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Exam Code: 1Z0-1008 Practice exam 2022 by Killexams.com team
1Z0-1008 Oracle Project Portfolio Management Cloud 2018 Implementation Essentials

Exam Title : Oracle Project Portfolio Management Cloud 2018 Implementation Essentials
Exam ID : 1Z0-1008
Exam Duration : 120 minutes
Questions in exam : 76
Passing Score : 60%
Format : Multiple Choice Questions (MCQ)
Exam Center : Pearson VUE
Real Questions : Oracle Project Portfolio Management Cloud 2018 Certified Implementation Specialist (OCS)
Recommended Practice : 1Z0-1008 Online VCE Practice Test

Project Portfolio Management overview - Describe the components of Oracle Cloud Project Portfolio Management
- Explain the components available for integration Applications Security Overview - Describe the Applications Security Console
- Identify the roles delivered in a seeded security implementation
- Manage roles and duties Configure Common Applications - Set up Enterprise Structures Units
- Manage Reference Data sharing Configure Project Foundation - Set up Project Calendars and Periods
- Setup 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 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 Project Performance Reporting - Configure Key Performance Indicators for project performance reporting Configure Project Resource Management - Configure Project Labor Enterprise Resources
- Set up Resource Pools
- Set up Talent Profile Content Navigation, User Experience, and Personalization - Describe the business processes that are supported by approvals and workflows
- Set up approval and notification tasks
- (NEW FOR 18B) Describe Navigation, User Experience and Personalization Concepts Functional Setup Manager - Describe the Functional Setup Manager
- Manage an implementation project
- Describe the Rapid Implementation Workbook Common project configuration - Explain common project configuration in Project Performance Management
- Manage Subledger Accounting Configure Project Costing - Configure Project Cost Collection Center
- Manage Burdening Schedules
- Manage Allocations
- Explain capitalized interest calculations
- Describe Budgetary Controls
- Configure Time & Labor for projects
- Configure Integration Options
- Describe Integration Methods Configure 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
- (NEW FOR 18B) Revenue Accounting in Revenue Management Cloud 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
- (NEW for R13) Manage Project Gates
- (NEW for R13) Explain additional Descriptive Flex Fields
- (NEW FOR 18B) Application Composer for Project Execution Managment Project Reporting - Configure Infolets for PPM
- Describe Oracle Transactional Business Intelligence (OTBI)

Oracle Project Portfolio Management Cloud 2018 Implementation Essentials
Oracle Implementation questions
Killexams : Oracle Implementation questions - BingNews https://killexams.com/pass4sure/exam-detail/1Z0-1008 Search results Killexams : Oracle Implementation questions - BingNews https://killexams.com/pass4sure/exam-detail/1Z0-1008 https://killexams.com/exam_list/Oracle Killexams : Oracle Fusion Sales aims to automate repetitive sales tasks

The latest version of Oracle’s Fusion Sales customer relationship management (CRM) application wants to automate the most repetitive sales tasks by providing users with automated recommendations to increase productivity and close more deals.

The new look Fusion Sales tool looks to build on the data Oracle has collected for over 40 years and remove several manual steps in the B2B sales process.

“Traditional CRM systems were designed to be a system of record for planning and forecasting, versus a tool to help sellers sell more. As a result, sellers spend countless hours on data entry and administration that stunts sales productivity,” said Rob Tarkoff, executive vice president for Oracle Fusion Cloud Customer Experience.

The updated sales application already comes bundled with Oracle’s Cloud Customer Experience CRM suite, which also includes marketing, customer service, finance, and HR modules.

Fusion Sales could turn marketing leads into opportunities

The updated sales application offers a step-by-step guide that helps sellers onboard faster. These steps can be based on the custom recommended practices of an individual enterprise, and can help automate the process of qualifying and converting marketing leads into opportunities.

“When connected to Oracle Fusion Marketing, Fusion Sales automatically creates highly qualified leads and then passes them to sellers for follow-up,” the company said in a statement.

Sellers will be able to see quotes, proposals, and implementation schedules once new opportunities are created inside the CX cloud.

These quotes are automatically updated throughout the sales process as a deal progresses and are enriched with historical data that includes prior successful deals, the customer’s industry sector, and other key account attributes.

The application can also surface content recommendations for sellers that can be fed in from the marketing team. These approved pieces of information, such as commonly asked questions, can be used to quickly answer buyer or customer queries, easing the time taken to complete the sales process.

New app lets users create personalized mircosites

The updated version of Fusion Sales also includes a new Digital Sales Room, where an enterprise can create personalized microsites for its customers.

These sites can include resources such as quotes, past contracts, reference stories, and details of past or upcoming Zoom meetings to help move buyers closer to a purchasing decision.

These sites can also track certain customer signals or behavioral patterns based on their interaction with the website, and these signals can be used as further sales insights for training and future deal-making strategies.

Competition continues to be strong in the CRM market

With these product moves, Oracle is looking to keep pace in what is becoming an even more competitive cloud CRM space, alongside the likes of Microsoft, Salesforce, and SugarCRM.

Salesforce has been looking to leverage AI to make recommendations to users since it launched its Einstein product back in 2016, and Microsoft has added its own Sales Insights for Dynamics CRM.

“In 2021, many companies continued to pivot toward the more digital world that we now live in, including the procurement of technologies that would help them Improve their level of engagement with their customers and the experience that customers receive,” said Alan Webber, program vice president for customer experience management strategies at the analyst firm IDC.

Tue, 26 Jul 2022 00:10:00 -0500 Author: Anirban Ghoshal en-US text/html https://www.cio.com/article/403765/oracle-fusion-sales-aims-to-automate-repetitive-seller-tasks.html
Killexams : Oracle lays off hundreds of employees

Oracle Corp. ORCL, -1.14%  laid off hundreds of employees this week as the business software provider prioritizes its healthcare IT services and cloud businesses, according to people familiar with the company’s actions.

The job cuts principally hit staff at Oracle’s advertising and customer experience group, the people said. The group sells services to help clients analyze data about their customers and target advertising to those customers.

Oracle’s job cuts come as the company is putting increased emphasis on cloud healthcare services after recently receiving regulatory approval for its $28.3 billion deal for electronic-medical-records company Cerner Corp. They are hitting a unit that has become less central to the company at a time the digital ad market also is in turmoil. The layoffs were earlier reported by The Information.

The Austin, Texas-based company is the latest in the growing field of tech companies across an array of activities to slow hiring or cut staff. Last month, Microsoft Corp. MSFT, -0.92% said it would be cutting less than 1% of its total workforce of about 181,000 employees.

Robinhood Markets Inc. HOOD, +2.69% this week said it was slashing about 23% of its full-time staff as the online brokerage reacts to a sharp slowdown in customer trading activity. In June, Netflix Inc. NFLX, +2.96% said it was laying off about 300 employees, following a round of layoffs of 150 people in the previous month.

An expanded version of this story appears on WSJ.com.

Popular stories from WSJ.com:

Fri, 05 Aug 2022 08:24:00 -0500 en-US text/html https://www.marketwatch.com/story/oracle-lays-off-hundreds-of-employees-11659731052
Killexams : Next hit with HMRC inquiry after payroll blunders

Next celebrated its 40th birthday in style last month. The retailer’s feted boss, Lord (Simon) Wolfson, mingled with head-office staff and store managers in a carnival atmosphere at Birmingham’s National Exhibition Centre. Guests loaded up at the free bar and danced the night away. Others enjoyed the dodgems and the waltzers. Some just sat back in a deckchair with an ice cream.

A casual observer would never have guessed it, but behind the scenes, the mood among some of Next’s 43,000 workers has, in reality, turned toxic.

The tens of thousands of people working in Next’s stores and warehouses — who were not invited to join last month’s festivities — have borne the brunt of a disastrous implementation of a new Oracle payroll system.

Workers on the minimum wage have been significantly underpaid, while others are being overpaid, causing some to lose access to their benefits amid the worst squeeze on living standards for 60 years.

As serious as the current situation is, though, the issues at Next appear to run much deeper.

In this investigation, we reveal that:

● HM Revenue & Customs is investigating whether Next is paying workers the national minimum wage.

Related Articles

● Next inadvertently over-claimed money from the coronavirus job retention scheme without giving 4,000 members of staff the furlough payments that they were due.

● HMRC has reclassified Next from a low-risk taxpayer to a medium-risk taxpayer.

These revelations appear to stand at odds with the widely held perception of Next as a well-oiled machine. Under Wolfson, the fashion chain has defied gravity on the high street, pumping out record pre-tax profits of £823 million last year. And last week, it raised its profit forecast for this year by £10 million to £860 million after shoppers flocked back to stores.

Meanwhile, workers have been suffering. “More than a dozen people in my store didn’t get paid right last month,” said one shop-floor employee. “One girl was overpaid, so her benefits were stopped and she had to borrow money off her parents to pay her bills and feed her young son. Another girl literally didn’t have the money to pay for her bus fare to work. Morale is awful — I have never known it to be as bad as this.”

The hardships inflicted on staff pose difficult questions for finance director Amanda James and operations director Richard Papp, who oversaw the roll-out of the Oracle software system.

Wolfson, 54, is a master of detail who immerses himself so deeply in the business that he personally signs off requests for additional headcount in shops and warehouses. The Conservative life peer meticulously managed the leases on Next’s portfolio of 477 stores to ensure it had the flexibility to close poor performers as trade drifted online. And he decisively capitalised on Next’s advantages as a one-time catalogue retailer by establishing a service to run other retailers’ online operations. Any investors who bought Next shares 21 years ago, when Wolfson took over, would now be sitting on a near 2,000 per cent return.

Prudence is the watchword at Next. Wolfson prefers to utilise its in-house expertise rather than rely on consultants or third-party software providers. The retailer has largely designed its own systems, developed and supported by a vast IT department of about 1,000 workers. The attempt to integrate those systems with Oracle’s has been at the heart of the operational meltdown.

HMRC requires companies to use a licensed, third-party payroll provider. Next had to find a new one after learning that its previous software would be discontinued this year. In 2018, it is said to have signed a five-year licence with Oracle, and has paid the software giant more than £10 million to date. Oracle did not respond to a request for comment for this article.

The implementation of the payroll system has lasted the best part of four years. As the deadline neared, a team of more than 50 people worked round the clock to try to ensure the system was ready, with some workers putting in dozens of hours of overtime at double pay for several weeks.

Staff have complained of not being paid, being paid too much, or having deductions taken for paid-off student loans

Next even dished out an “implementation bonus” — a reward for failure that irritated some head-office staff.

The retailer blamed the botched implementation on the pandemic, which led Next to divert key team members to establishing its furlough payments system. It also acknowledged that it had tried to replicate too much of the functionality from its original payroll system in too tight a timeframe, meaning that Next went live with an untested system.

One source close to the failings, though, said that the company’s insularity and the attitude that “Next knows best” was at the root of the problems — a characterisation the company rejected.

Either way, the consequences have been dire. The company had expected that the switchover would prevent it from being able to hire staff for its retail business for two weeks — but it was actually unable to hire anybody for six weeks. Some employees who had paid off student loans years before noticed deductions suddenly restarting. Meanwhile, pension contributions were deducted from staff pay packets without being invested — although Next said it was confident that no workers would ultimately lose out from these mistakes.

The disruption, cruelly, has been most severe for Next’s shop-floor workers, who are paid the minimum wage of £9.50 an hour. The switchover to the Oracle system in February resulted in thousands of staff being paid incorrectly. One member of the retail workforce said that despite not being paid what they were owed, staff were having to work harder because they had been told to re-label thousands of garments with higher prices.

“Some people just weren’t being paid for months. Affected staff have been calling up crying and, in the worst cases, they have even been suicidal,” said one head-office insider. Another source said that workers in the payroll department “just looked broken”.

Next said this was not a fair reflection of the general interactions. “We acknowledge the frustration many colleagues have felt and reiterate our sincere apologies. We have made huge progress and continue to work very hard to resolve the situation,” a spokesman said.

The retailer’s response was to write another system to catch and correct errors produced by the payroll software before money is paid to staff. Despite that, 219 retail workers were underpaid in Next’s latest weekly payroll cycle and a greater number are thought to be getting overpaid, with the risk of benefits being withdrawn. The company said all underpayments were now being rectified within five working days and that improvements in the process were dramatically reducing error rates.

Lord (Simon) Wolfson, the chief executive of Next

CHRIS RATCLIFFE/GETTY IMAGES

Like many retailers, there is a chasm between the earnings of workers and Next’s top brass. Last year, Wolfson was paid £4.4 million, equivalent to 245 times the average Next employee. Papp and James earned £2.2 million each.

“I was underpaid by more than £500 … I have just given that up,” one warehouse worker said. “Now the system is telling universal credit I have not been to work, so I received almost £800 [in benefits] that I wasn’t due. I have been told that I have to go and look for a job with the job centre, but I am working damned hard because we are that short-staffed. It is demoralising.”

Next said it believed there were no outstanding underpayment queries among warehouse workers that were more than two weeks old.

Jo Mackie, leader of the employment practice at law firm Slater and Gordon, said that, theoretically, HMRC can punish companies if software issues lead to staff being underpaid — although the liability would be subject to the terms of the contract between the employer and the software provider. In 2013, National Grid agreed to pay £4 million to compensate more than 8,000 American workers after the botched implementation of a SAP payroll system meant it failed to pay overtime to workers repairing damage caused by Hurricane Sandy.

Wolfson, though, has other problems to worry about. In May, HMRC wrote to the directors of Next advising them that it had opened an investigation into whether the retailer was paying its workers the “correct rate” of national minimum wage.

The inquiry is understood to have been triggered by a complaint from a member of Next’s retail workforce. HMRC has informed Next that the investigation will encompass its entire corporate structure, including any subsidiary companies. HMRC declined to comment.

“In general terms, it is not uncommon for HMRC to audit large employers and their adherence to national minimum wage regulations,” a Next spokesman said.

If the taxman finds companies guilty of underpaying staff, it can force them to make good the underpayment and levy penalties of up to 200 per cent of the arrears.

HMRC also reclassified Next from a low-risk taxpayer to a medium-risk taxpayer. The change came after the company admitted that it had over-claimed £4.3 million of furlough cash, which it repaid in January. After making what was intended to be a final disclosure, Next is said to have realised it had over-claimed an additional £3 million, which has since been repaid.

Additionally, the retailer discovered it had underpaid roughly £2 million of furlough cash to about 4,000 employees. It has repaid all current employees who were out of pocket, but admitted that about 900 former employees, who have been contacted, have yet to be repaid. Next attributed the mistakes to the regular amendments of the Covid scheme, adding that they were a challenge for all companies to deal with. The company said it had a “clear path” to return to a low risk rating with HMRC.

Still, the litany of accurate mis-steps will shock Wolfson’s acolytes in the City. Just like Next’s staff, they will be hoping these are no more than a blip.

Sat, 06 Aug 2022 07:11:00 -0500 en text/html https://www.thetimes.co.uk/article/4f90b3ea-1596-11ed-a669-519b582f91b7?shareToken=68e7959b39e882dc7ce44a666a3b2ec7
Killexams : Oracle Automates the Tasks Sellers Despise with Next Generation CRM

Oracle Fusion Sales provides sellers with AI-powered recommendations and guided steps to close deals faster

AUSTIN, Texas, July 26, 2022  /PRNewswire/ -- Oracle today announced the next generation of Oracle Fusion Sales, a sales automation application that identifies high-quality sales opportunities and guides sellers to close deals faster. Part of Oracle Fusion Cloud Customer Experience (CX) and powered by artificial intelligence (AI), Fusion Sales automatically provides sellers with quotes, proposals, and recommended steps to help them increase productivity, close more deals, and instill confidence among buyers.

(PRNewsfoto/Oracle)

Nearly one third of sellers struggle to close deals and meet quotas, according to a accurate study conducted by CRM analyst firm Beagle Research Group in partnership with Oracle. The study, "Does Your CRM Leave Money on the Table," highlights the struggles that sellers face with customer churn and archaic sales processes. In turn, sellers have noted that they are open to greater automation and trust AI to take on greater responsibilities, including qualifying leads (70 percent), identifying priority deals (60 percent), and tracking deal progress (80 percent).

"Traditional CRM systems were designed to be a system of record for planning and forecasting versus a tool to help sellers sell more. As a result, sellers spend countless hours on data entry and administration that stunts sales productivity," said Rob Tarkoff, executive vice president and general manager, Oracle Fusion Cloud Customer Experience (CX). "Applying 40 plus years of data and business process expertise, we have done the heavy lifting to engineer the next era of CRM. Oracle Fusion Sales removes the manual steps in the B2B sales process to help sellers close more deals faster and more efficiently."

Oracle Fusion Sales provides sellers with:

  • Step-by-Step Guided Processes: Sellers can onboard faster and Improve productivity with a guided step-by-step process to help engage with accounts, progress opportunities, and close deals faster. Customers can choose to base the processes on best practices set by leadership or customizable, industry-specific templates.

  • Conversation Ready Opportunities: Sellers can automate the process of re-qualifying and converting marketing leads into opportunities. Connected to Oracle Fusion Marketing, Fusion Sales automatically creates highly qualified leads and then passes them to sellers for follow-up.

  • Automated Quotes and Proposals: Sellers automatically receive initial quotes, proposals, and implementation schedules when opportunities are created. The quotes are automatically updated throughout the sales process as a deal progresses and are based on historical data that includes prior successful deals, a customer's industry, and other account attributes.

  • Intelligent Content Recommendations: Sellers can automatically receive marketing-approved content that is most likely to progress the sale. This saves sellers' and buyers' time at each step in the sales process and puts the right offers and answers to commonly asked questions directly in the seller's hands.

  • Digital Sales Rooms: Sellers can Improve the buying experience and better engage buyers by building personalized microsites. Helpful resources like quotes, past contracts, reference stories, and details for past or upcoming Zoom meetings are aggregated to help move buyers closer to a purchasing decision. As buyers use Digital Sales Rooms, sales operations can capture buying signals and other customer engagement data that can inform sales insights, internal training and enablement, and drive future deal success.

  • Advanced Revenue Intelligence: Sales leaders can easily access and report on business trends, spot outliers, and monitor customer sentiment and sales performance with Oracle Fusion CX Analytics. Fusion Sales provides a complete view across the business being able to pull in data from sales, marketing, service, finance, and HR all without support from IT.

What Customers and Partners are Saying About Fusion Sales

"CRM is an integral tool especially as we sell complex and expensive equipment and software solutions in 180 countries across the globe. We used to stitch together sales insights from an array of applications, Excel spreadsheets, and post-it notes. It wasn't an efficient process," said Samantha Mohr, vice president, inside sales, Ricoh. "Oracle Fusion Sales provides our sellers with a guided experience that focuses their time and improves deal success by delivering better insights to help us adapt to market shifts faster."

"Our customers are always searching for new approaches that drive real value and instill confidence in buyers. Oracle Fusion Sales helps solve significant challenges of the B2B selling environment with a boundaryless, adaptable, and radically human engineered architecture" said Andrea Cesarini, Europe Oracle business group lead, Accenture. "Having partnered for over 30 years now, Accenture and Oracle bring unparalleled innovation, industry, and technology acumen to our joint clients."

To learn more, please tune into Oracle Live on July 26, 2022, here.

Part of Oracle Fusion Cloud Applications Suite, Oracle Fusion Cloud Customer Experience (CX) connects data across advertising, marketing, sales, and service to make every customer interaction matter. Going beyond traditional CRM, learn about how Oracle Advertising and CX helps businesses      improve customer experience and build brand loyalty.

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.com.

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

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SOURCE Oracle

Mon, 25 Jul 2022 22:00:00 -0500 en-US text/html https://finance.yahoo.com/news/oracle-automates-tasks-sellers-despise-100000974.html
Killexams : Oracle Fusion Sales aims to automate repetitive seller tasks

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