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PeopleSoft 9.2 Human Resources Essentials
Oracle PeopleSoft student
Killexams : Oracle PeopleSoft student - BingNews Search results Killexams : Oracle PeopleSoft student - BingNews Killexams : PeopleSoft Governance Killexams : PeopleSoft Governance | Sacramento State

The PeopleSoft Governance groups are the administrative and technical teams behind the campus PeopleSoft Campus Solutions (CS) and Human Capital Management (HCM) modules powered by Oracle/PeopleSoft.

This Enterprise Resource Planning (ERP) software is used across the CSU system, and provides a large suite of integrated software applications to manage data and communications for human resources, finance, and student systems. Collaboration at the Chancellor's Office level and on-site is essential to ensure system functionality, security, and compliance on the backend, and a seamless user experience on the front-end.

PeopleSoft Campus Solutions (CS)

PeopleSoft Campus Solutions is the primary student data source for business processes and services. It manages student academic information such as grades and enrollment history, and powers course registration processes.

Executive Sponsors

  • Student Affairs: Ed Mills
  • IRT: Mark Hendricks
  • ABA: Gina Curry

Project Sponsors

  • Student Affairs: Steven Salcido, Danielle Ambrose, Anita Kermes, Brian Henley
  • ABA: Elena Larson
  • IRT: Marc Fox also Project Manager

Project Manager

Campus Solutions Governance Team

Role SME Lead SME Alternate Tech Lead Tech Alternate
Admissions (Undergrad) Andrea Roush Mateo Avila Jay Donaldson Seyran Divanyan
Admissions (Grad) Andrea Roush Mateo Avila Jay Donaldson Seyran Divanyan
Advisement Michelle Faul Nick Lindsey Ashok Penumalli Seima Pech
Campus Community Andrea Roush Mateo Avila Seyran Divanyan Jay Donaldson
Catalog and Schedule Michelle Faul Nick Lindsey Jay Donaldson Seyran Divanyan
Financial Aid Sandhya Rao   Ashok Penumalli  
Self-Service Kristine Novak Heather Skocilich Seyran Divanyan Seima Pech
CS Mobility Kristine Novak   Seyran Divanyan Ashok Penumalli
Student Financials Meuy Saechao Monica Flood Seima Pech Ashok Penumalli
Student Records Heather Skocilich Danielle Ambrose Seyran Divanyan Pech/Donaldson
Transfer Credit Heather Skocilich Jessica Wallace Jay Donaldson Ashok Penumalli
Graduation Michelle Faul Nick Lindsey Jay Donaldson Ashok Penumalli
Security Admin Jagan Pandarinathan Seima Pech Ashok Penumalli Seima Pech
Technical Resource Manager Seima Pech Marc Fox    
CMS System Admin Ashok Penumalli Seima Pech    

PeopleSoft Human Capital Management (HCM)

PeopleSoft Human Capital Management (HCM) is used to store and manage employee information and data. It affects several University business processes, such as SacLink account creation, hiring workflows, and benefits and payroll administration.

Executive Sponsors

  • IRT: Mark Hendricks
  • ABA: Jonathan Bowman

Project Sponsors

  • HR: Machelle Martin
  • ABA: Rose McAullife
  • IRT: Marc Fox
  • OFA: William Degraffenreid

HCM Governance Team

Role SME Lead SME Alternate Tech Lead Tech Alternate
Academic Personnel Justin Gaulke Jackie Kernen Seima Pech Ashok Penumalli
Benefits Scott Oleinik Kevin Mackey Seima Pech Ashok Penumalli
LCD (Payroll) Ruth Hansen Norman Kwong Seima Pech Ashok Penumalli
Position Management  Ruth Hansen Norman Kwong Seima Pech Ashok Penumalli
Recruiting Mellonie Richardson Bob Bartley Seima Pech Ashok Penumalli
Time & Labor (Payroll) Dante Jadavi Darlene Edelman Seima Pech Ashok Penumalli
Workforce Administration Mellonie Richardson Bob Bartley Seima Pech Ashok Penumalli
CMS System Admin     Ashok Penumalli Seima Pech
HRIS     Seima Pech Ashok Penumalli
Security Admin     Jagan Pandarinathan Seima Pech
Technical Resource Manager     Marc Fox Seima Pech
Sun, 14 Nov 2021 07:50:00 -0600 en text/html
Killexams : Information Management Systems

Powered by Oracle PeopleSoft, the Common Management System (CMS) is used to store and manage university student, financial, and employment information. It is CSU's official system of record and is a foundational source of information and data for the university's technology and business processes.

You can access CMS by logging in to your My Sac State.

Get Started Using PeopleSoft

Request Access to PeopleSoft

Student Information Management

CMS SA / Campus Solutions

Common Management System - Student Administration (also known as Campus Solutions) manages all of the university's student information. This includes academic information such as grades and enrollment history, and powers course registration processes. CMS SA is one of the most central components of the university's information structure and is the primary student data source for many of its business processes and services.

Human Resources Management


Common Management System - Human Resources (CMS HR) is used to store and manage employee information and data. It affects several university business processes, such as SacLink account creation, hiring workflows, and benefits and payroll administration.

Financial Management


The Common Financial System (CFS) manages university financial information. This includes purchase requisitions, procurement, end of year reporting, and expenditure transfers. CFS is a critical component of the university's information infrastructure and powers many of its budgeting and day-to-day financial operations.

Sun, 28 Jul 2019 02:33:00 -0500 en text/html
Killexams : Oracle Academy

Oracle Academy

As an institutional member of Oracle Academy, NIU offers a variety of Oracle resources to students and faculty. Oracle Academy resources are suitable for students in varied fields including computer science, engineering, accounting, statistics, teacher education (think code camps) and research.

Sat, 07 Jan 2017 09:19:00 -0600 en text/html
Killexams : Colleges Focus on Web App Security

The ever-expanding number of mobile users running web apps has raised the profile of the IT security staff at Chapman University in Orange, Calif. Today, students use web browsers on mobile devices to access event calendars, check bus schedules, view grades, read assignments and participate in discussions.

Todd Plesco, the university’s director of information security, says IT security’s role will only expand as the college deploys a web-based version of Oracle PeopleSoft. The new enterprise, resource and planning system lets faculty and staff access human resources, finance and student record information via web browsers.

Keeping these web apps secure requires multiple layers of defense, and Plesco says penetration testing serves as the first layer. The IT staff also bolsters security with Fortinet’s FortiGate web application firewall, a product that complements the university’s mix of Fortinet firewalls for its existing network.

“We know that as we add more web applications, we will have to step up security. We’re taking it one step at a time,” Plesco says, adding that while penetration testing is still done manually, the university may switch to a commercial tool sometime soon.

Top Priority

Jeff Wilson, principal analyst with Infonetics Research, says there are many reasons why colleges and universities should make securing web applications a top priority. Mobile versions of web apps are yet another stream of code that must be maintained, managed and checked for vulnerabilities.

“Custom code, or simply poor coding that leaves vulnerabilities in the code during development, can cause real security problems,” Wilson says.

“If you have the right tools and can get at the code to fix the problems, you’ll be in pretty good shape. But if you don’t have access to the code because the application was outsourced or built on a platform where you are at the mercy of the platform developer, it’s more difficult to find and fix vulnerabilities,” he adds.

At Carnegie Mellon University in Pittsburgh, development and testing of web applications takes place campuswide.

The percentage of web applications that are vulnerable to an injection attack, where internal databases are accessed through a website

SOURCE: 2011 Top Cyber Security Risks Report (HP)

“We have IT shops all over campus delivering web-based applications using different technology and tools,” explains Mary Ann Blair, the university’s director of information security.

Because app development is widely distributed across campus, Blair’s staff focuses on publishing security guidelines, providing design consulting and review, hosting training opportunities and conducting penetration testing.

“The goal is to ensure that campus developers are equipped to deploy web apps that can defend against common attacks such as SQL injection, cross-site scripting and cross-site request forgery,” Blair adds.

Tools of the App Security Trade

There are several possible tools that colleges and universities can use to ensure the security of their web apps, including penetration testing and web application firewalls.

Penetration testing tools, such as IBM Rational AppScan and Tenable Network Security’s Nessus ProfessionalFeed, actively try to find vulnerabilities in web apps caused by problems such as cross-site scripting and SQL injection. They work by simulating the methods real attackers might use, but without actually damaging the web application. Typical features of these tools include both static and dynamic testing, content audits  (for example, for adult content and personally identifiable information), and the ability to pinpoint specific lines of code causing problems. They are also used for compliance auditing.

Web application firewalls are just that: firewalls that protect web applications. Marketed by providers such as Fortinet, Barracuda Networks, F5 Networks, WatchGuard Technologies and Imperva, these products block threats such as cross-site scripting, SQL injection, buffer overflows and denial of service cookie poisoning. They can also help organizations comply with the Payment Card Industry Data Security Standard. Other features include load balancing and Secure Sockets Layer offloading and acceleration.

Although these tools are invaluable, there is also great value in old-fashioned ingenuity, says Jeff Wilson, principal analyst at Infonetics.

“Whatever investment you make in web application security, there will still be bugs you miss,” he says. “Consider trying the crowdsourcing approach, like Google does. They pay a bounty to anyone who finds bugs in their code.”

Sun, 26 Jun 2022 12:00:00 -0500 Karen D. Schwartz en text/html
Killexams : Services & Software No result found, try new keyword!A year and counting: Oracle's hostile bid for PeopleSoft has left both companies the worse for the wear, analysts say. And the end may not be in sight. The judge's line of questioning will be a ... Sat, 25 Sep 2021 22:11:00 -0500 en text/html Killexams : Oracle has started laying off more US employees this week, sources confirmed No result found, try new keyword!Oracle has started cutting workers as part of a larger plan to reduce its head count by thousands and save $1 billion in costs, according to reports. Mon, 01 Aug 2022 06:46:43 -0500 en-us text/html Killexams : Oracle in talks to purchase Cerner

Oracle Corp. ORCL -0.41% is in talks to buy electronic-medical-records company Cerner Corp. CERN 0.72% , according to people familiar with the matter, a deal that could be worth around $30 billion and push the enterprise-software giant further into healthcare. 

An agreement could be finalized soon, some of the people said, assuming the talks don’t fall apart or drag out. Should a deal come together, it would rank as the biggest ever for Oracle, which has a market value of more than $280 billion. 

Kansas City, Mo.-based Cerner designs software that hospitals and doctors use to store and analyze medical records and other healthcare data. It has a market value of around $23 billion. With a typical takeover premium, a deal would be expected to value the company at something like $30 billion, though exact terms being discussed couldn’t be learned. 


Signage is displayed on a building at the Oracle Corp. headquarters campus in Redwood City, California, U.S., on Monday, March 14, 2016.  (Michael Short/Bloomberg via Getty Images / Getty Images)

Oracle, a Silicon Valley veteran that last year moved its headquarters to Austin, Texas, is one of the biggest software providers to other companies and organizations. 

In August, Cerner tapped David Feinberg as chief executive officer, a role he assumed in October. Mr. Feinberg came from Oracle rival Google, where he had led the Alphabet Inc. unit’s push into healthcare and helped strike partnerships with some of the country’s largest hospital systems to collect and analyze their data. 

Ticker Security Last Change Change %
ORCL ORACLE CORP. 77.35 -0.05 -0.06%
CERN n.a. n.a. n.a. n.a.

Oracle already has a significant presence in healthcare, offering technology meant to help health insurers, healthcare providers and public health systems parse data to increase efficiency and Excellerate patient outcomes. 

Oracle shares closed Thursday at $103.22, down slightly amid a broad-based tech selloff and just off an all-time high reached the day before. They jumped over 15% last week when the company reported fiscal-second-quarter results that topped estimates and Chief Executive Safra Catz reiterated the expectation that full-year revenue growth would accelerate from the year earlier. Ms. Catz, who became the sole CEO in 2019, said she expects the company’s operating margins to be the same or better than they were pre-pandemic. 

The company also increased the authorization for share repurchases by $10 billion. 

Buying Cerner could help Oracle with its pivot toward the cloud. Investors have warmed to Oracle as the company ramps up its focus on winning cloud-computing business, after initially being slow to embrace the booming market for storing and analyzing data on remote servers. Oracle has been trying to make up ground in accurate years after falling behind companies such as Inc. and Microsoft Corp. , which both now have market values well exceeding $1 trillion thanks in part to thriving cloud units. 

A deal for Cerner would follow Microsoft’s agreement in April to buy artificial-intelligence company Nuance Communications Inc. for $16 billion, in a bet on the growing demand for digital healthcare tools

Oracle was founded by outspoken billionaire Larry Ellison and others in 1977. Mr. Ellison owns roughly 42% of the company’s shares, a stake that is worth well over $100 billion. Mr. Ellison passed the CEO reins to Ms. Catz and the late Mark Hurd in 2014, but remains chairman and chief technology officer. 


Oracle Corporation office building ( John Greim/LightRocket via Getty Images / Getty Images)

A deal for Cerner would easily top Oracle’s next-largest transaction, the roughly $10 billion purchase of enterprise-software firm PeopleSoft Inc. that closed in 2005, followed by a $9 billion deal for cloud-software provider NetSuite Inc. in 2016. 

In 2020, Oracle showed an appetite for bigger deals when it beat out Microsoft in bidding for the video-sharing app TikTok’s U.S. operations. The Trump administration’s concerns about TikTok’s Chinese ownership had effectively put the business in play, but the deal was put on hold indefinitely by the Biden administration. 

Cerner, founded in 1979, competes with the likes of privately held Epic Systems Corp. and Athenahealth Inc., which recently agreed to a sale to one group of private-equity firms by another for around $17 billion including debt. 


Cerner shares rose slightly to $79.49 Thursday. 

An Oracle-Cerner deal would rank as one of the largest takeovers of 2021, which is shaping up to be one of the busiest ever for mergers and acquisitions. Merger activity in the U.S. is up 78% to $2.45 trillion, according to Dealogic, as lofty stock prices and easy money embolden companies to strike deals and special-purpose acquisition companies are formed at a breakneck pace. 

This article first appeared in the Wall Street Journal 

Fri, 17 Dec 2021 00:01:00 -0600 en-US text/html

PARSIPPANY, N.J., June 29, 2022 /PRNewswire/ -- CherryRoad Technologies Inc., a leading integrator of public sector software and digital technology solutions who is committed to building community engagement, has announced, the successful Go-Live of the City of San José, CA, Oracle PeopleSoft PUM 39 and PeopleTools 8.59 Upgrade. The City is now positioned to fully take advantage of all the newly delivered functionality and features to increase user productivity and adoption of best practices. This also positions the City for rolling out FLUID, sometime in the near future.

The partnership between the two organizations began in August of 2021 when the City engaged CherryRoad Managed Services to kick-off the project. At that time, the City was in search for a solution to upgrade their HCM application to the latest Image Release and Tools version.

With a clear comprehension of the City's vision, CherryRoad assessed the current environment and recommended a migration to PUM Image 39 and PeopleTools version 8.59.03.

The CherryRoad implementation proved to be a positive and impactful change agent for the City of San José.  The PUM Image 39 upgrade will move the City's PeopleSoft HCM system to a current application and tools version which will enable the City to realize the following business benefits:

  • Enables the Business to take advantage of delivered new features and functions which only require configuration
  • Allows for business adoption of recommended best practices
  • Increases end-user and IT productivity
  • Allows the City to stay current with updated maintenance and patches:
    • Federal-mandated legislative, regulatory and tax updates
    • Bug fixes to supported HCM modules
  • Ensure continued Premium support by Oracle for HCM application and tools
  • Positions the City to take advantage of the PeopleSoft FLUID User Interface

"CherryRoad completed this project on-time and within budget" commented Shaun Ratchford, Enterprise Technology Manager – Finance & HR, City of San José, IT Department.

Tom Heldt, Executive VP of CherryRoad commented "As an experienced public sector specialist, CherryRoad ensures our implementation deliverables are client-optimized in alignment to two things:  Strategic Roadmap; and targeted, specific business outcomes.  We are honored to assist the City in achieving their business and technology objectives through innovative solutions that position them to continue to foster collaboration and transparency between their community and government."

About CherryRoad Technologies

At CherryRoad, our clients entrust us with the success of their IT solutions, whether we are delivering on-premise ERP, cloud-based application management, business intelligence, process optimization, strategic staffing, or change management consulting. Throughout our 38-year history, we have successfully partnered with hundreds of public sector and commercial clients to bridge communities through technology. Headquartered in Parsippany, N.J. with offices across the U.S., we have earned a solid reputation for combining technology, organizational, functional, and vertical market expertise into practical solutions that deliver results – on time and budget. For more information, visit

About the City of San José, California

With more than one million residents, San José is one of the most diverse large cities in the United States and is Northern California's largest city and the 10th largest city in the nation. San José's transformation into a global innovation center has resulted in one of the largest concentrations of technology companies and expertise in the world. In 2011, the City adopted Envision San José 2040, a long-term growth plan that sets forth a vision and a comprehensive road map to guide the City's anticipated growth through the year 2040. 

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

Cision View original content:

SOURCE CherryRoad Technologies Inc.

Wed, 29 Jun 2022 08:49:00 -0500 en-US text/html
Killexams : Competitive Advantages Portend Continued Profit Growth For Oracle

I first made Oracle (ORCL) a Long Idea in August 2018 and reiterated it in July 2019. Since August 2018, the stock is up 46% compared to a 37% gain for the S&P 500. Looking ahead, the stock still offers investors favorable risk/reward. As I’ll show, the stock could be worth at least $95/share today – a 32%+ upside.

Oracle’s Stock Has Strong Long-term Upside Based on the Company’s:

  • strong, global sales team
  • extensive product and service offerings
  • high switching costs for customers
  • competitively priced offerings

Figure 1: Long Idea Performance: From Date of Publication Through 6/27/2022

What’s Working

Cloud and License Segment Leads the Way: Oracle’s total revenue in fiscal 4Q22 was up 5% year-over-year (YoY), while its cloud and license business rose 6% YoY.

Over a longer timeframe revenue from the cloud and license segment, the company’s fastest-growing line of business, has increased from $29.0 billion in fiscal 2016 to $36.1 billion in fiscal 2022, or 6% compounded annually. Oracle has oriented its business for continued growth, as its largest segment is also its fastest growing segment. Per Figure 2, Oracle’s cloud and license segment generated 85% of the company’s total revenue in fiscal 2022.

Figure 2: Oracle’s Revenue Mix: Fiscal 2022

Strong Free Cash Flow FLOW2 with Competitive Offerings: Rather than offering off-the-shelf products, Oracle leverages its global sales force to offer business solutions in the form of customized combinations of products and services tailored to the needs of a specific client.

Oracle generates significant free cash flow (FCF) with its customer-centered approach. Oracle has generated positive FCF in each of the past five years and 13 of the past 14 years. Over the past five years, Oracle generated $56.1 billion (31% of market cap) in FCF, per Figure 3.

Figure 3: Oracle’s Cumulative Free Cash Flow Since Fiscal 2018

Strong FCF Funds Research And Development Growth: Oracle develops its own products in house, which requires the company to dedicate 31% of its full-time employees to research and development (R&D). Large R&D investment enables the company to enhance current products and develop new technologies, which is critical for Oracle to grow its business and maintain its competitive position.

Oracle’s FCF-generating business equips the company with plenty of cash to grow its R&D expense. The company’s R&D expense rose from $6.1 billion in fiscal 2018 to $7.2 billion in fiscal 2022, per Figure 4. Over the past five years, Oracle spent a cumulative $32.1 billion on R&D.

Figure 4: Oracle’s Research And Development Expense: Fiscal 2018 ­– 2022

Healthcare Is an Opportunity: The COVID-19 pandemic accelerated long-term trends in healthcare towards increased digital transformation and cloud-based computing. Oracle is actively working on creating a complete suite of applications for health care providers. If Oracle is as successful building and implementing cloud solutions for healthcare as it has been for businesses, the upside to revenue could last for decades.

GAA GAA P Earnings Are Understated: Oracle is more profitable than investors realize, and it currently earns a strong beat Earnings Distortion Score, which means the company is more likely to beat its next earnings estimates. While Oracle’s GAAP earnings fell from $13.7 billion in fiscal 2021 to $6.7 billion in fiscal 2022, the company’s fiscal 2022 Core Earnings, which measure the normalized operating profits of the business, at $11.3 billion are much higher.

What’s Not Working

Oracle Faces Fierce Competition: Oracle competes against big tech giants such as Google GOOG (GOOGL), Microsoft MSFT (MFST), and Amazon AMZN (AMZN). Though other companies may be larger than Oracle on a market cap or revenue basis, Oracle’s focus and specialization provide a distinct competitive advantage. At $10.8 billion, the company earns the third highest economic earnings amongst its competitors over the trailing twelve months (TTM). Oracle’s TTM economic earnings are nearly 7x times greater than enterprise resource planning (ERP) rival SAP SE’s (SAP).

Oracle’s products and services are core components of their customers’ operations. This deep integration with customers means a switch away from Oracle comes with a potentially high cost of disruption to a customer’s operations. That creates a serious barrier to entry for competitors, especially in mission-critical sectors such as government and healthcare.

Currency Headwinds: Oracle generates 52% of its revenue internationally, which exposes the company to fluctuations in currency exchange rates. As economies around the world have struggled with pandemic-related shutdowns and supply-chain problems, the U.S. dollar has strengthened. USD to EUR has risen from 0.84 a year ago to 0.94 today, while the USD to JPY PY has risen from 110.82 to 135.43 over the same time.

Should global economies continue to struggle, Oracle’s international revenues could suffer a drag from exchange rate losses and worsening bargaining position against for competitors. Further dollar strength could impact the company’s overall revenue growth in fiscal 2023.

Stock Is Priced for Profit Decline

Oracle’s stock offers investors a business with consistent cash flows, a strong competitive position, and long-term growth opportunities at a steep discount. Oracle’s price-to-economic book value (PEBV) ratio is just 0.8, which means the market expects its profits to permanently fall 20% below TTM levels. Below, I use my firm’s reverse discounted cash flow (DCF) model to analyze the expectations for future growth in cash flows baked into a couple of stock price scenarios for Oracle.

In the first scenario, I quantify the expectations baked into the current price. I assume:

  • net operating profit after tax (NOPAT) margin falls to its five-year low of 31% (vs. 32% in fiscal 2022) from fiscal 2023 – 2032 and
  • revenue falls 1% (vs. fiscal 2023 – 2025 consensus estimate CAGR of 10%) compounded annually from fiscal 2023 to 2032.

In this scenario, Oracle’s NOPAT falls 2% compounded annually through fiscal 2032, and the stock would be worth $70/share today – nearly equal to the current price.

Shares Could Reach $95+

If I assume Oracle’s:

  • NOPAT margin falls to its five-year average of 32% from fiscal 2023 – 2032,
  • revenue grows at a 2% CAGR from fiscal 2023 – 2032, then

the stock would be worth at least $95/share today – 32% above the current price. In this scenario, Oracle grows NOPAT by 1% compounded annually over the next 10 years. For reference, Oracle has grown NOPAT by 3% compounded annually over the past five years and 6% compounded over the past ten years. Should Oracle’s NOPAT growth Excellerate to historical levels, the stock has even more upside.

Figure 5: Oracle’s Historical and Implied NOPAT: DCF Valuation Scenarios

Disclosure: David Trainer, Kyle Guske II, Matt Shuler, and Brian Pellegrini receive no compensation to write about any specific stock, sector, style, or theme.

Mon, 11 Jul 2022 01:47:00 -0500 David Trainer en text/html
Killexams : When Enrollments Collapse – The Talent Pipeline Dries Up: Geoffrey Cann

Enrollments at U Calgary’s school of engineering petroleum studies have collapsed. What does a future engineering talent shortage mean for Canada’s largest export industry?

I’ve reached into the archives for this article, which was originally published on July 19, 2021.

History is a fine teacher. In 1998 industry went through a major computer system upgrade. You may be wondering what this has to do with petroleum studies, but read on.

Talent and Y2K

Booms and busts are price signals for careers. I first noticed this phenomenon with the Y2K problem.

In the last century, many computer systems did not store the first two digits of the year (19) in the millions of data fields where dates were stored. There were good reasons for this. Those two digits took up a lot of computer space when expensive disk and tape storage predominated. They slowed down read write times, and they added no value to sorting. Until you need to sort across the century boundary.

Industry embarked on a major program to update all its old computer systems to fix this problem. One solution was to simply migrate the old systems to new enterprise platforms like SAP, Oracle and Peoplesoft. As the scale of the problem became apparent to many organizations, SAP was selling 60 enterprise agreements in the US every month in the late 1990’s. Compensation for SAP professionals went through the roof because the demand was so high and experienced consultants were in short supply. I personally trained up as a Peoplesoft implementer, taking a dozen courses for what was supposed to be a permanent wave of demand.

At the same time, the young presence of the internet triggered a wave of innovative technology solutions which we now reference as the dot com boom. A tsunami of funding flooded into the industry to explore new business models enabled by the internet. Valuations peaked in March 2000. Some amazing brands from that time still exist today—Amazon, eBay and Priceline all started out in the mid 1990s. Young people picked up on the price signal, and inundated computer schools, at the encouragement of Mom, Dad, guidance counsellors and newsworthy geeks.

Busts follow booms, however, and with the economic recession in the US caused by the bombing of the twin towers in NYC, the dot com companies crashed hard. Most did not survive as they had such poor quality business plans. Layoffs were widespread. Mom, Dad, and guidance counsellors now told young people to avoid computer science studies, and enrolments in university computer schools disappeared. I was based in New Brunswick at the time, and UNB actually shut down its school of computer science.

When the economy returned more or less to normal in 2006, I find myself back in the West and visiting the University of Calgary in September to recruit for my new consulting team for the spring of 2007. The head of the school of computer science actually laughs when I ask about hiring possibilities. Five years on from the dot com bust, enrolments in computer studies had still not recovered. It takes that long for the price signal of good jobs and strong salaries to move young people back into the classroom and eventually into the job market.

The Oil Dot Com Parallel

From 2006 to 2014, oil and gas experiences a huge and sustained boom, driven by the twin innovations of horizontal drilling and multistage fracking, misguided US capital market exuberance for oil and gas, and unrelenting Chinese demand for commodities. Supply overshoots demand by 1-2 million barrels per day for a year, clogging up storage. OPEC and Russia make room in the market for the Americans, but by late 2014, Saudi Arabia fatigues from its role as global swing producer and decides to let the market find a new balance. Prices promptly collapse. Capital markets come to their senses, force the fracking businesses to actually make money, and oil markets slowly start to recover.

Calgary optimistically builds lots of new office towers on the strength of its oil resources amidst plans to grow production by 100-200k barrels per day per year, which will need pipelines and ports to get the product to Asia.

We know how this story turns out. No pipelines, no ports, no growth, no Amazon, and empty towers. A pandemic that then destroys 10 years of market demand. The country’s only customer (the US) becomes a competitor. Investment heads to the US as companies such as Enbridge and TC Energy start buying US assets. Layoffs are widespread.  In the ultimate repudiation of the Calgary story, Encana, who built the iconic Bow Tower, rebrand themselves Ovintiv and flee to Denver. Mom, Dad, and guidance counsellors now direct young people to avoid petroleum studies, not that they needed much convincing when Mom and Dad lose their petroleum jobs.

In a portent of things to come, I’m in Calgary at an event in early 2020, and the rep from Calgary Innovates passes word that of the 100+ fresh graduates from U Calgary’s geology program, only 3 can find jobs.

Education Collapse

So what happens when enrolments dip below sustainable levels? Education is not quite like other products, since tuition alone does not cover the full cost of education. Grants from governments make up the difference so education programs can run at a loss for awhile.

But for every field that is receding, there is a program that is growing. Eventually there will be internal pressures from within the university to reallocate resources to where there is demand. Underused labs, stores, classrooms and other facilities will be gazed upon covetously by the underserved and will be shifted about.

From the dozens of undergrads comes the handful of Masters students, and the 1 or 2 PhD candidates. Dry up the undergrad funnel and eventually there are no PhD candidates. Professors can’t do their research without student PhDs, which impacts professorial academic status, and they leave. Over time educational programs atrophy and become uncompetitive. Marketing for shrunken programs dries up and the school brand loses its cachet. As with UNB, sometimes the ultimate decision is to abandon the program entirely. It takes years to recover from this decision, if at all.

The downward cycle doesn’t take long either—3-4 years, perhaps, enough for the PhDs to graduate or quit.

The residue from the dot com experience is clear—20 years later, aside from Shopify, Canada has almost no global brands in the technology sector.

Young people have picked up the oil industry price signal and are sending one of their own to industry and government. They no longer have enough confidence in the oil and gas industry as a long term employer to risk 4 years of education and many thousands in loans for the few jobs on offer and in what their governments are telling them is a sunset industry.

Risk it for a Biscuit

Cutting off the talent pipeline seeds some real problems down the road.

First, no other nation has oil sands to the same extent as Canada, and the resource needs a steady flow of talent to develop it efficiently. In fact, it’s doubtful that any university outside of Canada would even bother to study the resource.

Next, the pressures to further automate the industry step up because of the talent shortage. This will further erode provincial job rolls and tax take, not to mention accelerate the hollowing out of small towns that depend on the industry.

Running the existing industry gets more costly because young people, at their lower rates of compensation, carry out much of the low-end work as part of their development and apprenticeship in the industry.

Entrepreneurs take their business ideas elsewhere (either to new locations or new industries) when they can’t find the talent to hire.

International hires might not work out because other countries have the same problem. I’ve experienced this first hand from the many career counselling calls I have fielded from the thousands of students of my on-line training course. They are all seeking confirmation that there’s a future in the industry.

Many will feel this is a good thing—talent will go to more promising fields of endeavor. But what the market can’t detect is that the real demand for fossil fuels and Canada’s oil and gas will linger for years. Globally there are over one billion internal combustion engines in cars alone, and even to replace them all will take 20 years, and that will only reduce oil demand by no more than 50%.

Canada is not nearly at the same level of risk as some OPEC countries. Oil and gas in Canada is just 7% of GDP, compared to 50% or more for most OPEC countries. But still, petroleum exports drive Canadian foreign trade, are worth $180b annually, and more than double the next closest sector (automotive).

The playbook move to demonize legacy energy products that work in the cold dark north in favor of mythical new products with no long term track record of success above the 49th parallel looks like an own goal.


I’m a big believer in nurturing talent in oil and gas. That’s why I’ve devoted the past 3 years, and will devote the next 3, of my time, tools and talent to teaching in the industry. It has saddened me greatly to read the story about enrollment collapse. It does not auger well for energy transition.

What we need is the right narrative—there is a place for all energy products, just not in their current proportions. And we need that message to be delivered loudly, and consistently, from industry and government. Otherwise this four year problem spirals out of control.

Check out my latest book, ‘Carbon, Capital, and the Cloud: A Playbook for Digital Oil and Gas’, available on Amazon and other on-line bookshops.

You might also like my first book, Bits, Bytes, and Barrels: The Digital Transformation of Oil and Gas’, also available on Amazon.

Take Digital Oil and Gas, the one-day on-line digital oil and gas awareness course on Udemy.

Biz card: 🪪 Geoffrey Cann on OVOU
Mobile: ☎️ +1(587)830-6900
email: 📧
website: 🖥
LinkedIn: 🔵

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