Category Archives: Oracle

1Z0-964 Oracle Project Portfolio Management Cloud 2017 Implementation Essentials

Associated Certification Paths
Passing this exam is required to earn these certifications. Select each certification title below to view full requirements.

Oracle Project Portfolio Management Cloud 2017 Certified Implementation Specialist

Exam Details
Duration: 120
Number of Questions: 76
Passing Score: 60%
Exam has been validated against Oracle Fusion Project Portfolio Management Cloud Service R12.
Format: Multiple Choice

Fusion Project Portfolio Management overview
Describe the components of Oracle Cloud Project Portfolio Management
Explain the components available for integration

Navigation, User Experience, and Personalization
Describe the business processes that are supported by approvals and workflows
Set up approval and notification tasks

Oracle Fusion Applications Security Overview
Describe the Fusion Applications Security Console
Identify the roles delivered in a seeded security implementation
Manage roles and duties

Fusion Functional Setup Manager
Describe the Fusion Functional Setup Manager
Manage an implementation project
Describe the Rapid Implementation Workbook

Configure Fusion Common Applications
Explain Organizational Structures in Fusion Project Performance Management
Set up Enterprise Structures Units
Manage Reference Data sharing

Common project configuration
Explain common project configuration in Fusion Project Performance Management
Manage Subledger Accounting

Configure Fusion Project Foundation
Set up Project Calendars and Periods
Set up Types and Categorizations
Set up Project Roles
Manage Project Resources
Describe Rate Schedules
Describe Project Types
Explain Action Controls (Microsoft Project Integration)
Set up Transaction Sources
Manage Project Statuses

Configure Fusion Project Costing
Configure Fusion Project Cost Collection Center
Manage Burdening Schedules
Manage Allocations
Explain capitalized interest calculations
Describe Budgetary Controls
Configure Time & Labor for projects
Configure Fusion Integration Options
Describe Fusion Integration Methods

Configure Fusion Project Control
Configure the Resource Breakdown Structure
Setup Plan Types
Set up Project Budgets and Forecasts
Describe Project templates
Describe Financial Plans vs Project Plans

Configure Fusion Project Billing
Configure the Project Contract Model
Set up Revenue Recognition
Set up Project Invoicing
Configure Project Cross Charging and Transfer Pricing
Describe Borrowed and Lent vs Intercompany / Interproject Billing

Configure Project Performance Reporting
Configure Key Performance Indicators for project performance reporting

Configure Project Management
Describe common project execution components
Set up Project and Task codes
Set up Issue and Deliverable types
Describe project requirements
Set up Project Enterprise Structures
Configure Social Network for Project Execution

Configure Project Resource Management
Configure Project Labor Enterprise Resources
Set up Resource Pools
Set up Talent Profile Content

Fusion Project Reporting
Configure Infolets for PPM
Describe Oracle Transactional Business Intelligence (OTBI)

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1Z0-404 Oracle Communications Session Border Controller 7 Basic Implementation Essentials

Exam Details
Duration: 120
Number of Questions:  70
Passing Score: 70%

Exam has been validated against Oracle Session Border Controller 7.

Format: Multple Choice

Take Recommended Training Courses
Complete one of the courses below to prepare for your exam (optional):
Oracle SBC Configuration and Administration
Oracle SBC Troubleshooting

Session Initiation Protocol (SIP) Essentials
Describe SIP and architecture elements: SIP proxies and back-to-back user agents (B2BUAs)
Diagnose and troubleshoot a basic SIP call flow processed by Oracle Session Border Controller

Introduction to Session Border Controller (SBC)
Describe the basic functions of a Session Border Controller
Describe the boot process and the SBC services

Initial Configuration
Explain the boot parameters and their effects
Describe the configuration concepts and configuration tree
Execute user and super-user level commands in the ACLI
Analyze, create, modify, and delete configuration elements
Perform routine operations including boot-related operations

Provisioning Interfaces
Describe the network interface’s default behavior and how it is altered
Provision physical interfaces
Provision network interfaces (VLAN and non-VLAN)
Enable/disable management operations through a media interface

Session Border Controller Concepts
Explain realms and realm bridging
Configure global SIP parameters and Media Manager
Configure realms, SIP interfaces, and steering pools
Configure routing policies, session agents, and header manipulation rules

Peering Environment Configuration
Describe the Policy-Based Realm Bridging (PBRB) configuration tasks in Peering environments
Configure a working Peering environment
Configure Peering access rules

Access-Backbone Environment Configuration
Explain registration caching, Hosted NAT Traversal (HNT), and Adaptive HNT
Configure the PBRB model in an Access-Backbone environment

Configuring SBC High Availability
Explain the operation of the high-availability mechanism and SBC node states
Configure a high-availability SBC pair
Manage a high-availability SBC pair system failover


QUESTION 1
The Session Border Controller ACLI is structured in a way that separates configuration of layers 3,4, and 5. This allows the system administrator to link each configuration together as needed for signaling and media routing purposes.
Which two options are valid to link signaling and media interfaces to a realm? (Choose two.)

A. Navigate to the iwf-config configuration element and set the media-interface-id parameter to the realm name.
B. Navigate to the account-config configuration element and set the realm-id parameter to the realm name.
C. Navigate to the network-interface configuration element and set the sip-interface-id parameter to the realm name.
D. Navigate to the steering-pool configuration element and set the realm-id parameter to the realm name.
E. Navigate to the sip-interface configuration element and set the realm-id parameter to the realm name.

Answer: A,B


QUESTION 2
You are configuring access rules in a Session Border ControllerPeering architecture.
Which two configuration steps are required to allow access only from User Agents (UAs) configured as session agents? (Choose two.)

A. Navigate to the sip-port configuration element and set the allow-anonymous parameter to all.
B. Navigate to the session-agent configuration element and set the ip-address parameter to the IP subnet of your trusted User Agent (UA).
C. Navigate to the realm-config configuration element and set the addr-prefix parameter to the IP subnet of your trusted User Agent (UA).
D. Navigate to the sip-port configuration element and set the allow-anonymous parameter to agents-only.
E. Navigate to the sip-port configuration element and set the allow-anonymous parameter to address-prefix.

Answer: B,E


QUESTION 3
You need to configure the Session Border Controller toperform load balancing between two downstream SIP proxies.
Which option shows the configuration elements that you should configure for the load balancing feature?

A. session-router and router-group
B. realm-config and enum-group
C. group-policy andload-policy
D. proxy and proxy-pool
E. local-policy and session-group

Answer: A


QUESTION 4
You were working with the Session Border Controller in configuration mode and you forgot toclose your session.
Your colleague who connected after you left says that he cannot enter into configuration mode.
Why is your colleague not able to configure the Session Border Controller?

A. The Session Border Controller does not allow more than one configuration session within 24 hours.
B. The Session Border Controller does not support Telnet/SSH timeouts.
C. The Session Border Controller supports only one simultaneous configuration session, and the Telnet/SSH timeouts are set to 0.
D. The Session Border Controller supports only 10 simultaneous configuration sessions.
E. The Session Border Controller supports only five simultaneous Telnet/SSH sessions.

Answer: C

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Microsoft’s Office for iPad carrot fails to boost consumer revenue

With consumer productivity apps’ value near zero, company goes for mindshare rather than Office 365 subscriptions

Microsoft yesterday made the surprising move to offer consumers more functional Office apps on the iPad after failing to drive Office 365 Home and Personal subscriptions, analysts said today.

“Microsoft is feeling pressure from the bottom end of the productivity market,” said Wes Miller of Directions on Microsoft. “In reality, they are doing this because of low uptake on consumer Office 365.”

On Thursday, Microsoft moved what independent analyst Ben Thompson called Office’s “scarcity line — the line between paid and free” for the iPad by changing the rights consumers have when they run the free-to-download Excel, PowerPoint and Word apps.

Prior to Thursday, consumers without an Office 365 subscription could use the Office for iPad apps only to view documents. Under the new rules, those consumers may also create and edit documents, although with numerous restrictions on the latter — Microsoft called the missing pieces “advanced editing” — that may be useful to a minority of tablet owners.

Office on the iPhone and for Android smartphones — dubbed Office Mobile — went free for consumers in March on the same day Microsoft introduced Office for iPad, and so already came with those rights. Yesterday, Microsoft split Office Mobile on the iPhone into separate Excel, PowerPoint and Word apps; on Android, the collective Office Mobile app remained.

Because businesses must still pay to use Office for iPad — or Office on iPhones and Android smartphones now, as they likely will for the soon-to-be-released Office on Android tablets — for commercial purposes, yesterday’s changes only benefited consumers, a fact that many seemed to miss.

Others agreed with Miller that Microsoft’s carrot to consumers — subscribe to Office 365 Home (for $100 annually) or Personal ($70) and get full rights to Office for iPad — had not moved the needle on the consumer editions of the rent-not-buy model.

“The reality is that Office revenue is on the business side,” said Jan Dawson, principal analyst at Jackdaw Research, in a interview. Previously, Dawson had pegged total revenue from Office — from both Office 365 and traditional perpetual licensing, with the latter dominant — at $24 billion for the 2014 fiscal year. Just $3 billion came from consumers, representing less than 13% of the total.

More to the point, consumer Office 365 revenue has grown much slower than subscriptions: Sales grew just 4% in the September quarter from the June period, while subscriptions increased 27% during that same time.

With Office on mobile failing to spark Office 365 consumer sales, Microsoft rethought its March strategy, which at the time most experts had applauded.

“The bifurcation of Office, with the free versions able to read documents but not do anything else, may have limited the uptake [of the iPad apps],” said Dawson. “The boundary between free and paid was very far toward the former because you could do almost nothing or you could do everything. I think Microsoft saw that the boundary was in the wrong place.

“Because most of the revenue is on the business side, Microsoft thought, ‘Why don’t we just give away more features on the consumer side?'” Dawson said of the strategy switcheroo. “Previously, they were afraid to give away any kind of Office.”

Miller pointed out that the value of consumer-grade productivity software has “essentially reached zero.” Google Docs is free to use for consumers and Apple began giving away its iWork suite last year to any iOS or OS X device owner. To compete, Microsoft had to reduce Office as far toward “free” as it could stomach.

Thompson concurred. “This is powerful evidence that it is actually impossible to make money selling productivity software to consumers,” Thompson wrote in his Stratechery subscription-only Daily Update of Friday. “If Microsoft couldn’t manage, how can anyone else?”

Assuming Miller and Thompson are right, what does Microsoft get from giving away Office? The firm is a corporation, not a charity. What’s the value in free?

“Because Microsoft wants to make Office the universal productivity app and its file format the universal format, so that it can perpetuate its business on the commercial side,” said Dawson.

There’s not only truth to what Dawson said, but it’s a tenet of Microsoft’s overall Office strategy. Microsoft hammers on the fact that only its Office apps and applications can reproduce the Office file format in high-quality fidelity. Putting Office in front of more people, theoretically at least, increases the Office lock-in.

Thompson echoed Dawson. “This new strategy is much more defensive in nature: Microsoft may not be able to drive new Office 365 subscribers, but … they are immensely concerned about keeping people away from Google Docs, in particular,” said Thompson. “Better to keep someone in the fold for free, with up-sell opportunities, then to incentivize them to try out your competitor.”

Not everyone saw the strategic shift in negative terms. “This is not a desperation move, or one from a point of weakness,” countered Patrick Moorhead, principal analyst with Moor Insights & Strategy. “This is their multi-platform strategy in a nutshell, not some reaction to a tactical threat. They’re simply delivering on their strategy, which is all about mobility and the cloud.”

But even Moorhead acknowledged that Microsoft hoped to prevent consumers from adopting Office alternatives. “They’re trying to lower the number of people who look to a Google solution or something different,” Moorhead said of the iPad apps’ new rights.

And while Microsoft might have been pushed toward the decision — pushed just eight months after debuting it to much fanfare — the analysts’ consensus was that it wasn’t only necessary, but the smartest move possible under the circumstances.

“They have taken the killer app for Windows and made it accessible to the Web, to iOS and to Android,” said Moorhead. “The BYOD [bring your own device] play is critical, and because Microsoft has the ability to leverage on other platforms what people access at work, it can force enterprises to pony up for access [to Office] on all an employee’s devices. That’s the real revenue maker for Microsoft.”


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Database Certifications

Popular database certifications are always in demand, whether it’sMicrosoft’s MCTS and MCITP, Oracle’s OCA, OCP and OCM or MySql’s CMA, CMDEV and CMDBA.

Are you a database professional seeking to polish your resume in the hopes of landing a better gig? Perhaps you’re just getting started in database administration and you’d like to establish your credentials in the field. Database vendors offer a variety of professional certification programs that can help you advance your career while gaining valuable technical skills. After all, even the most seasoned professional has yet to fully explore some nook or cranny of the field that’s covered on a certification exam.

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So, where do you start? Most database certs are vendor-specific, so you’ll want to earn a certification from the company that puts out the software you’re currently working with or would like to work with in the future. We’ll take a brief look at the credentials available from the major vendors.

If you’re an Oracle guru, the Oracle Certified Professional program may be for you. There’s one catch to this program, however. Before receiving any Oracle credential, all candidates must take at least one instructor-led course. If you’re like me and you just want to pick up the book, study and take the exam, you’re out of luck here. Oracle’s program includes three tiers of certification, beginning with the Oracle Database Administrator Certified Associate (OCA), progressing through the Oracle Database Administrator Certified Professional (OCP) and culminating with the Oracle Database Administrator Certified Master (OCM). Each certification is version-specific, so you’ll need to update your certification each time a new version of Oracle rolls off the production line.

On the other hand, if you work in a Microsoft shop, you should consider one of several certifications:
• If you’re maintaining Microsoft Access databases for your organization, the simplest database credential is the Microsoft Office Specialist Access Track. This is a one-exam certification that covers basic knowledge of Microsoft Access 2003 and Access XP topics. Users of Access 2007 should instead prepare for the Microsoft Certified Application Specialist (MCAS) program.
• The Microsoft Certified Technical Specialist (MCTS) credential is the entry-level certification for SQL Server professionals. There are three different certification paths: MCTS SQL Server 2008 Implementation and Maintenance, MCTS SQL Server 2008 Database Development and MCTS SQL Server 2008 Business Intelligence Development and Maintenance. Each requires only a single exam and may be used to build toward higher-level Microsoft certifications
• The Microsoft Certified Information Technology Professional (MCITP) credential is the premier certification for SQL Server administrators. It also comes in three variations. If you already hold the MCTS in SQL Server 200 Implementation and Maintenance, you can upgrade it to MCITP: Database Administrator with a single exam. Similarly, those who passed the MCTS Database Development exam can become MCITP: Database Developers with one additional exam. Finally, if you’re an MCTS in Business Intelligence Development and Maintenance, you can upgrade to MCITP: Business Intelligence Developer with one test.
Finally, if you’re a MySQL user, you might find one of their four certifications useful in your career:
• The MySQL Associate (CMA) certification requires passing a single exam and attests to the holder’s knowledge of basic MySQL skills.
• MySQL database administrators may earn the Certified MySQL Database Administrator (CMDBA) certification by passing two advanced examinations.

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• Similarly, MySQL developers may earn the Certified MySQL Developer (CMDEV) credential with two development-focused exams.
• Finally, CMDBA holders may upgrade to MySQL Cluster certification by passing a single additional exam.
Once you’ve chosen a credential that’s suitable for you, it’s time to hit the books and/or take a course and get started on your way to professional certification!

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The Rewards of Microsoft Certification

 

Microsoft certification is a vast combination of rich and varied spectrum of job and responsibilities. To successfully perform the critical IT function we should earn a specific credential providing objective validity of the ability. One of the most effective ways to reach a long-term career goal, which is even embraced by industry professionals worldwide, is Microsoft certification.

 

What are the benefits of achieving a Microsoft Certification?

Microsoft Certification enables you to keep your skills relevant, applicable, and competitive. In addition, Microsoft Certification is an industry standard that is recognized worldwide—which helps open doors to potential job opportunities. After you earn your Microsoft Certification, you have access to a multitude of benefits, which can be found on the MCP, MCT, or MOS member site.

 

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Advancing with long-term career goals Microsoft certification has helped countless IT professionals work more effectively. Individuals have started quoting their valuable experiences during the Microsoft certification course on the websites available. The professionals of Microsoft certification course are very different from the IT counterparts. They not only keep on fighting the challenges of IT field but also have keep themselves a step ahead from them by developing and improving their skills. These certification processes gives one a kind of knowledge to know how to get recognized in any field.

 

The professionals of Microsoft certification are called at the Microsoft certified professionals or MCP. For the this Microsoft certification they have to pass current Microsoft certification exam which will proved a reliable and valid measure of professional and technical expertise. The validity of a current exam is only considered and not which is retired. Microsoft certification exams reflect how Microsoft products are used in the organization.

 

Microsoft certification exams are developed from the inputs received from the IT industry professionals. The independent testing organizations administer these exams. There is one very big reason why IT professionals and developers become Microsoft certified professionals is that they all know that their clients, peers, employees and the IT industry shall acknowledge their expertise in working with the Microsoft products and technologies.

 

There are various steps towards obtaining Microsoft certification. Firstly, one should decide which Microsoft certification is correct for the person. As Microsoft offers a vast variety of professions within the IT industry one should understand which course would be the best for him. One should also get handy with the Microsoft products, which can be done only after working in the IT industry. Experience should be expanded with training by taking advantage of the training resources.

 

For obtaining Microsoft certification, it is also better to know what to expect in the exam. Previous question papers or taking consultation from those who have appeared or cleared the test is always a good choice. Taking helps from the help guides for Microsoft certification exams is also an added advantage. These help provide guidelines and suggestions to the person appearing for the exam. It is also suggested to take trial tests before appearing for the final exam. The test center should be selected from the worldwide locations. Also certain details like area of study, testing program and region etc should be mentioned.

 

If your ready for career change and looking for Microsoft MCTS Training, Microsoft MCITP Training or any other Microsoft Certification preparation get the best online training from Certkingdom.com they offer all Microsoft, Cisco, Comptia certification exams training in just one Unlimited Life Time Access Pack, included self study training kits including, Q&A, Study Guides, Testing Engines, Videos, Audio, Preparation Labs for over 2000+ exams, save your money on boot camps, training institutes, It’s also save your traveling and time. All training materials are “Guaranteed” to pass your exams and get you certified on the fist attempt, due to best training they become no1 site 2012.

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About The Author

Hi I educated in the U.K. with working experienced for 5 years in multinational companies, As an IT Manager and IT Instructor, I am attached with certkingdom.com here they provide IT exams study material, the study materials included exams Q&A with Explanation, Testing Engine, Study Guides, Training Labs, Exams Simulations, Training Videos, Audio Exams Training, etc. for certification like MCTS Training, MCITP MCTS, MCSD, MCSA, MCSE  Training, CCNA exams preparation, CompTIA A+ Training, and more Certkingdom.com provide you the best training 100% guarantee. “Best Material Great Results”
My Specialties

I’ve worked with a lot of technologies, but these are where my focus has been in recent years:

* Microsoft SQL Server (particularly high availability and disaster recovery)

* VMWare Virtualization

* Oracle (yes, Oracle, I’ve worked on 7-11)

* Microsoft Clustering

* Red Hat Linux (I can still write shell scripts)

Cloud platform supports product development activities

OneDesk collects feedback and ideas from internal sources and social media; a new API allows it to integrate with apps from NetSuite, Oracle, SAP and Salesforce.com.

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When you talk about the sorts of internal collaboration activities that companies of any size need to support, those related to product development should be right up near the top of the list.

That’s why your organization might want to take a peek at a platform called OneDesk, a cloud-based application that is explicitly intended too coordinate product managers, engineers, marketing teams and even customer support professionals.

I spoke a few weeks back with Catherine Constantinides, one of the OneDesk team members, a few weeks back about how the platform might be used and the sorts of features that are included.

She describes it as a place for companies to declare and manage all the “needs requirements” associated with a given product or product development project.

Internally speaking, there are places to share ideas for the next releases, which can bubble up from anywhere. As some of these ideas are embraced for future features, the team can track the progress as well as any challenges or objections that might occurs along the way.

From an external perspective, OneDesk can be used to monitor and gather feedback about a product that is emerging in social media or social networks.

Ultimately, the main benefit is that all feedback — whether it is internal or external — can be gathered and searched from one location. “You can see all of the requirements, feedback and tasks associated with a particular product release,” Constantinides said. Then again, you can turn off any particular module that isn’t relevant to your organization.

There are two flavors of OneDesk, one that is free, which supports up to 30 people within a company (which is great if you are small small business) and that comes with up to 100 megabytes of data storage. OneDesk Pro will cost your organization $30 per user, per month. That essentially pays for the much larger storage capacity each users gets, up to 1 gigabyte per person.

For midsize businesses that need to worry about such things, OneDesk just released an application programming interface (API) that enables its application to be integrated with enterprise resource planning and CRM applications including Oracle, SAP, Salesforce.com and NetSuite (they aren’t the only applications supported, but are among the most relevant, of course).

Oracle calls school’s revised lawsuit over software project a ‘transparent ploy’

Oracle is asking a judge to throw out some of the claims made in a lawsuit filed against the vendor by Montclair State University over an allegedly failed ERP (enterprise-resource-planning) software project, according to a filing made this week in U.S. District Court for the District of New Jersey.

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MSU sued Oracle in May 2011, blaming the vendor for a series of problems and delays on the PeopleSoft project, which was supposed to replace 25-year-old legacy applications. The parties had signed a US$15.75 million contract for software and implementation services in 2009.

The New Jersey school ended up firing Oracle and has said completing the project will cost up to $20 million more than the original budget. Oracle has countersued, seeking money it says MSU owes it and blaming school officials for the project’s woes.

In December, the school filed an amended complaint that added new allegations, including that Oracle had conducted a “rigged” demonstration of the software package at issue.

Oracle’s motion this week responds to that filing, asking that its allegations of fraudulent inducement, gross negligent misrepresentation, grossly negligent performance of contractual obligations and willful anticipatory repudiation of contract be dismissed.

The school’s initial complaint “was premised on the alleged breach of the Consulting Agreement between Oracle and MSU,” Oracle wrote in its filing this week. “Now, recognizing that there was no breach by Oracle and that the contract contains valid and enforceable limitations of liability, MSU has conjured up claims which completely contradict the allegations it filed initially.”

This amounts to a “transparent ploy” that “fails as a matter of law because, try as it may, MSU cannot avoid the fully integrated, extensively negotiated contract which covers the exact terms that form the basis of MSU’s new tort claims,” Oracle added.

MSU’s amended complaint includes claims of wrongdoing by Oracle that are “directly contradicted by a number of contractual provisions,” according to the filing.

For example, the school had alleged that Oracle said its base PeopleSoft system for higher education institutions would satisfy 95 percent of MSU’s more than 3,000 business requirements.

But “the Consulting Agreement makes clear, however, that 596 of the 3,071 requirements laid out in Attachment C-1 of the Fixed Price Exhibit were ‘Not in Scope,’ that 60 of the requirements were designated as ‘Undefined,’ and 52 of the requirements were to be met by customization of the base product,” Oracle said. “Thus, the Consulting Agreement provides that roughly 23% of MSU’s requirements were not to be met by the Oracle base product.”

Oracle’s motion also denies MSU’s allegation that the software vendor misrepresented how much MSU staff and resources would be required to finish the project on Oracle’s proposed schedule.

Once again, the parties’ consulting agreement contradicts the allegation since its wording “put the onus on MSU, not Oracle, to assure that MSU had the required personnel and resources,” the filing states.

If the school can provide documentation for all of its allegations in the 60-plus-page amended complaint, “they’re going to be in a real strong position,” but it’s not yet clear how the case will play out, said one IT consultant and expert witness who has testified in several cases involving Oracle software.

For example, the amended complaint included a long list of original project requirements. “Many of them are stated in general enough terms that it’s entirely possible there was a legitimate misunderstanding on the part of Oracle as to what those requirements involved,” said the consultant, who requested anonymity because of current involvement in another case regarding Oracle.

To that end, Oracle’s motion to dismiss cites an “assumption” in the consulting agreement regarding the project requirements.

If the base PeopleSoft product could do “what” a particular requirement called for, but not “how” MSU wanted it addressed, “it is MSU’s responsibility to change MSU’s business process to accommodate how the base product’s business process addresses the requirement,” the motion states.

“It’s entirely possible when you look at what was delivered it will be a judgment call, rather than a clear-cut determination, as to whether what Oracle delivered met those requirements or not,” the consultant said.

MSU plans to oppose Oracle’s motion, according to a spokeswoman, who declined further comment.

Overall, the case presents a cautionary tale for vendors and software customers.

“This is why both sides should document the process,” said analyst Ray Wang, CEO of Constellation Research. “When a project goes down, fingers point everywhere.”

Oracle: HP paying Intel to keep Itanium going

Hewlett-Packard has secretly contracted with Intel to keep making Itanium processors so that HP can maintain the appearance that “a dead microprocessor is still alive”, and make money from its locked-in Itanium customer base and take business away from Oracle’s Sun servers, Oracle said in a court filing on Friday.

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The market has never been told that Itanium lives on because HP is paying Intel to keep it going, Oracle said. Intel’s independent business judgement would have killed off Itanium years ago, it added.

HP however described the filing as a “desperate delay tactic designed to extend the paralyzing uncertainty in the marketplace” that it said was created when Oracle announced in March, 2011, in a breach of contract, that “it would no longer support HP’s Itanium platform”.

HP has made statements to the marketplace to the effect that Intel’s commitment to Itanium is its own, based on its normal calculations for investing in processors that it believes have a future, Oracle said in a filing before the Superior Court of the State of California for the County of Santa Clara.

A public redacted version of the filing was made available to The Wall Street Journal’s AllThingsD blog. Intel said it is not a party to the lawsuit, and therefore does not have any comment on it. “Intel does not comment on commercial agreements that we may or may not have with our customers,” the chip giant said in an e-mailed statement.

Oracle also claimed that HP had kept secret from the market, but revealed in a filing two days previously, that HP and Intel have a contractual commitment that Itanium will continue through the next two generations of microprocessors.

HP’s strategy behind its “false statements” about Intel’s support for Itanium was to take away business from Oracle Sun, and “reap lucrative revenues from the locked-in Itanium customer base using HP’s HP-UX operating system on Itanium servers”, as the company gets few service contracts on operating systems like Linux that run on x86 processors, Oracle said.

Oracle acquired Sun Microsystems last year.

HP filed a suit in June over Oracle’s decision to stop developing software for the Itanium processor, the chip used in HP’s high-end servers, claiming that Oracle’s decision violates “legally binding commitments” that it made to HP and the companies’ 140,000 joint customers.

Oracle said at the time that HP tricked it into signing an agreement last September to continue its support for Itanium, even though HP knew of an Intel plan to discontinue Itanium. HP already knew all about Intel’s plans to discontinue Itanium, and HP was concerned about what would happen when Oracle found out about that plan, Oracle said in a statement in June.

As Oracle well knows, HP and Intel have a contractual commitment to continue to sell mission-critical Itanium processors to customers through the next two generations of microprocessors, thus ensuring the availability of Itanium through at least the end of the decade, HP said in a statement.

“The fact remains that Oracle’s decision to cut off support for Itanium was an illicit business strategy it conjured to try to force Itanium customers into buying Sun servers — and destroy choice in the marketplace,” HP said.

Oracle Fusion Middle Ware core principles

What is Oracle Fusion Middleware?

Middleware has its roots in common integration tasks such as connecting software applications and exchanging data. Middleware makes a difference in the back office and on the front lines, where people and information meet.

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Over the years that followed, various technologies have emerged with the aim of making the development of distributed applications easier. Companies needed to integrate their existing applications and make them available to their entire organization. Many applications were hardware dependent, were difficult to monitor and maintain, and required large and powerful hardware. This is where middleware technologies began.
Middleware has come a long way, very quickly. Now, with standards-based integration and easy to use tools, a company’s internal IT resources are able to more easily integrate enterprise applications, maintain these integrations, and evolve these integrations to meet changing business needs.
Development tools provide graphical programming interfaces that make it so that IT programmers with no prior J2EE development experience can get up to speed very quickly. Integrations efforts are now greatly reduced with less coding involved.

Oracle Fusion Middleware is a comprehensive family of products ranging from application development tools and integration solutions to identity management, collaboration, and business intelligence reporting.
These products provide the critical software foundation needed to ensure corporate growth, insight, and control. With Oracle Fusion Middleware, you can leverage your investment in Oracle or any other vendor to make better decisions, secure sensitive information, streamline compliance initiatives, and mitigate risks. And because Oracle Fusion Middleware is modular and integrated, you buy only what you need, when you need it.
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Oracle fusion technology is based on five core principles:
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• Use the applications, technologies, and skill-sets you already have with the Oracle’s middleware

Salesforce.com hires ex-Oracle, SAP software executive Wookey

Salesforce.com has hired former Oracle and SAP executive John Wookey, adding a seasoned software-development executive to its ranks at a time of rapid growth in both revenue and its breadth of offerings.

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“We’re thrilled to have John join Salesforce.com,” the company said in a statement Friday. “He will be focused on special projects that will help us accelerate social enterprise success for customers.”

Wookey was not available for interviews, according to the company.

He left SAP earlier this year after an approximately two-and-a-half year stint, during which he managed the vendor’s on-demand software strategy for large enterprises. His hiring in November 2008 was seen as a coup for SAP at the time, and his departure sparked no shortage of speculation about why he decided to leave. In announcing his pending departure in April, SAP and Wookey said he wanted to spend more time with his family.

He has kept a low profile since then, perhaps due to a noncompete agreement with SAP.

Prior to SAP, Wookey was a key executive in charge of Oracle’s Fusion Applications, a next-generation suite that came to market this year after a protracted development process. He left Oracle in October 2007.

Wookey is a “good pickup” for Salesforce.com and not one made randomly, said Forrester Research analyst Paul Hamerman. “They’re a very innovative company. If they’re bringing him in, it means they probably have a ton of strategy behind it.”

Salesforce.com may want to build some new products, especially in areas such as accounting or human resources, Hamerman speculated.

Wookey will bring solid product-management skills to the Salesforce.com development organization, said analyst Ray Wang, CEO of Constellation Research. “Wookey is one of the best in enterprise software at building effective teams.”

All told, Wookey should have plenty to do. In recent years, Salesforce.com has moved far beyond its roots as a CRM (customer relationship management) vendor, venturing into areas such as social networking and adding new cloud development platforms for Java and other programming languages.

It has also eyed the ERP (enterprise resource planning) market through efforts like FinancialForce.com, its joint venture with Unit 4 Agresso, as well as partnerships with vendors like Workday and Infor.