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1Z0-1005 Oracle Financials Cloud: Payables 2018 Implementation Essentials

Exam Title : Oracle Financials Cloud: Payables 2018 Implementation Essentials
Exam ID : 1Z0-1005
Exam Duration : 120 minutes
Questions in test : 73
Passing Score : 61%
Format : Multiple Choice Questions (MCQ)
Exam Center : Pearson VUE
Real Questions : Oracle Financials Cloud: Payables 2018 Certified Implementation Specialist (OCS)
Recommended Practice : 1Z0-1005 Online VCE Practice Test

Invoicing - Explain the Integrated Imaging Solution
- Create invoice
- Approve Invoices
- Manage supplier information Expenses - Explain expense reporting
- Approve expense reports
- Process expense reimbursements
- Manage Corporate Cards
- Audit Expense Reports
- Set up Expenses Other Payables subjects - Process Income Tax and Withholding tax calculations
- Explain the Close process
- Configure Payables Setups
- Configure Business Units
- Demonstrate payables accounting concepts
- Execute 1099 Reporting
- Describe the Functional Setup Manager Payments - Create a payment
- Execute a Payment Process Request
- Void a payment
- Explain Bank Reconciliations
- Customize Payment Formats
- Set up payments for disbursement
- Explain payment security
- Explain payment approvals Reporting - Explain how to design and use various reporting tools
- Explain Oracle Transactional Business Intelligence (OTBI)
- Use Business Intelligence Publisher (BIP) Reports
- Use the Payables to Ledger Reconciliation Report
- Process intercompany reconciliations

Oracle Financials Cloud: Payables 2018 Implementation Essentials
Oracle Implementation student
Killexams : Oracle Implementation student - BingNews Search results Killexams : Oracle Implementation student - BingNews Killexams : San Diego State launches new information system for students and faculty

Students and faculty will have access to both old and new systems until all services are fully available on my.SDSU

Jessica Parga

A student looks at the WebPortal website that states all updated student information will be moved to My.SDSU.

by Willem Quigley, Staff Writer

San Diego State University began the final transition from the current student information system, WebPortal to the new my.SDSU information system on Oct.1. The transition period will conclude at 11:59 p.m. on Oct. 23, when all student information systems are activated on my.SDSU.

SDSU President Adela de la Torre originally announced the project in May of 2019. An August 2019 article published by the SDSU NewsCenter outlined the initiative’s goals, “the my.SDSU project is meant to Strengthen productivity and agility in the use of mobile and digital technologies, as the university identifies new and different ways of utilizing data to serve and meet the needs of students.”

Between Oct. 1 and Oct. 10, data will be ‘frozen’ on WebPortal, meaning students can still view their academic records but cannot make any changes to them. Data will not be updated as SDSU is synchronizing data from WebPortal to my.SDSU during this period.

Beginning on Oct. 10, students will be able to access my.SDSU  for student self-services such as financial aid data and bill payments.

WebPortal will remain available to students through Oct. 24, though only select services will be accessible. Students will have access to degree evaluations, enrollment verification, and both official and unofficial transcripts via WebPortal until Oct. 24.

During the outlined transition period, students will be unable to make updates to their student records. No late adds, withdrawals, grade changes, major changes can be made during this time. Students will have the opportunity to update their student records on Oct. 24, when my.SDSU is fully implemented.

The my.SDSU project implemented a people-centric adoption strategy that will “maintain a strategic approach and tasks to ensure acceptance support and commitment from the SDSU community for the implementation.”

Despite the implementation of an innovative new student information system, not all students feel that the change is necessary. 

Senior biology major Shaine Wraith does not think the previous system, WebPortal, needed fixing. 

“It seemed to work fine to me, I could always find everything I needed (on WebPortal),” said Wraith.

my.SDSU is a ‘PeopleSoft’ integrated software system and student management information system provided by Oracle. PeopleSoft is used by all CSU campuses and many corporations across the country.

According to the FAQ page on the my.SDSU website, PeopleSoft is a student management information system designed to enhance the way students interact with the university.

Among other well-known institutions and corporations, PeopleSoft applications are used by KaiserPermanente, Alaska Airlines and Domino’s Pizza.

De la Torre added that the my.SDSU project will “reaffirm the university’s commitment to strengthening its information technology resources, cyber security, and data integrity.”

As part of the my.SDSU transition, SDSU will move to a new identification numbering system. New ID numbers will be issued to Fall 2023 admits, though students and faculty who entered the SDSU system before Fall 2023 will be able to continue using their Local Campus ID, also known as RedID.

Each student will have three ID types associated with their student accounts: RedID, EMPLID and SDSUid. Student’s EMPLID will be a my.SDSU-specific number that starts with a number one and will show up as an ID in my.SDSU.

RedIDs will be phased out over time, beginning with Fall 2023 admits.

As outlined on the SDSU website, all historical data will be archived in WebPortal, not deleted, or destroyed.

A host of my.SDSU training guides and video tutorials are available for students and faculty on the my.SDSU website. These training modules are available to assist my.SDSU users navigate the new system.

Google Suite, Handshake, HealtheConnect, OnBase, SDSU Email, SDSU Navigate and Aztec Scholarships will all remain independent suites for students and faculty, and will not be accessible via my.SDSU.

Registration for spring 2023 will begin on Nov. 28 via my.SDSU.

Though this transition is a complex overhaul of an existing student management information system, San Diego State hopes my.SDSU will “transform the experience prospective and enrolled students have at SDSU.”

For questions and concerns regarding the complex transition from WebPortal to my.SDSU you can email or reach out to your my.SDSU Change Ambassador.

Mon, 17 Oct 2022 03:00:00 -0500 en-US text/html
Killexams : Why big health systems are moving to Epic

Two large health systems — Atlanta-based Emory Healthcare and Houston-based Memorial Hermann — recently switched their EHRs from Oracle Cerner to Epic, continuing a trend of bigger hospital groups moving to the Verona, Wis.-based software giant.

Several health system CIOs and other IT leaders told Becker's the reasons for this include the desire to consolidate to one EHR from multiple vendors, with Epic being the most dominant player, while others said not to put too much stock in the name of the companies as the EHRs are fairly similar and depend on what your patients and clinicians are looking for.

"When you've seen one health system, you've seen one health system," said Aaron Miri, senior vice president and chief digital and information officer of Jacksonville, Fla.-based Baptist Health.

But he said Baptist Health went to Epic, a transition completed July 30, to integrate into a single EHR.

"While I can't speak for other health system's reasons, I do think that healthcare is becoming so complicated with so many intersecting levels of care that all health systems must be asking themselves how to simplify the equation and make care delivery a much more seamless experience for providers and patients alike," he said. 

Still research bears out this trend. KLAS Research, which studies EHR use among hospitals, has found bigger systems going to Epic in accurate years and Oracle Cerner gaining smaller facilities.

"KLAS is still collecting, tabulating and verifying data for 2022, but the trend of Epic gains, especially among large hospitals and IDNs, appears to be continuing. Cerner's trend of winning several small hospitals also appears to be holding," said Coray Tate, vice president of core solutions and interoperability at KLAS.

Epic is also typically the EHR used by academic medical centers, said Lisa Nelson, PharmD, vice president of IT applications for University of Rochester (N.Y.) Medical Center.

"It is the platform used in training a generation of providers, nurses and pharmacists as students and residents," she said.

While Epic dominates the U.S. market, Oracle Cerner is the leader by hospital market share worldwide. Oracle said it could help Cerner expand its global reach after it bought the EHR vendor in June for $28.4 billion.

Even though New York City-based Weill Cornell Medicine uses Epic, its biggest affiliates in the Middle East have opted for Oracle Cerner, said CIO Curtis Cole, MD. He said Oracle Cerner provides better support internationally and is more accommodating of local laws and customs.

"In the U.S., Epic is especially compelling in large systems," he said. "It simply solves more problems and scales better. Epic's strict implementation practices mean you will end up with a functional system, even if it isn't fabulous."

Dr. Cole said some former customers of EHR vendor Allscripts, which also has had a bigger share of academic medical centers, miss its flexibility and innovation potential compared to Epic.

"Epic makes it really hard to be exceptional — exceptionally good or exceptionally bad," he said.

"But with the Oracle takeover, I expect more systems will move to Epic," he added. "Epic's dictatorship is at least benevolent."

Other CIOs pointed to the Oracle deal as a reason for the accurate switches. 

"The healthcare industry is risk-averse and does not like uncertainty," said Michael Saad, senior vice president and CIO of Knoxville-based University of Tennessee Medical Center. "For health systems already contemplating a move from Cerner to Epic, the acquisition of Cerner by Oracle has accelerated some of these conversations."

He said one of Oracle Cerner's challenges is a lack of a robust, clinically integrated revenue cycle platform, though he noted that the company plans to implement the beta version of its RevElate solution starting later this year.

"Until Cerner can successfully address this gap and convince health systems that they have an integrated revenue cycle solution, we will continue to see health systems move to Epic," Mr. Saad said.

An Epic spokesperson said the company's gains have been consistent, averaging about 26 large healthcare system pickups a year. The spokesperson pointed to Epic being an integrated system that is built around the patient and preferred by physicians, better financial returns among health systems, high patient satisfaction with MyChart, interoperability among Epic customers, and organizations wanting to collaborate with the Epic peer group. Oracle Cerner didn't respond to requests for comment for this story. 

"I am not surprised as we have seen this shift occur over the past decade as health systems move away from best-of-breed strategies, instead focusing on a high level of integration, not only with respect to their internal software systems but additionally integration with other health systems leveraging [Epic programs like] CareEverywhere and Cosmos," said Josh Glandorf, CIO of University of California San Diego Health.

In an era of hospital consolidation, health systems may buy other hospitals or groups that are on different EHR vendors, then decide to integrate them all into one.

"In these situations, there is a 'you can't go wrong with Epic' sentiment that often prevails," said Joyce Oh, CIO of Tampa, Fla.-based Moffitt Cancer Center. "Epic is a perfectly fine and expected choice."

But she said Oracle Cerner is a better fit for Moffitt. She embraces the vision of Oracle Health Chair David Feinberg, MD, to move the company from "technologically driven" to "clinically driven," which could help boost oncology care delivery and research support. She hopes Oracle employs its data expertise to help Cerner customers find better insights for value-based care.

"A race is not a race with only one participant," Ms. Oh said. "Competition keeps participants pushing to improve, excel, and move further than ever before. The Epic-Cerner 'race' is not only healthy but I am certain will Strengthen EHR technology, data, and (ultimately) patient outcomes for the health systems that utilize these platforms."

Mon, 17 Oct 2022 02:11:00 -0500 en-gb text/html
Killexams : Implementation partners get strategic — so should CIOs’ use of them

As transformational IT has increasingly become a business imperative, implementation partners have been looking to strengthen their value proposition for their customers. To differentiate themselves from transactional service providers, the more proactive partners are evolving their offerings and approaches, thereby becoming more strategic than they had been in the past.

While IT leaders can maximize the opportunity arising out of this shift by leveraging the partners’ strategies and advanced capabilities, it’s important for them to maintain focus on the risks. Here’s a look at how implementation providers are evolving and how CIOs should approach partnering with them for mutual success.

Shifting to a transformation approach

There is a perceptible change in the way implementation partners are now approaching their clients as compared to earlier, and it is all about becoming a strategic partner for transformational change.

“A partner now enters an account with a broader area of engagement in mind. The discussions may be around a specific project with a CIO, such as implementing a typical solution like Oracle or SAP ERP, but the partner’s core agenda is to bring about an extensive and comprehensive transformation of the client’s IT infrastructure,” says Harnath Babu, CIO at KPMG.

“As the project progresses, the partner discusses the CIO’s pain points and what could alleviate them. This could invariably lead to the partner’s scope getting expanded into, but not limited to, managing emerging technologies, enhancing cost and operational efficiencies, bringing about automation, application development, or improving the system of records,” he says. “Implementation partners are clearly moving from the earlier point approach to a transformation approach.”

Sharing an example of this as it unfolded at KPMG, Babu says, “We engaged with a system integrator to help us with L1/L2 support. In a short time, we scaled it to L3. We found that we could also leverage the partner for managing our infrastructure. Next, we asked the partner to help us with POD development as it was a big challenge to find skilled resources,” says Babu. “So, what started as an L1/L2 service engagement, eventually led to infrastructure management and resource augmentation.”

The POD, or product oriented delivery, is a software development model that entails building small, self-sufficient cross-functional teams that take care of specific requirements or tasks for a project.

Takeaways for CIOs from this trend: Leveraging one partner instead of many frees up CIOs and their teams from more boilerplate deployments, allowing them to focus on what is core to the business. “An implementation partner looks at the total value generated from an account. Therefore, if a CIO gives value to the partner, the latter will reciprocate. This will deliver CIOs the confidence of having a strong partner behind them. There can then be a project director to manage the project on a day-to-day basis and the CIO can intervene only when there is budget or strategy involved,” says Babu.


Building Centers of Excellence 

With the aim of adding value to their customers, implementation partners are increasingly realizing the importance of building technological expertise.

“To keep pace with the market and stay relevant, implementation partners are building on human capital and expertise. For instance, most partners lacked competency in cloud as there wasn’t much requirement related to it in the past. However, as cloud is gaining a strong traction, they have also upped the ante,” says Subramanya C, global CTO at business process management company Sagility (formerly HGS Healthcare). 

So, when Subramanya decided to move the company’s SAP, SharePoint portal, intranet, and other applications to the cloud, he roped in a partner who had a Center of Excellence on cloud and 12 to 15 subject matter experts (SME) on the technology.

“Partners with such capabilities were not seen in the past,” he says. “More than 100 servers had to be migrated in a few weeks. Immense planning, resources, and mitigation of risk were involved in the project. However, the partner’s strong technical expertise, which formed the basis of the center of excellence, made sure that the project got completed smoothly and as per the scheduled plan,” says Subramanya.

Takeaways for CIOs from this trend: Although implementation partners can provide deeper expertise than they could in the past, IT leaders should not be complacent when enlisting it. “For complex projects, like ours, strong governance is required from the enterprise technology leader’s end,” Subramanya says. “IT leaders can outsource a task or an activity to a partner and their SME, but they can’t outsource their responsibilities. Therefore, we ensured a strong governance framework was in place while implementing this project. We also had our own SME working in close collaboration with the partner’s experts.”


Collaborating with other partners

The evolution of technology, driven by modernization of applications and services, is catalyzing collaboration among system integrators.

As Archie Jackson, head of special initiatives, IT, and security at digital transformation company Incedo says, “I have seen system integrators coming together to offer solutions, a trend that wasn’t visible in the past. Today, products don’t work in silos. One product has multiple linkages with other products, and it orchestrates and expands into other areas. For instance, a security solution today is not limited only to the network. It is connected to end point and applications, too. Therefore, one project could spill over to another. A partner, however, may not have the expertise or the bandwidth to execute everything, which leads to collaboration with other partners.”

Incedo was in talks with a partner some time back for implementing managed links for connectivity. The end-to-end managed service would have offered remote connectivity to access corporate network from anywhere in the world.

“During the conversations, the partner suggested he could bring another implementation partner to enhance the cybersecurity of the links. It came across as a logical fit because the links had to be secure, but I had not seen a partner collaborating with another one like this in the past,” says Jackson. Takeaways for CIOs from this trend: One implementation partner bringing another partner may help a CIO, but it could also increase the cost of the project. “This is a good option only if a CIO wants to build capability. The primary partner will build his margin into the project for which he is getting the second partner, thereby increasing the cost for the CIO.  If CIOs have the capacity to architect a solution more efficiently, they should do so in-house,” says Jackson.

Tue, 04 Oct 2022 23:52:00 -0500 Author: Yashvendra Singh en-US text/html
Killexams : 8 Companies Owned by Oracle

The acquisitions of Cerner, FarApp, Federos, and GloriaFood in 2021 by Oracle Corporation (ORCL) are just a few examples of Oracle’s reach in the technology market. Acquisitions like this have helped develop Oracle in a multitude of ways, including application development, industry solutions, middleware, server expansion, storage capabilities, and network development.

Oracle has spent a significant amount of money on its acquisitions but its most expensive has been its purchase of PeopleSoft for $10.3 billion in 2005; however, Oracle's announcement in late 2021 of its acquisition of Cerner, if it goes through, will be its most expensive at $28.3 billion.

Due to the numerous products, services, and industries Oracle caters to, it is no surprise that there are a substantial number of important subsidiaries and integrated companies that result in Oracle having the second-highest gross revenue across all software companies.

Key Takeaways

  • Oracle is known as a global leader in enterprise software and IT solutions; it is the second-largest software company in the world by revenue.
  • Oracle's cloud computing and database packages are well-known throughout the industry, but the company also has relied on an aggressive acquisition strategy to bolster its portfolio.
  • Included under the Oracle banner are BEA Systems, Hyperion, Siebel Systems, and Sun Microsystems, among several others.
  • Oracle's largest acquisition was of PeopleSoft in 2005 for $10.3 billion but will be eclipsed by its acquisition of Cerner for $28.3 billion in 2021 if the deal goes through.

1. Acme Packet

Acme Packet produced session border controllers, security gateways, and session-routing proxies. It allowed secure and reliable communications across devices, regardless of network. Oracle entered into an agreement to acquire Acme Packet in 2013 for $2.1 billion. At the time of the acquisition, Acme Packet’s solutions were utilized by almost 90% of the world’s top 100 communications companies. Acme Packet was founded in 2000 and was headquartered out of Bedford, Massachusetts.

2. BEA Systems

Oracle acquired BEA Systems in 2008 for $8.5 billion. The acquisition was made to bolster Oracle’s Fusion middleware software suite. Founded in 1995, the three founders of BEA were all former employees of Sun Microsystems. BEA Systems’ three major product lines were a transaction-oriented middleware platform called Tuxedo, an enterprise infrastructure platform, and a service-oriented architecture platform. All three products are utilized today, including the development of the Oracle Weblogic Server and Oracle Service Bus.

3. Hyperion Corporation

Hyperion Corporation, a provider of performance management software, was acquired by Oracle in 2007 for $3.3 billion. It offered enterprise resource planning solutions, financial modules, and reporting products. The combination of the two companies resulted in the creation of the Oracle Business Intelligence Enterprise Edition.

4. MICROS Systems

In September 2014, Oracle completed the acquisition of MICROS Systems Inc. Previously headquartered in Maryland, MICROS provided enterprise applications to restaurants, hotels, casinos, and other entertainment businesses. The $5.3 billion deal to acquire MICROS enabled Oracle to expand its Retail and Hospitality Hardware and Software division. At the time of acquisition, MICROS technologies were used by over 330,000 customers in 180 countries.

5. NetSuite

Oracle’s 2016 acquisition of NetSuite expanded Oracle’s operations in cloud services. NetSuite was the first cloud company and was founded in 1998. NetSuite provided customers with a suite of software services to manage business operations and customer relationships. NetSuite provided products to over 40,000 companies in 100 countries. NetSuite was one of the biggest acquisitions ever made by Oracle, costing the company $9.3 billion, and giving their library of software a huge boost. 

One of Oracle's most important and successful products is Java, which it acquired through its purchase of Sun Microsystems.

6. PeopleSoft

PeopleSoft provided numerous financial and business applications to address a range of business requirements. Oracle’s hostile takeover of PeopleSoft in 2005 cost $10.3 billion. Modules created by PeopleSoft included Human Capital Management, Financial Management, supplier Relationship Management, Enterprise Service Automation, Supply Chain Management, and PeopleTools.

7. Siebel Systems

Siebel Systems specialized in customer relationship management solutions. After paying $5.85 billion in 2005, Oracle acquired its main competitor in the sales automation program industry. Siebel’s customer relationship manager provided solutions to more than 20 industries and was integrated into Oracle’s Customer Experience portfolio. Founder Thomas Siebel was an Oracle executive from 1984 to 1990 before founding Siebel Systems in 1993. Siebel itself now operates as a product under the Oracle branding.

8. Sun Microsystems

Founded in 1982, Sun Microsystems was acquired by Oracle in 2010 for $7.4 billion and was utilized in the production of Oracle Optimized Systems. Sun Microsystems helped develop a high-performance infrastructure for the Oracle Database, as well as the first Oracle Exalogic Elastic Cloud. Sun Microsystems’ personal portfolio of software developments has expanded under Oracle with the releases of Oracle Solaris, MySQL, and Java.

How Many Acquisitions Has Oracle Made?

In its lifetime, Oracle has made 144 acquisitions, as of March 2022. The acquisitions have been both large and small and have allowed Oracle to expand its presence in a variety of fields.

Who Did Oracle Recently Buy?

Oracle's most accurate acquisition, which is still pending, is that of Cerner in December 2021, for $28.3 billion ($95 a share). This acquisition will put Oracle in the IT healthcare space; a new frontier for the company.

Does Oracle Make Hardware?

Yes, Oracle makes hardware. Its hardware products include servers, storage, and engineered systems, with the goal of optimizing database performance at lower costs.

Thu, 18 Sep 2014 11:15:00 -0500 en text/html
Killexams : Oracle, fear and loathing

With Oracle CloudWorld in Las Vegas kicking off, the on-going battle with third party support provider Rimini Street is once again making the news. On October 10th Oracle said it had informed the court that it is prepared to proceed with a bench trial “because it is the most efficient path to ending Rimini’s illegal conduct, including its longstanding and continuing violations of Oracle’s copyrights.”

Oracle offers three support stages for its enterprise software, tools and databases: Premier Support, Extended Support, and Sustaining Support. In Oracle’s words, these “deliver maximum value by providing you with rights to major product releases so you can take full advantage of technology and product enhancements.”

Premier Support provides a standard five-year support policy for Oracle Technology products; Extended Support provides for an additional three years, and Sustaining Support is indefinite technical support.

In its Magic Quadrant report for cloud database management products, Gartner warned that Oracle’s on-premises products are often perceived to be expensive and difficult to manage, and customers continue to raise concerns about contract negotiations. In fact, Oracle recently increased maintenance charge from 5% to 8% of the original contract value.

Fixes, updates, and critical patch updates created during Premier Support and Extended Support are the only fixes available when the product reaches Sustaining Support. One needs to question why people continue to buy support, if the only patches they are entitled to are the ones that have already been published.

The challenge for many IT leaders is that while they may wish to continue running Oracle, especially if it is part of a core system of record, such as the Oracle relational database, they are being encouraged, or worse, coerced, into upgrading. One of the big benefits of third-party support contracts is that they separate software from maintenance and support.

But Oracle contracts stipulate that technical support may not be discontinued for a single program module within a custom application bundle. In effect, buying the best Oracle deal bundle will mean the customer remains tied in to paying full maintenance fees on all products in that bundle, even if some are replaced with non-Oracle products or third party support is used.

Rimini Street originally ended up on the wrong side of Oracle IP (intellectual Property) in 2010 and in October 2015, a jury found that Rimini Street infringed 93 copyrights.

While Oracle claims Rimini downloaded its IP illegally, customers paying Oracle for maintenance have every right to obtain fixes, patches and documentation, so long as these things remain on their own systems. What Oracle’s latest actions show is that it remains deadly serious about putting the knife into third party maintenance and support.

Wed, 12 Oct 2022 23:23:00 -0500 en text/html
Killexams : Student Information Systems Market May See a Big Move : Autodesk, Oracle, Unit4

This press release was orginally distributed by SBWire

New Jersey, USA — (SBWIRE) — 09/09/2022 — The latest study released on the Global Student Information Systems Market by AMA Research evaluates market size, trend, and forecast to 2027. The Student Information Systems market study covers significant research data and proofs to be a handy resource document for managers, analysts, industry experts and other key people to have ready-to-access and self-analyzed study to help understand market trends, growth drivers, opportunities and upcoming challenges and about the competitors.

Key Players in This Report Include:
Campus Management (United States), Eduware (Lebanon), Ellucian Company (United States), PowerSchool (United States), Open Solutions for Education, Inc (United States), PCR Educator (United States), Rediker Software (United States), Focus School Software (United States), Autodesk Inc. (United States), Foradian Technologies (India), Illuminate Education (United States), Jenzabar (United States), Oracle (United States), Workday (United States), Skyward (United States), Unit4 (Netherlands), EdBoard (United States)

Download trial Report PDF (Including Full TOC, Table & Figures) @

Student information system (SIS), a fully computerized information management system, used by educational institutions to store, organize and analyze the various types of student data such as assessment scores, attendance, class performance, and others personal information. It becomes a vital tool for both educational institutions and parents & students as well. On the other hand, rapid adoption of artificial intelligence in SIS and surging need for enhanced user experience would influence the student information system market positively

Market Trends:
Surging Adoption of Educational Hardware Including Projectors, Tablets, Interactive Whiteboards, etc.
The Growth of Artificial Intelligence (AI) in Student Information System

Market Drivers:
Growth in Number of Schools and Universities Across the Globe
Increasing Digitalization in Both Developed and Developing Economies
Increase in Replacement Activities

Market Opportunities:
Growing Adoption of Education Technology Solutions in Emerging Economies
The Growth of Cloud-Based Hosting of SIS Software

The Global Student Information Systems Market segments and Market Data Break Down are illuminated below:
by Type (Cloud Based Student Information Systems, Web-based Student Information Systems, On-Premises Student Information Systems), Application (Schools, Education Institutions, Others), User Type (Kindergarten, K-12, Higher Education)

Global Student Information Systems market report highlights information regarding the current and future industry trends, growth patterns, as well as it offers business strategies to helps the stakeholders in making sound decisions that may help to ensure the profit trajectory over the forecast years.

Have a query? Market an enquiry before purchase @

Geographically, the detailed analysis of consumption, revenue, market share, and growth rate of the following regions:
– The Middle East and Africa (South Africa, Saudi Arabia, UAE, Israel, Egypt, etc.)
– North America (United States, Mexico & Canada)
– South America (Brazil, Venezuela, Argentina, Ecuador, Peru, Colombia, etc.)
– Europe (Turkey, Spain, Turkey, Netherlands Denmark, Belgium, Switzerland, Germany, Russia UK, Italy, France, etc.)
– Asia-Pacific (Taiwan, Hong Kong, Singapore, Vietnam, China, Malaysia, Japan, Philippines, Korea, Thailand, India, Indonesia, and Australia).

Objectives of the Report
– -To carefully analyze and forecast the size of the Student Information Systems market by value and volume.
– -To estimate the market shares of major segments of the Student Information Systems
– -To showcase the development of the Student Information Systems market in different parts of the world.
– -To analyze and study micro-markets in terms of their contributions to the Student Information Systems market, their prospects, and individual growth trends.
– -To offer precise and useful details about factors affecting the growth of the Student Information Systems
– -To provide a meticulous assessment of crucial business strategies used by leading companies operating in the Student Information Systems market, which include research and development, collaborations, agreements, partnerships, acquisitions, mergers, new developments, and product launches.

Buy Complete Assessment of Student Information Systems market Now @

Major highlights from Table of Contents:

Student Information Systems Market Study Coverage:
– It includes major manufacturers, emerging player's growth story, and major business segments of Student Information Systems market, years considered, and research objectives. Additionally, segmentation on the basis of the type of product, application, and technology.
– Student Information Systems Market Executive Summary: It gives a summary of overall studies, growth rate, available market, competitive landscape, market drivers, trends, and issues, and macroscopic indicators.
– Student Information Systems Market Production by Region Student Information Systems Market Profile of Manufacturers-players are studied on the basis of SWOT, their products, production, value, financials, and other vital factors.
– Key Points Covered in Student Information Systems Market Report:
– Student Information Systems Overview, Definition and Classification Market drivers and barriers
– Student Information Systems Market Competition by Manufacturers
– Impact Analysis of COVID-19 on Student Information Systems Market
– Student Information Systems Capacity, Production, Revenue (Value) by Region (2021-2027)
– Student Information Systems Supply (Production), Consumption, Export, Import by Region (2021-2027)
– Student Information Systems Production, Revenue (Value), Price Trend by Type {Cloud Based Student Information Systems, Web-based Student Information Systems, On-Premises Student Information Systems}
– Student Information Systems Market Analysis by Application {Schools, Education Institutions, Others}
– Student Information Systems Manufacturers Profiles/Analysis Student Information Systems Manufacturing Cost Analysis, Industrial/Supply Chain Analysis, Sourcing Strategy and Downstream Buyers, Marketing
– Strategy by Key Manufacturers/Players, Connected Distributors/Traders Standardization, Regulatory and collaborative initiatives, Industry road map and value chain Market Effect Factors Analysis.

Browse Complete Summary and Table of Content @

Key questions answered
– How feasible is Student Information Systems market for long-term investment?
– What are influencing factors driving the demand for Student Information Systems near future?
– What is the impact analysis of various factors in the Global Student Information Systems market growth?
– What are the accurate trends in the regional market and how successful they are?

Thanks for reading this article; you can also get individual chapter wise section or region wise report version like North America, Middle East, Africa, Europe or LATAM, Southeast Asia.

Contact US:
Craig Francis (PR & Marketing Manager)
AMA Research & Media LLP
Unit No. 429, Parsonage Road Edison, NJ
New Jersey USA – 08837
Phone: +1 (206) 317 1218
[email protected]

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Thu, 08 Sep 2022 18:42:00 -0500 ReleaseWire en-US text/html
Killexams : Oracle Releases Java 19

New release delivers seven JDK Enhancement Proposals to increase developer productivity, Strengthen the Java language, and enhance the platform's performance, stability, and security

Java 19's key capabilities to be showcased at JavaOne 2022 in Las Vegas on October 17-20

AUSTIN, Texas, Sept. 20, 2022 /PRNewswire/ -- Oracle today announced the availability of Java 19, the latest version of the world's number one programming language and development platform. Java 19 (Oracle JDK 19) delivers thousands of performance, stability, and security improvements, including enhancements to the platform that will help developers Strengthen productivity and drive business-wide innovation. Oracle will showcase the latest capabilities in Java 19 at JavaOne 2022, taking place October 17-20 in Las Vegas, and via a keynote broadcast airing on at 9:00 a.m. PT on Tuesday, September 20.


"Our ongoing collaboration with the developer community is the lifeblood of Java. As the steward of Java, Oracle is steadfastly committed to providing developers and enterprises with the latest tools to help them create innovative apps and services," said Georges Saab, senior vice president of development, Java Platform and Chair, OpenJDK Governing Board, Oracle. "The powerful new enhancements in Java 19 are a testament to the monumental work across the global Java community."

The latest Java Development Kit (JDK) provides updates and improvements with seven JDK Enhancement Proposals (JEPs). Most of these updates are to be delivered as follow-up preview features improving on functionality introduced in earlier releases.

JDK 19 delivers language Improvements from OpenJDK project Amber (Record Patterns and Pattern Matching for Switch); library enhancements to interoperate with non-Java Code (Foreign Function and Memory API) and to leverage vector instructions (Vector API) from OpenJDK project Panama; and the first previews for Project Loom (Virtual Threads and Structured Concurrency), which will drastically reduce the effort required to write and maintain high-throughput, concurrent applications in Java.

"Java developers are increasingly seeking tools to help them efficiently build highly functional applications for deployment in the cloud, on-premises, and in hybrid environments," said Arnal Dayaratna, research vice president, software development, IDC. "The enhancements in Java 19 deliver on these requirements and illustrate how the Java ecosystem is well-positioned to meet the current and future needs of developers and enterprises."

Oracle delivers new Java Feature releases every six months via a predictable release schedule. This cadence provides a steady stream of innovations while delivering continuous improvements to the platform's performance, stability, and security, helping increase Java's pervasiveness across organizations and industries of all sizes.

The most significant updates delivered in Java 19 are:

Updates and Improvements to the Language

  • JEP 405: Record Patterns (Preview): Enables users to nest record patterns and type patterns to create a powerful, declarative, and composable form of data navigation and processing. This extends pattern matching to allow for more sophisticated and composable data queries.

  • JEP 427: Pattern Matching for Switch (Third Preview): Enables pattern matching for switch expressions and statements by permitting an expression to be tested against a number of patterns. This allows users to express complex data-oriented queries concisely and safely.

Library Tools

  • JEP 424: Foreign Function and Memory API (Preview): Enables Java programs to more easily interoperate with code and data outside of the Java runtime. By efficiently invoking foreign functions (i.e., code outside the Java Virtual Machine [JVM]), and by safely accessing foreign memory (i.e., memory not managed by the JVM), this API enables Java programs to call native libraries and process native data via a pure Java development model. This results in increased ease-of-use, performance, flexibility, and safety.

  • JEP 426: Vector API (Fourth Incubator): Enables superior performance compared to equivalent scalar computations by expressing vector computations that reliably compile at runtime to vector instructions on supported CPU architectures.


Project Loom Preview/Incubator Features

  • JEP 425: Virtual Threads (Preview): Dramatically reduces the effort of writing, maintaining, and observing high-throughput concurrent applications by introducing lightweight virtual threads to the Java Platform. Using virtual threads allows developers to easily troubleshoot, debug, and profile concurrent applications with existing JDK tools and techniques.

  • JEP 428: Structured Concurrency (Incubator): Streamlines error handling and cancellation, improves reliability, and enhances observability by simplifying multithreaded programming and treating multiple tasks running in different threads as a single unit of work.

Driving Java Innovation in the Cloud

The Java 19 release is the result of extensive collaboration between Oracle engineers and other members of the worldwide Java developer community via the OpenJDK Project and the Java Community Process (JCP). In addition to new enhancements, Java 19 is supported by Java Management Service – an Oracle Cloud Infrastructure (OCI) native service – that provides a single pane of glass to help organizations manage Java runtimes and applications on-premises or on any cloud.

Supporting Java Customers

The Oracle Java SE Subscription is a pay-as-you-go offering that provides customers with best-in-class support, entitlement to GraalVM Enterprise, access to the Java Management Service, and the flexibility to upgrade at the pace of their businesses. This helps IT organizations manage complexity, contain costs, and mitigate security risks. In addition, Java SE and GraalVM Enterprise are offered free of charge on OCI, enabling developers to build and deploy applications that run faster, better, and with unbeatable cost-performance on Oracle Cloud. 

Underscoring Java's popularity with the global developer community, Oracle is proud to recognize the one millionth completed Java certification. Java certifications help developers stand out as Java experts and raise their profiles with enterprises seeking to attract highly skilled Java professionals.

Additional Resources

About Oracle

Oracle offers integrated suites of applications plus secure, autonomous infrastructure in the Oracle Cloud. For more information about Oracle (NYSE: ORCL), please visit us at


Oracle, Java, and MySQL are registered trademarks of Oracle Corporation.


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Tue, 20 Sep 2022 04:04:00 -0500 en-US text/html
Killexams : Oracle Lays Off 201 Employees In California

Cloud News

David Harris

The cuts affected workers at Oracle offices in Redwood City, Calif., home to the tech giant’s former headquarters. The jobs that were affected included data scientists, application developers, marketing certified and software developers.


Oracle has laid off more than 200 of its workers in California months after reports surfaced that the tech giant was considering “thousands” of job cuts on the heels of its $28 billion Cerner acquisition.

The Austin, Texas company cut 201 jobs in total on Oct. 3 from its Redwood City, Calif. office, according to its Worker Adjustment and Retraining Notification (WARN) filed in California. The job cuts took effect Oct. 3 and was received by the California Employment Development Department Sept. 30, according to the WARN.

In a letter to the state obtained by CRN, Oracle said the layoffs would be permanent and said that its Redwood Shores campus would not be closing as a result of the job cuts. Oracle formerly housed its headquarters in Redwood City, but moved it to Austin at the end of 2020.

Among the jobs cut in this round, according to the Aug. 4 letter to the state from Anje Dodson, senior vice president of human resources at Oracle: data scientists, application developers, marketing certified and software developers.

CRN has reached out to Oracle for comment.

As of this past May, Oracle employed approximately 143,000 full-time employees, of which about 48,000 are based in the U.S. and the rest internationally, according to a regulatory filing.

Oracle closed its acquisition of healthcare digital information system provider Cerner in June. The company began to notify employees of layoffs in early August, according to a report in The Information at the time. That matches with the date on the WARN notice, which states that this crop of employees received notification about the layoffs on August 4.

The company is the No. 1 employer in Redwood City, Calif. with over 6,500 workers there, according to the city.

Thu, 13 Oct 2022 06:05:00 -0500 en text/html
Killexams : VA will halt Oracle-Cerner implementation until patient safety concerns are addressed

The Veterans Health Administration's rollout of its Oracle-Cerner EHR system will not continue until patient safety concerns are addressed, according to Sept. 26 reporting in FedScoop.

VA Secretary Denis McDonough confirmed the news Sept. 26, responding to questions at an event hosted by the Defense Writers Group. Mr. McDonough confirmed that the VA is working through an implementation checklist with each hospital setting up the new EHR system.

The rollout was paused in June after a federal watchdog alleged that a flaw in Cerner's system caused harm to 148 veterans at Spokane, Wash.-based Mann-Grandstaff Medical Center.

"I think we've been clear that we have to be confident that these risks to patient safety are addressed before we go live. So we're not just focused on the passage of time between now and next year; we're focused on improving the system," Mr. McDonough said.

Becker's has reached out to Cerner and will update this report if more information becomes available.

Mon, 26 Sep 2022 09:20:00 -0500 en-gb text/html
Killexams : The Effects of City-Wide Implementation of "Second Step" on Elementary School Students' Prosocial and Aggressive Behaviors

Abstract and Introduction

This study examined the impact of implementing Second Step, a violence prevention program, using a comprehensive, city-wide approach. The evaluation included 741 3rd-5th graders in six schools. Student surveys, behavioral observations, and discipline referrals were used to assess aggressive-antisocial and prosocial behaviors. We found significant improvements in positive approach-coping, caring-cooperative behavior, suppression of aggression, and consideration of others, but no changes in aggressive-antisocial behaviors. Behavioral observations and disciplinary referrals showed no significant changes. The program was implemented with high fidelity and engaged a wide range of participants from the community.
Editors' Strategic Implications: Key implementation issues are presented for a cross-site, city-wide evaluation on "Second Step." School and community officials will benefit from these lessons, as well as the authors' recommendations for further longitudinal study with appropriate comparison groups.

Youth violence is widely recognized as a serious and complex public health problem (Mercy & O'Carroll, 1988; U.S. Department of Health and Human Services, 2001). Several longitudinal studies have demonstrated a link between early aggressive and antisocial behavior in youth and later violence in adolescence and young adulthood (Farrington, 1991; Huesmann, Eron, Lefkowitz, & Walder, 1984; Olweus, 1979; Tremblay et al., 1992). These studies show the presence of a predictable and stable developmental pathway to violence that begins in early childhood (Reid & Eddy, 1997). Therefore, prevention programs must begin early, ideally at the elementary school level or even earlier, in order to break this continuum of violence (Rivara & Farrington, 1995). Schools have been identified as ideal environments for implementing prevention programs (Mayer, 1995; Walker et al., 1996), and a multitude of programs are available to address violence prevention in this setting.

One such program, Second Step addresses the socioemotional skills of children and youth in grades pre-kindergarten through middle school and seeks to enhance their social environment by providing students with social cognitive skills (Bandura, 1986) that enable them to negotiate situations of interpersonal conflict in a non-violent manner (Thornton, Craft, Dahlberg, Lynch, & Baer, 2000). Second Step is already widely used in the United States and Canada, has been adapted for use in other countries (Frey, Hirschstein, & Guzzo, 2000), and offers developmentally-appropriate curricula for children in grades pre-Kindergarten through middle school. The program is recommended as a best practice or "model" program by several organizations-Safe, Disciplined, and Drug-Free Schools Expert Panel (U.S. Department of Education, 2001); Hamilton Fish Institute (1999); U.S. Department of Health and Human Services (2001); Communities that Care (Developmental Research and Programs, Inc., 2000)-because of its modest proven effectiveness combined with its ease of implementation and accessible cost.

Second Step's effectiveness has been tested in several open trial evaluations and one randomized controlled trial, with promising, but somewhat inconsistent, results. A randomized, controlled study of Second Step with 790 second and third grade students in Washington State revealed that the curriculum reduced physically violent behavior in participants and increased the use of prosocial behavior, with effects on physical aggression in the classroom lasting up to six months (Grossman et al., 1997). During the same period, students in the study who did not receive the Second Step curriculum showed increases in physical and verbal aggression at school and no appreciable changes in neutral or prosocial behavior. However, a separate evaluation of Second Step with sixth graders showed less promising effects, which were attributed to a low level of teacher's commitment to the program at some sites, as well as other problems related to program implementation (Orpinas, Parcel, McAlister, & Frankowski, 1995). Other studies of Second Step have reported no change in violent behavior (Botzer, 2003) or in antisocial behavior (McCabe, 2000; Taub, 2002), except with initially highly aggressive children.

Although studies have been inconsistent in their abilities to demonstrate positive effects on violent and aggressive behaviors, they have been consistent in the demonstration of significant improvements in prosocial behaviors that have been shown to precede and predict reductions in student aggression in other studies (Frey et al., 2000; McMahon & Washburn, 2003), including: empathy (McMahon & Washburn, 2003; Ryan, Aten, Auinger, & Miller, 2004; Washburn, 2002), problem solving and understanding of anger management skills (Ryan et al., 2004), social competence and peer engagement (Grossman et al., 1997; Taub, 2002), and awareness of others, classroom climate, and self control (Lillenstein, 2002). Researchers have offered several possible reasons for Second Step's inability to demonstrate a consistent impact on violent and aggressive behaviors, including failures to achieve high and consistent implementation fidelity in the research setting (McMahon & Washburn, 2003; Orpinas et al., 1995), strong teacher buy-in (Orpinas et al., 1995), community involvement (McMahon & Washburn, 2003), and adequate follow-up (Taub, 2002) -- all characteristics linked to prevention program effectiveness. Other characteristics associated with program effectiveness include addressing multiple risk and protective factors (Nation et al., 2003); intensive training and technical support (Domitrovich & Greenberg, 2000; Durlak & Ferrari, 1998; Nation et al., 2003); strong staff and administrative support (August, Lee, Bloomquist, Realmuto, & Hektner, 2003; Kam, Greenbert, & Walls, 2003; Mihalic, Irwin, Elliott, Fagan, & Hansen, 2001). We sought to determine if the effectiveness of Second Step could be enhanced by incorporating these characteristics into its design and implementation. Improving the effectiveness of such a widely-used and accessible curriculum could have broad and important implications for the prevention of school violence.

For the current study, we specifically focused on achieving the following four goals: (1) high implementation fidelity; (2) strong teacher and administrator buy-in and support; (3) high levels of community involvement and support; and (4) the provision of intensive, ongoing training and technical support. This is the first reported implementation of Second Step as a school-community, city-wide intervention. Using a multi-component evaluation methodology, we examined the effectiveness of Second Step in this setting, with the hypothesis that this implementation approach would enhance the effectiveness of Second Step by broadening the scope of the program and addressing some of the potential reasons for lack of success in the past. Our evaluation included three major components: student self-report questionnaires, independent behavioral observations and review of disciplinary referrals. For the current study, we report the effects of Second Step on 3rd and 4th grade students' outcomes in terms of changes in risk and protective factors.

Fri, 14 Oct 2022 12:00:00 -0500 en text/html
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