implementation of Oracle Business Intelligence Enterprise Edition (OBIEE) and its financial analytics capabilities. It describes Thiess' journey with OBIEE, including implementation of accounts receivable, accounts payable and general ledger analytics. It also discusses Thiess' partnership with Analytics8 for support and real-time data integration. The goal of their BI implementation was to make better business decisions through a common data source and standardized reporting.
Origin upgraded its Oracle E-Business Suite from version 11i to R12 in 2009, which led to various performance, validation, and module issues over the first few months; a remediation project was implemented to address the backlog of issues through additional resources, optimization, and patches over 4 months; after further hardware upgrades and implementation of additional patches over 4-6 months, the system was stabilized and help desk calls were reduced.
Ebs operational reporting at santos evaluation, selection & implementationInSync Conference
EBS Operational Reporting at Santos is evaluating reporting solutions to replace Oracle Discoverer and legacy systems ahead of an Oracle EBS R12 upgrade. Santos selected EiS eXpress due to its out-of-the-box HR and financial reports, minimal configuration needs, and ability to retire two legacy systems. The project scope includes assigning resources, analyzing 882 existing Discoverer reports to estimate the conversion effort, and determining if development will occur in the current R11 or planned R12 environment.
Ebs operational reporting at santos evaluation, selection & implementation
Jde world to e1 v9 upgrade v2
1. JDE World to E1 – Its only an Upgrade! Roger Franklin, David Taverner Ardent Leisure August 16, 2010 The most comprehensive Oracle applications & technology content under one roof
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3. Who is Ardent Leisure? Ardent Leisure operates a range of premium leisure assets including the Dreamworld, WhiteWater World & QDeck theme parks and attractions. AMF and Kingpin Bowling, d'Albora Marinas, Goodlife Health Clubs, as well as Main Event, in the United States.
6. The JDE Team Dave Taverner – Technical Wiz Vaise Williams – CNC Roger Franklin – does everything Dave & Vaise doesn’t do! (This is the Ardent JDE Team!)