Overview: In this 90 minute webinar we will examine the architecture of both SAP HANA and Oracle Exalytics. Since they are both pieces of software running on optimized hardware and delivered as a single appliance, there are similarities as well as significant differences. In-memory computing, on the scale that both HANA and Exalytics are capable of executing, is pushing the envelope of database technology and ushering a new era of Business Intelligence analytics.
Why Should you Attend: Will HANA or Exlaytics become the standard for database technology in the future? Are Exalytics and HANA fundamentally different from anything we have now? To get realistic, no-spin, straight answers to these and other questions that are swirling around in-memory computing, it is essential to have a basic understanding of how both HANA and Exalytics work. In this webinar we will break down the technology behind both products in such a way that there will be less mystery and less confusion about what they are and how they work.
Areas Covered in the Session:
Database terminology related to in-memory computing
Advantages and Benefits of each product
Who Will Benefit:
Vendor Management Personnel
Application Support Staff
Analyst IT operations
Manager Systems Operations
IT Project Manager
John Ripma is an independent consultant and the founder of Technical Ink, LLC, a consulting firm specializing in content marketing for technology-based companies. With Technical Ink, John helps companies produce high quality written materials for a wide variety of purposes (whitepapers, webinars, blog posts, brochures, technical manuals, training/educational documents, and other purposes).
John started in the field of Information Technology in 1981 when he co-founded Applied Personnel Technology, one of the first PC-based software development and consulting firms in the country. Since then, John has been closely involved with technology in a number of roles such as project manager, business development manager, senior consultant, vice president, and CEO. Over the years, John’s focus has been on helping organizations analyze, select, install and maintain complex enterprise class systems. He has worked on many large and mission critical projects that involved PeopleSoft, JD Edwards, or SAP. He also was an instructor at the SAP Academy. Additionally, with the resurgence in infrastructure outsourcing and cloud computing, John has been working closely with a number of international firms to help them migrate their enterprise systems into hosted environments.
The world of technology continues to grow at a dizzying pace and, to help his clients keep pace, John keeps up-to-date on the latest developments such as in-memory computing, Big Data, mobility, data security, software defined data centers, infrastructure architecture, technology enabled business processes, and system integration.
Overview: Social media concern the communication of information, in an increasing variety of media (not just text), using Web technologies, along the edges of a "social graph" of people who decided to connect with each other to reflect a common affinity or a real-life relationship (e.g., colleagues). Key characteristics of social media interactions are that they are bidirectional, they combine multiple forms of information (text, audio, still pictures, video), they are personalized, and the networking act itself is part of the goal of the interaction.
The first phase of social media expansion (2000-2006) was purely focused on personal activities and largely addressed teenagers and college students, with MySpace and Facebook leading the revolution. With the emergence of LinkedIn, the opening of Facebook to non-students (2006), the subsequent collapse of MySpace, and the emergence of other networks such as Twitter and Google Plus, there was a definite broadening of the audience to include "knowledge workers," but the actual impact of these activities on the enterprise remained unclear for a while, including whether organizations should ignore, fear, or embrace this movement. There are quite a number of use cases for the enterprise use of social media, and a growing body of emerging case studies and success stories:
Maintaining and exploited a self-updated list of business contacts
"Social recruiting" (including referrals and references)
Maintaining connections with ex-employees
"Socializing knowledge" among people whose social network connections represent a trust relationship. This also includes "social search" capabilities
Communities of users and customers of a product or service
Crowdsourcing technology watch and competitive intelligence
Sentiment analysis and customer service escalation
Projecting a better image of the organization to the "digital natives" it is now hiring
Improving the "corporate citizenship" and involvement of the enterprise by facilitating employee participation in community efforts
There are certainly issues to consider. Some concerns are exaggerated, because executives and managers who have not grown up in this world do not "get it" and still consider the Web somewhat mysterious and inherently more dangerous, even though the risks involved in association and communication are not specific to the new media. Other risks are real, and each enterprise needs to assess for itself whether they can be mitigated enough to allow a given social media project to proceed. These risks, real or overstated, include:
Confidential information leakage
Security risks and potential privacy violations
Legal compliance issues and ethical lapses
Difficulties in integrating social systems with enterprise systems, and the resulting impact on IT’s workload.
To balance the benefits and risks, an enterprise should develop a "reasoned adoption" roadmap based on the identification of its business goals, and the selection of appropriate strategies and media to achieve them. We will recommend:
A "social media strategic framework" to organize the actions
Limiting the time spend on ROI and TCO assessments, which are even more elusive in this area than in others
Leveraging the knowledge and creativity of the "digital natives" to educate the "digital immigrants" in senior management, HR, and the Legal department
Writing simple governance documents that spell out clear rules for who can belong in a social group
Review and rewriting policies about electronic communications, making them cover all forms of communication, not just social media
Using external or cloud-based social media platforms, instead of creating internal systems.
Why should you attend: Social media still evoke fears, mostly of confidentiality breaches and productivity losses. As a result, IT is often placed in the role of controlling (or denying) access to external networks, while sometimes putting in place lower-quality internal forums that do not have the critical mass to succeed. How do you avoid this bad situation?While some organizations are still in denial about the spread and increasing relevant of the social media phenomenon, many are starting to select pilot projects and proceed, which puts them in a better position to exploit the desire of their employees to be part of communities.
Yet this is often done without a complete understanding or a systematic approach. The risk for organizations that do not examine and understand how and why social networks are so popular, and how to leverage their benefits, is that fear will win the debate, and the organization will not only miss out on the benefits of this change in collaboration methods, but it will in the process discourage its employees or deny them the ability to perform at the right level.This webinar examines the use cases for social media in a business context, the pros and cons (including the myths and realities), and proposes reasonable steps for a corporate social media adoption roadmap.
Areas Covered in the Session:
Defining social media
Business use cases
Fears of new technologies
Areas of risk
Integration challenges for IT
Choosing careful adoption over irrational fears
Who Will Benefit:
Chief Knowledge Officer
Human Resources VP/Director
Claude Baudoin has 39 years of experience in IT Management, Software Engineering Management, and Knowledge Management (KM) in an international context, including the semiconductor, Oil & Gas, and IT services sectors. He is a recognized innovator and educator who has authored two books and two patents, and written many articles and papers on IT and KM subjects.
After retiring from his position as IT and KM Advisor at Schlumberger, the leading oilfield services company, in 1989, Claude has been running a successful independent IT consulting practice. He is also a Senior Consultant with the Boston-based Cutter Consortium. Claude Baudoin holds an Engineer degree from Ecole Polytechnique in Paris, and an M.S. degree in Computer Science from Stanford University. He is bilingual in English and French.