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Exam Code: 1Z0-967 Practice exam 2022 by Killexams.com team
Oracle Absence Management Cloud 2017 Implementation Essentials
Oracle Implementation test
Killexams : Oracle Implementation test - BingNews https://killexams.com/pass4sure/exam-detail/1Z0-967 Search results Killexams : Oracle Implementation test - BingNews https://killexams.com/pass4sure/exam-detail/1Z0-967 https://killexams.com/exam_list/Oracle Killexams : Performing a Unit Test of Your PL/SQL in Oracle SQL

Lokesh Gaglani

Software Test Engineer

Purpose

This tutorial shows you how to perform a unit test of your PL/SQL code in Oracle SQL Developer 3.0.

Time to Complete

Approximately 30 minutes

Overview

The SQL Developer unit testing framework involves a set of sequential steps for each test case. The steps are as follows, including the user input for before the step is run and the framework activities for the step while the test is being run.

  1. Identify the object to be tested.
    • User Input: Identify the object, such as a specific PL/SQL procedure or function.
    • Framework Activities: Select the object for processing.
  2. Perform any startup processing.
    • User Input: Enter the PL/SQL block, or enter NULL for no startup processing.
    • Framework Activities: Execute the block.
  3. Run the unit test object.
    • User Input: (None.)
    • Framework Activities: Execute the unit test.
  4. User Input: Identify the expected return (result), plus any validation rules.
    • User Input: (None.)
    • Framework Activities: Check the results, including for any validation, and store the results.
  5. Perform any end processing (teardown).
    • User Input: Enter the PL/SQL block, or enter NULL for no teardown activities.
    • Framework Activities: Execute the block.

Prerequisites

Before starting this tutorial, you should:

  • Install Oracle SQL Developer 3.0 from OTN. Follow the release notes here.
  • Install Oracle Database 11g with trial schema.
  • Unlock the HR user. Login to SQL Developer as the SYS user and execute the following command:
    alter user hr identified by hr account unlock;
  • Download and unzip the files.zip to a local folder on your file system. In this tutorial, we use the C:sqldev3.0 folder.

Create a Procedure to Award Bonuses to Employees

In the HR schema, you will create a PL/SQL procedure called AWARD_BONUS which will calculate an employee's bonus if they have a commission_pct. The input parameters for the AWARD_BONUS procedure are the emp_id and the sales_amt. The emp_id identifies the employee, the sales_amt is used in the bonus calculation. Perform the following steps:

1 .

If you installed the SQL Developer icon on your desktop, click the icon to start your SQL Developer and go to Step 4. If you do not have the icon located on your desktop, perform the following steps to create a shortcut to launch SQL Developer 3.0 directly from your desktop.

Open the directory where the SQL Developer 3.0 is located, right-click sqldeveloper.exe (on Windows) or sqldeveloper.sh (on Linux) and select Send to > Desktop (create shortcut).

2 .

On the desktop, you will find an icon named Shortcut to sqldeveloper.exe. Double-click the icon to open SQL Developer 3.0.

Note: To rename it, select the icon, press F2 and enter a new name.

3 .

Your Oracle SQL Developer opens.

4 .

Right-click Connections and select New Connection.

5 .

Enter the following and click Test:

Connection Name: HR_ORCL
Username: hr
Password: <your_password>
Select Save Password checkbox
Hostname: localhost
Port: 1521
SID: <your_SID>

6 .

Check for the status of the connection on the left-bottom side (above the Help button). It should read Success. Click Save. Then click Connect.  

7 .

Now you need to create a procedure. In the SQL Worksheet window, enter the following script and click Run Script. This code is also in the file award_bonus.sql from the directory where you downloaded the zip file from the Prerequisites section.

create or replace
PROCEDURE award_bonus (
emp_id NUMBER, sales_amt NUMBER) AS
commission REAL;
comm_missing EXCEPTION;
BEGIN
SELECT commission_pct INTO commission
FROM employees
WHERE employee_id = emp_id;

IF commission IS NULL THEN
RAISE comm_missing;
ELSE
UPDATE employees
SET salary = salary + sales_amt*commission
WHERE employee_id = emp_id;
END IF;
END award_bonus;

8 .

Your procedure was created successfully. In the next section, you will create a database user for the unit testing repository.

Creating a Database User for the Testing Repository

In this section, you create a database user called UNIT_TEST_REPOS. You create this user to hold the Unit Testing Repository data.

Perform the following steps:

1 .

Create a connection for the SYS User. Right-click Connections and select New Connection.

2 .

Enter the following information and click Connect.

Connection Name: sys_orcl
Username: sys
Password: <your sys password>
Select Save Password checkbox
Role: SYSDBA
Hostname: localhost
Port: 1521
SID: <your_SID>

3 .

Your connection was created successfully. Expand the sys_orcl connection and right-click Other Users and select Create User.

4 .

Enter the following information and select the Roles tab.

Username: unit_test_repos
Password: <your_password>
Default Tablespace: USERS
Temporary Tablespace: TEMP

5 .

Select the Connect and Resource roles and click Apply

6 .

The unit_test_repos user was created successfully. Click Close.

7 .

You now need to create a connection to the unit_test_repos user. This user will hold the unit testing repository data. Right-click Connections and select New Connection.

8 .

Enter the following information and click Connect.

Connection Name: unit_test_repos_orcl
Username: unit_test_repos
Password: <your_password>
Select Save Password checkbox
Hostname: localhost
Port: 1521
SID: <your_SID>

The unit_test_repos user and unit_test_repos_orcl connection were created successfully. 

Creating the Unit Testing Repository

In order to create a unit test, you need to create a unit testing repository. You will create the repository in the schema of the user that you created. Perform the following steps:

1 .

Select Tools > Unit Test > Repository, then select Select Current Repository

2 .

Select the unit_test_repos_orcl connection and click OK.

3 .

You would like to create a new repository. Click Yes.  

4 .

This connection does not have the permissions it needs to create the repository. Click OK to show the permissions that will be applied. 

5 .

Login as the sys user and click OK

6 .

The grant statement is shown. Click Yes.

7 .

The UNIT_TEST_REPOS user needs select access to some required tables. Click OK.

8 .

The grant statements are displayed. Click Yes.

9 .

The UNIT_TEST_REPOS user does not currently have the ability to manage repository owners. Click OK to see the grant statements that will be executed.

10 .

The grant statements are displayed. Click Yes.

11 .

A progress window appears while the repository is created.

12 .

Your repository was created successfully. Click OK.

Creating a Unit Test

Now that the Unit Testing Repository has been created, you need to create a unit test for the PL/SQL procedure you created earlier in this tutorial. Perform the following steps:

1 . 

Select View > Unit Test

2 .

In the Unit Test navigator, right-click Tests and select Create Test.

3 .

In Select Operation, select the HR_ORCL connection that you used to create the AWARD_BONUS procedure.

4 .

Expand Procedures, select AWARD_BONUS and click Next

5 .

In Specify Test Name window, make sure that AWARD_BONUS is specified for Test Name and that Create with single Dummy implementation is selected, then click Next.

6 .

In Specify Startup window, click and select Table or Row Copy from the drop down list box. 

7 .

Enter EMPLOYEES for Source Table and click OK. Note that the table affected by the test will be saved to a temporary table and the query to the table is automatically generated. 

8 .

Click Next.

9 .

In the Specify Parameters window, change the Input string for EMP_ID to 177 and SALES_AMT to 5000 and click Next.

10 .

In the Specify Validations window, select to create a process validation.

11 .

Select Query returning row(s) from the drop down list.

12 .

Specify the following query and click OK. This query will test the results of the change that the unit test performed.

SELECT * FROM employees
  WHERE employee_id = 177 and salary = 9400;

13 .

Click Next.

14 .

In the Specify Teardown window,click and select Table or Row Restore from the drop down list.

15 .

Leave the Row Identifier as Primary Key and click OK.

16 .

Click Next.

17 .

Click Finish.

18 .

Expand Tests. Your test appears in the list.

Running the Unit Test

Next you will run the unit test to see if various values will work. Perform the following steps:

1 .

Select the AWARD_BONUS test in the left navigator. Notice that the test details are displayed on the right panel.

2 .

Run the test by clicking the Debug Implementation .

3 .

The results are displayed. Notice that the test ran successfully. Click Close.

4 .

Expand AWARD_BONUS in the navigator to see the detail nodes.

5 .

At this point you want to test when an Employee does not have a commission percent to see what will happen. You can create another implementation of this same test and then change the test parameters. Right-click AWARD_BONUS and select Add Implementation.

6 .

Enter empty_comm_pct for the Test Implementation Name and click OK.

7 .

Select empty_comm_pct in the left navigator to show the test details for this implementation.

8 .

Change the Input parameter for EMP_ID to 101 and SALES_AMT to 5000. Click Debug Implementation again.

9 .

Click Yes to save your changes before running the test.

10 .

Notice that you received an error. This error indicates that there was an exception because a commission_pct does not exist for this employee. You want to specify this exception in your test. Click Close.

11 .

For Expected Result, select Exception and enter 6510 in the field next to it. This means that an error will not be found if the exception has an error code of 6510. Click Debug Implementation

12 .

Click Yes to confirm changes.

13 .

Notice that the test executed successfully this time because the exception was handled. Click Close

14 .

At this point, you want to run the test and save the results. Click run .

15 .

Your test run has been saved with results for both implementations.

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Killexams : Why Continuous Testing Is The Key To Unlocking Your ERP Transformation

Technology leader and co-founder of Opkey — a continuous testing platform redefining test automation for web, mobile and ERP applications.

Many business and technology leaders realize that their digital transformation initiatives can’t be utilized without modernizing their enterprise resource planning (ERP) software. Incorporating new technologies such as artificial intelligence and machine learning is essential to modernizing ERP solutions.

Through a 2019 study of ERP migration and transformation projects, McKinsey revealed that two-thirds of enterprises did not get the ROI they were looking for from their migration project. The common reasons for this dissatisfaction are delays in ERP implementations and misaligned project goals. Intelligent test automation, which powers a continuous testing approach, will help ERP transformation projects run on time and stay within budget.

Continuous testing for ERP applications: Why do you need it?

Next-gen ERPs and digital operations platforms require innovative software to be released rapidly, with minimal business risk. Leading analysts from Gartner, Forrester (paywall) and IDC (registration required) now recognize that software testing in its current form cannot handle the challenges posed by ERP applications. These analysts have concluded that software testing must be aligned with DevOps and AgileOps practices to handle giant ERP transformation projects.

The Agile/DevOps approach is incomplete, inefficient and ineffective without continuous testing. In ERP migration projects where platforms are extended to incorporate new features, functionalities and technologies, continuous testing helps you transparently validate the performance of critical business processes. This significantly reduces the risks associated with a new implementation, along with scheduled software updates. By catching bugs early in the development cycle, continuous testing ensures minimal time and budget overruns while providing advantages in risk reduction.

What are the testing challenges of ERP transformations?

According to a report by Bloor (registration required), more than 80% of migration projects ran over budget in 2007. While I have seen that statistic Strengthen over the years, I know migration projects regularly face issues of running over budget and over time. A 2019 ERP report from Panorama Consulting Group (registration required) shows that 45% of respondents had an average budget overrun of 30%.

Here are some specific testing challenges.

• Unclear Testing Scope: Determining what to test remains a major challenge for QA teams. The business risk grows every time too little testing is done. If you test too much, it wastes the time and resources of your business users.

• Inadequate Test Coverage: There are many moving parts in any ERP migration project. Functional and nonfunctional attributes get added, updated or removed with these migrations. Testing needs to pass various stages, from a unit test to a volume test, and eventually a mock go-live cutover.

• Change Frequency: In a accurate Deloitte CIO survey, almost 45% of respondents reported that managing changes in an ERP project scope is one of the top frustrations in planning their ERP journey (pg. 10).

• Testing Fatigue: ERP projects are long and tedious processes. Using a manual testing methodology for ERP transformations can be inefficient and error-prone. Ask yourself: “Can my business users provide their full effort to testing?”

Continuous testing for ERP applications: How can I make it work?

To incorporate continuous testing for a digital transformation, leaders must utilize automation. Teams should now focus on next-generation automation platforms that allow them to quickly build test cases, automate them and build the infrastructure to run them in a continuous fashion. Let’s review the four pillars of a continuous testing strategy.

• Know your ideal coverage: Here are some questions to ask yourself: “What’s my current test coverage? Am I testing all of our critical processes? If something goes seriously wrong, is it because I didn’t test enough?”

If the test cases you are automating only cover 30% of your core business processes, the automation might not be good enough. Emphasize knowing your ideal coverage and leverage a process mining technology to validate your ideal coverage. Test mining techniques surface your existing test cases, business processes and configurations from your system process log to determine your existing testing baseline.

• Apply continuous test development: Test assets require considerable reworks to keep pace with the frequent ERP changes typical in an accelerated release cycle. This speed cannot be achieved with continuous testing.

• Monitor changes continually: Ask yourself: “What has changed in the most accurate ERP quarterly update? What business processes or test cases are going to be impacted?”

Emphasize the importance of knowing whether you are testing what is needed. Before the updates are pushed to production, use automation tools that provide better change visibility to users by alerting them of processes that will be impacted.

• Test execution at scale: Prepare a scalable infrastructure to run thousands of tests on-demand with every change. Opt for a platform that can run your tests continuously on-premises, in the cloud and on mobile seamlessly.

What do you need from a test automation tool?

Three key capabilities must exist in a test automation tool to support an ERP transformation’s continuous testing paradigm.

• Autonomous Configuration Of Tests: Many changes happen at the configuration level for any ERP transformation. Leaders should leverage an automation tool that can autonomously create relevant data sets for test execution.

• Continual Impact Analysis: In the ERP world, updates are rolled out frequently. QA teams can find it difficult to decide the minimum number of test cases that need to be executed to ensure business continuity in post-application updates. AI-based impact analysis recommends a minimum number of test cases that need to be executed based on highlighted risks, keeping business application disruptions at bay.

• Autonomous Self-Healing Tests: QA teams often struggle to continuously maintain test scripts with each new release. Through leveraging AI-powered self-healing capabilities, changes can be identified automatically and test scripts can be fixed autonomously.

Continuous Test Automation: A Summary

The key to successful AgileOps is releasing updates as early and as often as possible.

With enterprise application vendors like Oracle, Microsoft and SAP rolling out updates on a weekly, monthly or quarterly basis, enterprises need to embrace those updates as early as possible. However, supporting your software testing initiatives will only be achieved with the right continuous testing strategy.


Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?


Wed, 20 Jul 2022 00:15:00 -0500 Pankaj Goel en text/html https://www.forbes.com/sites/forbestechcouncil/2022/07/20/why-continuous-testing-is-the-key-to-unlocking-your-erp-transformation/
Killexams : NetBackup IT Analytics System Administrator Guide

This is the preferred method of ensuring that your database is backed up on a regular basis.

Database Export (Windows)

The database user Aptare must have access to the export files stored in the directory:

c:\opt\oracle\database\tools

Verify that Oracle user has read and execute privileges on these files before starting the database export.

  1. Log into the Windows database server.

  2. Ensure Oracle TNS Listener and Oracle services are running.

  3. At the command prompt execute the script:

    c:\opt\oracle\database\tools\expdp_database_template.bat

  4. After successful completion, the export file aptare_scdb.exp is saved on the Windows database server in the directory:

    C:\opt\oracle\logs

  5. Copy the file c:\opt\datarcvrconf\aptare.ks to c:\opt\oracle\logs folder.

    This step is required only if database is exported from an NetBackup IT Analytics version of 10.5 or above.

To schedule the export task refer to the following.

See Scheduling the Export Job (Windows).

Database Export (Linux)

The database user Aptare must have access to the export files stored in the directory:

/opt/aptare/database/tools

Verify that Oracle user has read and execute privileges on these files before starting the database export.

  1. Log into the Linux database server and switch to user Aptare.

  2. Ensure Oracle Listener and Oracle services are running.

  3. Change to the directory:

    /opt/aptare/database/tools

  4. Execute the command:

    ./export_database_template.sh
  5. After successful completion, the export file aptare_scdb.exp is saved in the /tmp directory on the Linux database server.

  6. Execute the cp /opt/aptare/datarcvrconf/aptare.ks /tmp command to copy the file aptare.ks to datarcvrconf folder.

    This step is required only if database is exported from an NetBackup IT Analytics version of 10.5 or above.

To schedule the export task refer to the following.

See Scheduling the Export (Linux).

Sun, 31 Jul 2022 12:01:00 -0500 en text/html https://www.veritas.com/support/en_US/doc/140670999-149890373-0/v144256952-149890373
Killexams : Bringing Java To The World Of Microcontrollers

C is a beautiful language perfectly suited for development on low-power devices such as the 8-bit microcontrollers. With newer, more powerful ARM microcontrollers making their way onto the market and workbenches around the world, it was only fitting that Oracle got in on the action. They released a version of Java targeted at these newer, more powerful microcontrollers called Java ME embedded.

The new embedded version of Java has everything you would expect from a microcontroller development platform – access to GPIO pins, including SD cards and I2C devices. The new Java machine is designed for full headless operation and is capable of running on devices with as little as 130 kB of RAM and 350 kB of ROM.

As for the utility of programming a microcontroller in Java, it’s still the second most popular language, after spending the better part of a decade as the number one language programmers choose to use. The requirements of the new embedded version of Java are far too large to fit onto even the best 8-bit microcontrollers, but with a new crop of more powerful ARM devices, we’ll expect to see more and more ARM/Java projects making their way into the Hackaday tip line in the coming months.

Tip ‘o the hat to [roger] for sending this one in.

Thu, 04 Aug 2022 12:00:00 -0500 Brian Benchoff en-US text/html https://hackaday.com/2012/10/09/bringing-java-to-the-world-of-microcontrollers/
Killexams : Building A Culture Of Ownership In A Tech Organization

CIO at Oracle. A veteran tech exec with experience in cloud infrastructure services for the enterprise.

Coming into an organization as large as Oracle, with over 133,000 end-user employees, my leadership team and I wanted to adapt the culture to be more empathetic to the needs of our stakeholders while also giving our technology-driven organization a greater sense of ownership and satisfaction. During this journey, we found three core ideas particularly useful, which may also help your company Strengthen the services it provides to customers.

• You build it, you own it.

• The customer-centric mindset.

• Metrics matter.

These concepts focus on instilling a sense of responsibility through end-to-end ownership of every project, advocating customer-centricity and aligning on a common set of goals and measurable outcomes. We developed a data-driven work culture, streamlined and automated how we build, test and operate our services and changed and adopted a new set of tools and technologies to implement these DevOps and software-driven automation practices and principles. I’m sharing my approach and experience in hopes that it can help you build a culture of ownership in your own organization.

You Build It, You Own It

We had a siloed organization with separate engineering and operation functions—one team did the engineering, design and implementation, and another did testing and operations—resulting in disjointed ownership. For instance, developers were focused only on releasing the features quickly, with no sense of how they would be released in production. Operations, on the other hand, was focused on stability but without enough understanding of how the new features worked.

If your company is struggling with siloed functions, here are some ways to streamline operations that worked for Oracle.

• Consolidate a set of core functions to facilitate coordination as well as eliminate duplicated efforts and unnecessary complexity.

• Build and automate a streamlined methodology and a set of common foundational tools for planning, building, testing, deploying and operating services.

• Put in place a process for constantly improving the design, deployment and testing with automation.

• Invest in upskilling your staff with training and certifications and recruit some new hires focused on development as well as program and product management.

• Shift from manual operations to end-to-end automation at scale.

We gained significant improvements in agility, consistency, quality and velocity as a result of these changes.

Customer-Centric Mindset

When you think about a product, you should think about the end-to-end delivery of finished goods to a customer—not just your little piece of the project. We had engagement managers and business analysts doing tactical order-taking instead of being strategic, agile and customer-driven. This was a result of being primarily project-oriented, with siloed teams focusing on their own piece of the tech stacks and their own timelines rather than focusing on the customers’ problems.

This is a common problem across companies. Here are solutions you might want to adopt that made an impact on my organization.

• Incorporate the new agile tools and processes described above into a larger view of how you collaborate and track your work across partner teams.

• Modernized your collaboration tools to ensure your developers work closely together, share ideas, communicate rapidly and fix problems.

• Foster a customer-centric mindset into your work setup by creating personas of your users, which should illustrate how one set of capabilities doesn’t work for all users and that there are different needs based on the use cases. These personas should be developed and updated through continuous data collection and the creation of feedback loops so your teams know your users and what solutions are needed.

These principles and methodologies allowed our entire team to take ownership of the end-to-end experience we deliver to our stakeholders—the customer-centric mindset.

The Right Metrics

Not only can you not track what you don’t measure, but measuring the wrong things can lead to increased dissatisfaction among your customers and employees. After we reviewed and adapted our metrics, we found that they were focused almost exclusively on costs.

The following approaches can help ensure you get the whole picture.

• Incorporate other important factors such as delivery times, service quality, customer satisfaction, developer productivity, ROI and the total cost of ownership into your metrics.

• Create a feedback loop so you can regularly review and modify your metrics as necessary.

Another benefit of measuring what you do is that it provides guard rails, so while you’re thinking and acting innovatively, your solutions still deliver on the core requirements of being timely, cost-effective and efficient.

In summary, create a plan that puts the customer at the center, with clearly expressed goals. Then, move fast and iterate so you don’t lose momentum or delay the execution plans without showing any progress. These principles can help an IT organization quickly deliver high-quality and well-tested code and lead to internal productivity gains that you can track and report to the rest of the executive committee.


Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?


Wed, 13 Jul 2022 12:00:00 -0500 Jae Sook Evans en text/html https://www.forbes.com/sites/forbestechcouncil/2022/07/14/building-a-culture-of-ownership-in-a-tech-organization/
Killexams : A New Service from the Microsoft and Oracle Partnership: Oracle Database Service for Microsoft Azure

Recently, Microsoft and Oracle announced the general availability (GA) of Oracle Database Service for Microsoft Azure, a new service that allows Microsoft Azure customers to provision, access, and monitor enterprise-grade Oracle Database services in Oracle Cloud Infrastructure (OCI).

Microsoft and Oracle have partnered since 2019 and first delivered the Oracle Interconnect for Microsoft Azure,, allowing hundreds of organizations to use secure and private interconnections in 11 global regions. Now both companies have extended their partnership with the GA release of Oracle Database Service for Microsoft Azure, which builds upon the core capabilities of the Oracle Interconnect for Azure and enables any customer to integrate workloads more easily on Microsoft Azure with Oracle Database services on OCI.

Through the Azure Portal, customers can deploy Oracle Database running on OCI with the Oracle Database Service. The service automatically configures everything required to link the two cloud environments and federates Azure Active Directory identities, making it easy for Azure customers to use the service. Furthermore, OCI database logs and metrics are integrated with Azure Services such as Azure Application Insights and Azure Log Analytics for simpler management and monitoring Azure Application Insights and Azure Log Analytics.

Source: https://www.oracle.com/cloud/azure/

Jane Zhu, senior vice president, and chief information officer, Corporate Operations, Veritas, said in a Microsoft press release:

Oracle Database Service for Microsoft Azure has simplified the use of a multi-cloud environment for data analytics. We were able to easily ingest large volumes of data hosted by Oracle Exadata Database Service on OCI to Azure Data Factory where we are using Azure Synapse for analysis. 

In addition, Holger Mueller, principal analyst and vice president at Constellation Research Inc., told InfoQ:

It is remarkable as customers brought competitors together - and now Oracle is even better integrated into the Azure... practically making Oracle a first-grade citizen in Azure - operating the Oracle DB from an Azure console. This is how multi-cloud should be implemented - so customers win. And they must win......

Furthermore, he said: 

Tacitly it is also the admission by Microsoft that the Oracle DB is better than MS SQL Server and by Oracle that Microsoft PowerBI is better than Oracle Analytics - at least for some customers... and Larry J Ellison is right - it is all about giving customers choices.

Lastly, there are no charges for using the Oracle Database Service for Microsoft Azure, the Oracle Interconnect for Microsoft Azure, or data egress or ingress when moving data between OCI and Azure. Customers will pay only for the other Azure or Oracle services they consume, such as Azure Synapse or Oracle Autonomous Database.

Thu, 28 Jul 2022 08:32:00 -0500 en text/html https://www.infoq.com/news/2022/07/oracle-database-service-azure/
Killexams : EdTech and Smart Classrooms Market Analysis by Size, Share, Key Players, Growth, Trends & Forecast 2027
EdTech and Smart Classrooms Market Analysis by Size, Share, Key Players, Growth, Trends & Forecast 2027

“Apple (US), Cisco (US), Blackboard (US), IBM (US), Dell EMC (US),Google (US), Microsoft (US), Oracle(US),SAP (Germany), Instructure(US).”

EdTech and Smart Classrooms Market by Hardware (Interactive Displays, Interactive Projectors), Education System Solution (LMS, TMS, DMS, SRS, Test Preparation, Learning & Gamification), Deployment Type, End User and Region – Global Forecast to 2027

MarketsandMarkets forecasts the global EdTech and Smart Classrooms Market to grow from USD 125.3 billion in 2022 to USD 232.9  billion by 2027, at a Compound Annual Growth Rate (CAGR) of 13.2% during the forecast period. The major factors driving the growth of the EdTech and smart classrooms market include increasing penetration of mobile devices and easy availability of internet, and growing demand for online teaching-learning models, impact of COVID-19 pandemic and growing need for EdTech solutions to keep education system running.

Download PDF Brochure: https://www.marketsandmarkets.com/pdfdownloadNew.asp?id=1066

Interactive Displays segment to hold the highest market size during the forecast period

Interactive displays helps to collaborate teaching with tech boost social learning. As per a study it has been discovered that frequent group activity in classrooms, often aided by technology, can result in 20% higher levels of social-emotional skill development. Students in these classes are also 13% more likely to feel confident contributing to class discussions. Interactive display encourages the real time collaboration. SMART Boards facilitate the necessary collaboration for students to develop these skills. Creating an audience response system on the interactive display allows students to use devices to participate in class surveys, quizzes, and games, and then analyse the results in real time. A large interactive whiteboard (IWB), also known as an interactive board or a smart board, is a large interactive display board in the shape of a whiteboard. It can be a standalone touchscreen computer used to perform tasks and operations on its own, or it can be a connectable apparatus used as a touchpad to control computers from a projector. They are used in a variety of settings, such as classrooms at all levels of education, corporate board rooms and work groups, professional sports coaching training rooms, broadcasting studios, and others.

Cloud deployment type to record the fastest growth rate during the forecast period

Technology innovation has provided numerous alternative solutions for businesses of all sizes to operate more efficiently. Cloud has emerged as a new trend in data centre administration. The cloud eliminates the costs of purchasing software and hardware, setting up and running data centres, such as electricity expenses for power and cooling of servers, and high-skilled IT resources for infrastructure management. Cloud services are available on demand and can be configured by a single person in a matter of minutes. Cloud provides dependability by storing multiple copies of data on different servers. The cloud is a potential technological creation that fosters change for its users. Cloud computing is an information technology paradigm that delivers computing services via the Internet by utilizing remote servers, database systems, networking, analytics, storage systems, software, and other digital facilities. Cloud computing has significant benefits for higher education, particularly for students transitioning from K-12 to university. Teachers can easily deliver online classes and engage their students in various programs and online projects by utilizing cloud technology in education. Cloud-based deployment refers to the hosted-type deployment of the game-based learning solution. There has been an upward trend in the deployment of the EdTech solution via cloud or dedicated data center infrastructure. The advantages of hosted deployment include reduced physical infrastructure, lower maintenance costs, 24×7 accessibility, and effective analysis of electronic business content. The cloud-based deployment of EdTech solution is crucial as it offers a flexible and scalable infrastructure to handle multiple devices and analyze ideas from employees, customers, and partners.

Request trial Pages: https://www.marketsandmarkets.com/requestsampleNew.asp?id=1066

Major EdTech and smart classrooms vendors include Apple (US), Cisco (US),  Blackboard (US), IBM (US), Dell EMC (US), Google (US), Microsoft (US), Oracle(US), SAP (Germany), Instructure(US). These market players have adopted various growth strategies, such as partnerships, agreements, and collaborations, and new product enhancements to expand their presence in the EdTech and smart classrooms market. Product enhancements and collaborations have been the most adopted strategies by major players from 2018 to 2020, which helped companies innovate their offerings and broaden their customer base.

A prominent player in the EdTech and smart classrooms market, Apple focuses on inorganic growth strategies such as partnerships, collaborations, and acquisitions. For instance, in August 2021 Apple launched Mobile Student ID through which students will be able to navigate campus and make purchases using mobile student IDs on the iPhone and Apple Watch. In July 2020 Apple partnered with HBCUs to offer innovative opportunities for coding to communities across the US. Apple deepened the partnership with an additional 10 HBCUs regional coding centers under its Community Education Initiative. The main objective of this partnership is to bring coding, creativity, and workforce development opportunities to learners of all ages. Apple offers software as well as hardware to empower educators with powerful products and tools. Apple offers several applications for K-12 education, including Schoolwork and Classroom. The company also offers AR in education to provide a better learning experience. Teaching tools helps to simplify teaching tasks with apps that make the classroom more flexible, collaborative, and personalized for each student. Apple has interactive guide that makes it easy to stay on task and organized while teaching remotely with iPad. The learning apps helps to manage schedules and screen time to minimize the distractions and also helps to create productive learning environments and make device set up easy for teachers and parents. Apple has various products, such as Macintosh, iPhone, iPad, wearables, and services. It has an intelligent software assistant named Siri, which has cloud-synchronized data with iCloud.

Blackboard has a vast product portfolio with diverse offerings across four divisions: K-12, higher education, government, and business. Under the K-12 division, the company offers products such as LMS, Synchronous Collaborative Learning, Learning Object Repository, Web Community Manager, Mass Notifications, Mobile Communications Application, Teacher Communication, Social Media Manager, and Blackboard Ally. Its solutions include Blackboard Classroom, Collaborate Starter, and Personalized Learning. Blackboard’s higher education division products include Blackboard Learn, Blackboard Collaborate, Analytics for Learn, Blackboard Intelligence, Blackboard Predict, Outcomes and Assessments, X-ray for Learning Analytics, Blackboard Connect, Blackboard Instructor, Moodlerooms, Blackboard Transact, Blackboard Ally, and Blackboard Open Content. The company also provides services, such as student pathway services, marketing, and recruiting, help desk services, enrollment management, financial aid and student services, engagement campaigns, student retention, training and implementation services, strategic consulting, and analytics consulting services. Its teaching and learning solutions include LMS, education analytics, web conferencing, mobile learning, open-source learning, training and implementation, virtual classroom, and competency-based education. Blackboard also offers campus enablement solutions such as payment solutions, security solutions, campus store solutions, and transaction solutions. Under the government division, it offers solutions such as LMS, registration and reporting, accessibility, collaboration and web conferencing, mass notifications and implementation, and strategic consulting. The company has launched Blackboard Unite on April 2020 for K-12. This solution compromises a virtual classroom, learning management system, accessibility tool, mobile app, and services and implementation kit to help emote learning efforts.

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Killexams : Salesforce targets UK public sector with MoU

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Killexams : UK Government signs procurement memo of understanding with Salesforce, but are more needed to prevent a cloud oligopoly?

The UK Government’s Crown Commercial Service (CCS) procurement body has signed a Memorandum of Understanding (MoU) with Salesforce to make it easier and cheaper for public sector organizations to buy from the supplier.

According to Philip Orumwense, Commercial Director and Chief Technology Procurement Officer at CCS:

The agreement will further ensure increased collaboration and aggregation of government and wider public sector spend to achieve increased automation, forecasting, reporting and customer engagement management tools.

The main items on the Salesforce MoU are:

  • A discount on licences (Salesforce, Mulesoft, Tableau & Slack) and services for eligible UK public sector bodies, including health bodies.
  • Free experimentation projects, so that eligible bodies can test and learn how Salesforce solutions can be used to meet their requirements.
  • Direct access to a panel of Salesforce’s SME implementation partners.
  • Discounted training and support.
  • A discounted trial of Salesforce’s Net Zero Cloud, supporting the UK government’s drive towards Net Zero.

Salesforce has a number of UK public sector customers, including the Health Service Executive, Department for Works & Pensions, various local authorities and CCS itself.

More MoUs

CCS has signed a number of such MoUs in accurate years with cloud suppliers, including the likes of Oracle, Google and Microsoft. Oracle’s agreement was first signed as far back as 2012 with an updated  and expanded deal signed last year. At that time, Orumwense commented:

This enhanced Memorandum of Understanding will continue to deliver savings and benefits for new and existing public sector customers using Oracle's cloud based technologies. It will continue delivering value for money whilst supporting public sector customers' journey to the cloud.

Expanding the list of suppliers offering cloud services has become a political agenda item in the UK as legislators have queried the amount of business that has gone to Amazon Web Services (AWS). As of February last year, some £75 million of contracts had been awarded in the previous 12 months.

Lord Maude, who previously ran the UK Cabinet Office where he waged a war on excessively priced tech contracts and essentially began the MoU process in earnest as part of his reforms, was quoted as warning:

When it comes to hosting, we've regressed into allowing a small group, and one vendor, in particular, to dominate. If you take a view of the government as simply as a customer, it makes absolutely no sense for the government to be overly dependent on one supplier. No one would sensibly do that.

The Salesforce MoU looks well-timed as CCS recently launched a tender for a range of cloud services in a set of deals that could be worth up to £5 billion in total. Procurement notices have been issued under the G-Cloud 13 framework, covering cloud hosting, cloud software and cloud support, with a further lot for migration and set-up services to follow. Contracts can last for 3 years with an option to extend by a further year.

Eligible suppliers must be able to offer services in the following capabilities:

  • Planning - the provision of planning services to enable customers to move to cloud software and/or hosting services;
  • Setup and Migration- the provision of setup and migration services which involves the process of consolidating and transferring a collection of workloads. Workloads can include emails, files, calendars, document types, related metadata, instant messages, applications, user permissions, compound structure and linked components.
  • Security services - Maintain the confidentiality, integrity and availability of services and information, and protect services against threats.
  • Quality assurance and performance testing - Continuously ensure that a service does what it’s supposed to do to meet user needs efficiently and reliably.
  • Training
  • Ongoing support - Support user needs by providing help before, during and after service delivery.

My take

Having a wider range of potential providers operating under such MoUs is crucial for government to deliver value for taxpayers money.

Those of us who lived through the crusading days of Maude insisting that tech vendors - mostly large US systems houses and consultancies - come back to the negotiating table, tear up their existing contracts and start from scratch, have been dismayed, but not surprised, that the so-called ‘oligopoly’ simply had to sit it out and wait for a change of government/minister to get things back to ‘normal’.

There were successes that linger. The UK’s G-Cloud framework was a triumph when set up and continues to do good work. As an aside, and given this article has been triggered by a Salesforce announcement, I do remember talking to CEO Marc Benioff in London prior to the formal announcement of G-Cloud and how it would work.   

At the time there was a heavy push from certain quarters to make G-Cloud all about virtualization and private cloud rather than the public cloud push it was to become. I asked Benioff if he thought this was the right direction of travel and got a very firm rebuttal as he told me:

The UK government is way behind in this, and way too much into virtualization…Government needs to stop hiding behind the private cloud.

I was in good company - Benioff had been in at the Cabinet Office the previous day and given Maude the same message.  Thirteen years on, the Public Cloud First policy that was shaped later that year still stands, but progress hasn’t been made at the rate that was promised back in those heady launch days and which needs to be achieved.

In 2022, there’s the risk of a different sort of oligopoly, as the concern around AWS' grip on government contracts suggests - and not just in the UK -  but unfortunately there’s no sign of a Maude to take charge this time and bang the negotiating table.

Instead the Secretary of State with responsibility for digital thinks the internet has been around for ten years and retweets memes of politicians being stabbed. Meanwhile a putative, unelected new Prime Minster has just announced that she (somehow) intends to redesign the internet into adults-only and kid-friendly versions. Sigh. 

Mon, 01 Aug 2022 22:14:00 -0500 BRAINSUM en text/html https://diginomica.com/uk-government-signs-procurement-memo-understanding-salesforce-are-more-needed-prevent-cloud
Killexams : Cost of VA's New Medical Records System Could Triple to $50 Billion, Report Claims

The total cost of the Department of Veterans Affairs' new electronic medical records system could be more than triple its current $16.1 billion budget when factoring in delays, maintenance and other expenditures that aren’t part of the contract, a new report has found.

The Oracle Cerner Millennium electronic health records system, originally estimated to cost $10 billion and later revised to $16.1 billion, could run $39 billion higher if the rollout takes three years longer than anticipated, and may require another $17 billion to sustain it over its lifetime, according to an Institute for Defense Analyses report delivered to Congress on Monday.

During a hearing Wednesday on the troubled program, members of Congress called the potential cost outrageous given that the system has been introduced at just five VA medical centers and their affiliated clinics and all have experienced problems with the software.

Read Next: VA to Get First Permanent Official for Top Health Job Since 2017

"VA already considers the system unsafe to roll out at large complex medical centers, and the path to make it safe is unknown," said Kansas Sen. Jerry Moran, the ranking Republican on the Senate Veterans Affairs Committee, during a hearing Wednesday.

According to the report, the VA's $16.1 billion estimate does not include associated costs such as long-term maintenance, increased staffing, and funding for expanded community care while VA medical center staff learns the new system.

"For nearly two years, [medical center staff has] done all they can to provide health care to veterans in the middle of a pandemic, and with an electronic health record system that is not delivering," Senate Veterans' Affairs Committee Chairman Sen. Jon Tester, D-Mont., said during the hearing.

Last week, the VA Inspector General released the results of two investigations into the health records system, finding that a portion of its design led to the effective disappearance of 11,000 medical orders or referrals, resulting in 149 cases of patient harm, including at least one life-threatening incident.

The IG also found that two VA training leaders at the Mann-Grandstaff VA Medical Center in Spokane, Washington, where the system premiered, provided incomplete or inaccurate information to the Office of Inspector General, hampering ongoing work by the office.

Recent troubles at Mann-Grandstaff -- as well as outages and slowdowns across the system, including nearly 50 computer crashes or disruptions -- have resulted in implementation delays.

Just before the hearing Wednesday, VA Secretary Denis McDonough confirmed that a launch planned for Boise, Idaho, on Saturday has been placed on hold.

The delay is the third pause in a month; in June, the VA said it would delay the system's introduction in the Puget Sound area of Washington for up to seven months and the VA Portland Health Care system in Oregon until next year.

"We continue to assess every day the reliability of the system at each of the sites where it's currently deployed, as well as decisions about onward deployments," McDonough said during a press conference in Washington, D.C. "We are closely in touch with providers on the ground."

VA officials said the estimates in the Institute for Defense Analyses report included costs that aren't associated with purchase and implementation of the system. They called any comparison between the $16.1 billion contract and a $50 billion-plus cost estimate an "apples to oranges" contrast.

"That’s a life-cycle cost estimate. It includes a 25-year horizon, as well as a risk premium in case certain things don't happen, they will cost more. They also include reductions in operations. It's really difficult to compare that. I work with the deployment budget, and we are doing everything we can to ensure efficiencies within that budget," said Dr. Terry Adirim, VA’s program executive officer for the Electronic Health Record Modernization Integration Office.

During the hearing, Oracle Cerner officials told lawmakers that the company has established a "war room" to study the problems, adding that there were none that could not be overcome.

Last month, McDonough said his "confidence in the system has been shaken," but he added on Wednesday that the department is committed to the program and "realizing the promise at the heart of a modernized electronic health record."

Those include interoperability with the Defense Department for medical records that will follow service members from boot camp through the end of their lives, are accessible and can support medical research and treatment.

"We take very seriously the challenges that have been outlined, and we will continue to wring those out of the system," McDonough said.

-- Patricia Kime can be reached at Patricia.Kime@Military.com. Follow her on Twitter @patriciakime.

Related: Lawmakers Balk at VA Plans to Roll Out Electronic Medical Records System

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