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1Z0-218 exam Dumps Source : PeopleSoft HRMS Fundamentals

Test Code : 1Z0-218
Test Name : PeopleSoft HRMS Fundamentals
Vendor Name : Oracle
: 106 Real Questions

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Oracle PeopleSoft HRMS Fundamentals

Merging HR systems | killexams.com Real Questions and Pass4sure dumps

HR Magazine, December 2005

In his 10 years at Waterbury, Conn.-primarily based Webster bank, Chris Muller has considered at least a dozen direct acquisitions take the institution to about three,400 employees in a hundred and seventy areas, and belongings of $17.5 billion. One acquisition in selected stands out: First Federal of Massachusetts. Affecting 600 personnel, it was Webster’s most formidable deal—and one complex by means of massive HR expertise concerns.

as an example, First Federal outsourced all employee merits whereas Webster dealt with most advantages in-house. As continually occurs, Webster, because the acquiring company, bought its choice of systems and turned into answerable for making bound every thing labored. but a whole lot of the suggestions Webster needed about First Federal’s personnel was with outsourcers and turned into badly old-fashioned. “We discovered that a lot of the facts turned into fallacious,” including beneficiary names, says Muller, vice president of HR know-how.

To extra complicate matters, the deal’s particulars—and the record of employees to be built-in—saved changing “as much as the 11th hour,” Muller recollects. each and every of the 600 employees had to fill out complete enrollment records, and information for each form needed to be entered into a laptop—all within two weeks.

As Muller learned firsthand, mergers and acquisitions can put HR information techniques to the most desirable examine. Departments must assemble commonly disparate methods, always on tight closing dates and confined budgets, to deliver counsel important at all degrees of the enterprise. Success requires thorough planning and meticulous execution in addition to a cohesive HR techniques integration method.

clean Merging

For a corporation seeking to be got, and even to divest one or extra divisions, having HR systems and facts that facilitate the process will also be a crucial selling factor. At corporations where increase is fueled partly through acquisitions, managing HR expertise can be most advantageous achieved with the aid of a device that faucets into proven methodology for correctly absorbing every newly received business and its personnel.

according to the IT infrastructure apply of Washington, D.C.-primarily based PA Consulting group, acquiring groups should still start through looking at their corporate enterprise method. In when you consider that technology’s role, HR may still center of attention on picking out areas of change and compatibility: Will the acquired business be absorbed into an latest division or kind a brand new one? Is the newly acquired company’s business different sufficient that it will require systems adjustments to accommodate different types of organizational structure, compensation and advantages?

reckoning on the answers, an organization might need simplest some adjustments to its methods, or it may find itself vastly reconfiguring its HR administration techniques (HRMS) software and even looking for a brand new equipment that may accommodate its new necessities.

Absorbing an obtained company’s statistics into the buying enterprise’s techniques may also be more intricate than expected. “we have shoppers that did [back-end HR system] mergers two and three years in the past which are nevertheless coping with the subject [of integration],” says Doug Miller, vice president of advertising at Authoria, a Waltham, Mass.-based mostly human capital administration application dealer. it could possibly take time to get all of the HR tactics to work and to unravel statistics error and different surprises when merging two systems.

Or, the enterprise may make a decision to outsource as a substitute.

for example, Webster financial institution found it had to manage received businesses with enormously distinctive work schedules, together with a couple of coverage companies. because the financial institution had to control commissioned personnel who labored out of their buildings and had irregular schedules, it finally wrote its own time and attendance system to accommodate the adaptations. additionally, managing unemployment advantages, incapacity, and household and scientific go away in numerous states proved difficult. So, instead of integrating those methods, Webster determined to outsource those services.

In some acquisition eventualities, one or both of the businesses can have outsourcing or service contracts in location. if so, PA Consulting group managing advisor Craig Rintoul recommends doing an analysis to verify whether it would be cheaper and easier to break the contract, or more cost-effective and extra efficient to strengthen an interface with the provider.

world acquisitions present enjoyable challenges regarding numerous languages in addition to regulatory requirements. for instance, having a training system “doesn’t sound like that big a deal,” says Rintoul. “but in certain industries and certain countries, [employers] must prove that [their] americans are in a position and were informed in fitness and safety strategies. At any given point, you can be required to show to an external regulator that your people have been trained.”

China, as an instance, locations a number of restrictions on employers, imposing laws on things like maximum quantities of time beyond regulation. “one in every of my purchasers has long past there and been fairly greatly surprised at what they're allowed to do or now not allowed to do,” says Rintoul. The right HR device can help the enterprise in verifying compliance with chinese language laws. Employers operating globally should predict to come across changes and challenges as they align techniques across cultural traces.

at last, in due to the fact that corporate approach with know-how strategy, be sure your programs can accommodate an organization that grows through acquisitions. pink Man Pipe and supply, a Tulsa, Okla.-based mostly distributor of pipe, valves and fittings to the economic and oil box markets, has grown from 200 to 1,000 personnel over the last few years through acquisitions.

since the number of new employees delivered through every acquisition ranged from a dozen to pretty much 200, the enterprise has chosen to manually enter the vital counsel into its HRMS. nonetheless it currently realized that it changed into attaining a restrict on the number of employees it could manage beneath the license terms of its HRMS dealer.

“We’re getting able to upgrade their [system] to another thousand worker module,” says human components manager Rus Hoos.

going in Synch

beyond method, managing HR technology all the way through a merger or acquisition requires that employers utterly examine their HR techniques’ requirements and capabilities.

Managers deserve to adequately plan head count number, locate in-condo ability, practice uniform efficiency metrics for evaluation, and plan for succession at any stage of the business so that the departure of a key worker does not disrupt enterprise. know-how integration must happen entirely and promptly satisfactory that general operations by no means seem disturbed to clients. If the methods of both agencies are too dissimilar, the HR department might need an extra technique to resolve the issues.

An method some groups take is to build a data warehouse, a type of advanced database equipment that takes suggestions from disparate systems and offers groups a unified view of gathered data. however implementation—which contains really expert utility, hardware and considerable abilities—can take a yr or greater to finished, nevertheless leaving operations fractured. an organization can also roll out a single set of global enterprise software for all divisions, old and new. however, again, that might take two to a few years or extra. PA Consulting managing advisor Scott Lever says the choice to go with unified utility can also come down to one question: Will it nevertheless be legitimate when the rollout is completed, or will the brand new device be old-fashioned and wish its own replacement?

eventually, respect that if two groups really use the equal HR management utility, they nevertheless might also have integration complications, says Brenda Byron, director of HR shared capabilities at Alliant Techsystems Inc. (ATK) in Edina, Minn., a $2.eight billion superior weapons and area systems business with about 14,500 employees. ATK has received eight businesses in the past four years, and while it uses Oracle/PeopleSoft, no longer a single one among its acquisitions did. notwithstanding one had, HR would have had to roll up its sleeves.

“I’ve had publicity to PeopleSoft at three locations, and each one used it in another way,” says Byron. The issue is that each one businesses have what they agree with special situations and circumstances, so that they configure the application to superior go well with them. The probabilities of two agencies even in a similar enterprise the use of all the equal settings are essentially zero.

last alterations

With the right mix of programs and outsourcing in location, HR can proceed to the next quagmire: synthesizing the statistics from the got business. each database rests on assumptions of what assistance really capacity, and there could be more than one appropriate interpretation. Webster financial institution twice obtained institutions that set the standard workweek at 40 hours whereas it used 37.5 hours, so the HR branch had to alter salaries going into the gadget in order that individuals didn’t unexpectedly experience a pay cut.

generally all the way through a merger or acquisition, businesses find modifications in groups’ HR systems and how they define fundamental facts. often, these modifications may also be refined and might be poorly documented. If that’s the case, HR should still stream without delay to identify individuals at the received company who recognize the solutions, however who might be leaving for other opportunities, and get the tips whereas it is still possible to do so.

as an instance, a corporation could discover that the “definitions” that vary include such fundamentals as holiday time, the variety of allowable unwell days and even the number of salary grades. GE power, a roughly $18 billion division of typical electric powered that has performed more than 100 acquisitions in the past 5 years, regularly runs into this difficulty. “I could be a grade 2; you might possibly be a grade three,” says John Blowers, manager of HR assistance strategy. “How do they healthy into the pay hierarchy?”

a far better grade can put an worker new to GE, generic for its tradition of disposing of the bottom-performing 10 p.c of its employees, into effectively unfair competition with others who've an extended background with the enterprise and who, in consequence, have more advantage about a way to get things finished. The company has also discovered that working titles that may be vital within the container could now not fit the commonplace titles GE uses. It can be necessary for HR to unravel these forms of discrepancies on an individual-with the aid of-grownup basis.

Timing Is every little thing

whereas accuracy is a must have in completing HR systems integration, so is pace. The results might have an effect on a corporation’s base line because the faster new employees are settled, the earlier they could concentrate on work.

As with every thing else in HR systems integration all through a merger or acquisition, there are a couple of limitations to overcome. Even choices as primary as settling on when employees may be paid may be complicated via payroll timing considerations that need to be coordinated across business lines. “you've got tax liability and balances that should be introduced over to a new system,” says Tom Tillman, director of product advertising HRMS seller Sage application in Irvine, Calif. Making the changes on the right time—the end of a fiscal yr or the end of a quarter—can get rid of the problems of accounting for present balances.

but counting on the timing of a deal, it may well even be unimaginable to comprehensive the entire facts migration by means of the cut-off date. That’s why HR may also opt for a staged system changeover, an approach it could must sell to management. “in the past they tried to position the entire facts into the device at once,” says GE energy’s Blowers. “Now they parse it out.”

Tillman says his first precedence when he learns that a merger or acquisition has been finalized is coming into very own counsel and creating enterprise IDs that allow new personnel to get the equipment and functions they deserve to do their work. The leisure of the tips is processed over the subsequent two or three weeks to evade delaying information entry for every thing.

“We had to problem the [corporate] intellect-set of the time that [said] every checklist needs to be complete always,” Blowers says. “It became a pretty good theory, however it was bucking up towards the operational needs.”

HR specialists experienced in mergers and acquisitions understand that each deal is probably disruptive, and a few integration considerations may also have you chasing moving objectives for months. however, with proper planning, an eye for detail and a few flexibility, HR could make the system go greater smoothly and aid the business meet its desires.

Erik Sherman is a contract journalist in Marshfield, Mass., who covers management issues.


Cisco usademonstrates performance leadership with world-checklist Oracle PeopleSoft benchmark consequences | killexams.com Real Questions and Pass4sure dumps

Cisco UCS®) delivered world-list performance on Oracle PeopleSoft Human resources management methods (HRMS) 9.1 FP2 Self-service (on-line transaction processing [OLTP]) and Self-service and Payroll Batch benchmarks.

The Oracle PeopleSoft Human substances management system (HRMS) 9.1 FP2 benchmark results for the Self-carrier element of the benchmark demonstrate world-record performance and linear scalability. These results give you direct evidence of the diploma to which you can scale your Cisco Unified Computing system™ deployments as the number of clients of your human materials administration gadget grows

Oracle PeopleSoft HRMS 9.1 FP2 Self-carrier Benchmark effects

number of users general Search Time (seconds) regular keep Time ( seconds) Transactions per Minute Availability Date 12,000 0.294 0.139 2400 January 15, 2015 sixteen,000 0.324 0.155 3200 January 15, 2015 20,000 0.353 0.167 4000 January 15, 2015

Oracle PeopleSoft HRMS 9.1 FP2 Self-service and Payroll Batch added-giant information mannequin Benchmark consequences

variety of clients Minutes  funds per Hour Availability Date 500,480 21.95 1,368,055 January 15, 2015

 

one of the vital key highlights of Cisco’s Oracle PeopleSoft Benchmark consequences are:

  • The Oracle PeopleSoft HRMS benchmark is designed to supply verifiable efficiency metrics throughout a broad latitude of PeopleSoft HRMS workloads. With these world-listing outcomes, Cisco, EMC, and Oracle demonstrate the efficiency traits of precise-existence consultant workloads to supply a template that you can use in acquiring great efficiency on your business.
  • These effects show world-checklist performance and linear scalability and give you direct facts of the diploma to which you can scale your Cisco Unified Computing gadget™ deployments as the variety of clients of your human materials management device grows
  • the area-listing-setting Self-provider and Payroll Batch extra-significant facts mannequin benchmark effects reveal you ways directly that you could accomplish batch payroll tasks. 
  • try the efficiency brief for additional information on the benchmark configuration. Cisco measured the efficiency of all three components of the Oracle PeopleSoft HRMS benchmark. The disclosures for the three accessories are available at the following places:

  • Self-carrier (OLTP) consequences (three person stages: 12,000, 16,000, and 20,000 most effective)
  • Self-service (person stage: 18,000) and Payroll Batch (concurrency level: 128 further giant for 500,000 employees) together
  • Payroll Batch (three concurrency ranges: 32 Medium, 64 colossal, and 128 additional massive for 500,000 personnel handiest)
  • it's wonderful to be aware that although all vendors have entry to equal Intel processors, handiest Cisco u.s.a.unleashes their vigor to convey high performance to functions during the power of unification. The entertaining, cloth-centric architecture of Cisco united statesintegrates the Intel Xeon processors into a equipment with a stronger stability of materials that brings processor vigor to lifestyles. . For more information on Cisco americaand Cisco americaintegrated Infrastructure solutions please discuss with Cisco Unified Computing & Servers web page.

    Disclosure

    Cisco measured the efficiency of all three add-ons of the Oracle PeopleSoft HRMS benchmark. The disclosures for the three components can be found at the following areas:

    Share:


    Oracle Patches seventy eight security Vulnerabilities | killexams.com Real Questions and Pass4sure dumps

    Oracle has simply launched its quarterly safety update addressing seventy eight vulnerabilities throughout its total range of items, many of which are rated essential.

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    Some vulnerabilities may also be mitigated by blockading the network protocols required for their exploitation. other dangers can also be decreased by way of decreasing the privileges of the attacked accessories.

    a listing of products plagued by vulnerabilities patched during this unlock is as follows:

    · Oracle Database 11g unlock 2, versions eleven.2.0.1, eleven.2.0.2

    · Oracle Database 11g free up 1, version 11.1.0.7

    · Oracle Database 10g unlock 2, models 10.2.0.three, 10.2.0.four, 10.2.0.5

    · Oracle Database 10g release 1, version 10.1.0.5

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    · Oracle software Server 10g unencumber 2, edition 10.1.2.3.0

    · Oracle company Intelligence enterprise edition, versions 10.1.three.4.1, 11.1.1.3

    · Oracle id administration 10g, versions 10.1.4.0.1, 10.1.4.three

    · Oracle JRockit, versions R27.6.9 and prior (JDK/JRE 1.4.2, 5, 6), R28.1.3 and previous (JDK/JRE 5, 6)

    · Oracle backyard In technology, types 8.three.2.0, eight.3.5.0

    · Oracle commercial enterprise supervisor 10g Grid control liberate 1, version 10.1.0.6

    · Oracle business supervisor 10g Grid control release 2, edition 10.2.0.5

    · Oracle commercial enterprise supervisor 11g Grid control liberate 1, edition eleven.1.0.1

    · Oracle E-enterprise Suite liberate 12, versions 12.0.4, 12.0.6, 12.1.1, 12.1.2, 12.1.3

    · Oracle E-company Suite free up 11i, version 11.5.10.2

    · Oracle Agile technology Platform, models 9.three.0.3, 9.3.1.1

    · Oracle PeopleSoft business FIN, version 9.0, 9.1

    · Oracle PeopleSoft enterprise FMS, models 9.0, 9.1

    · Oracle PeopleSoft enterprise FSCM, models 9.0, 9.1

    · Oracle PeopleSoft business HRMS, models 8.9, 9.0, 9.1

    · Oracle PeopleSoft commercial enterprise SCM, types 9.0, 9.1

    · Oracle PeopleSoft enterprise PeopleTools, types 8.forty nine, eight.50, 8.fifty one

    · Oracle solar Product Suite

    Oracle releases patches on a quarterly basis, within the Tuesday it is closest to the 17th. The subsequent patch is scheduled for October 2011 and it'll be the closing for this 12 months.


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    PeopleSoft HRMS Fundamentals

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    Merging HR Systems | killexams.com real questions and Pass4sure dumps

    HR Magazine, December 2005

    In his 10 years at Waterbury, Conn.-based Webster Bank, Chris Muller has seen at least a dozen direct acquisitions take the institution to about 3,400 employees in 170 locations, and assets of $17.5 billion. One acquisition in particular stands out: First Federal of Massachusetts. Affecting 600 employees, it was Webster’s most ambitious deal—and one complicated by significant HR technology issues.

    For example, First Federal outsourced all employee benefits whereas Webster handled most benefits in-house. As usually happens, Webster, as the acquiring company, got its choice of systems and was responsible for making sure everything worked. But much of the information Webster needed about First Federal’s employees was with outsourcers and was badly outdated. “We found that a lot of the data was incorrect,” including beneficiary names, says Muller, vice president of HR technology.

    To further complicate matters, the deal’s details—and the list of employees to be integrated—kept changing “up to the 11th hour,” Muller recalls. Each of the 600 employees had to fill out complete enrollment data, and data for each form had to be entered into a computer—all within two weeks.

    As Muller learned firsthand, mergers and acquisitions can put HR information systems to the ultimate test. Departments must bring together often disparate systems, usually on tight deadlines and limited budgets, to provide information critical at all levels of the company. Success requires thorough planning and meticulous execution as well as a cohesive HR systems integration strategy.

    Smooth Merging

    For a company looking to be acquired, or even to divest one or more divisions, having HR systems and data that facilitate the process can be an important selling point. At companies where growth is fueled partly by acquisitions, managing HR technology may be best accomplished by a system that taps into proven methodology for efficiently absorbing each newly acquired business and its employees.

    According to the IT infrastructure practice of Washington, D.C.-based PA Consulting Group, acquiring companies should start by looking at their corporate business strategy. In considering technology’s role, HR should focus on identifying areas of difference and compatibility: Will the acquired company be absorbed into an existing division or form a new one? Is the newly acquired company’s business different enough that it will require systems adjustments to accommodate different types of organizational structure, compensation and benefits?

    Depending on the answers, a company might need only some adjustments to its systems, or it could find itself significantly reconfiguring its HR management systems (HRMS) software or even looking for a new system that can accommodate its new requirements.

    Absorbing an acquired company’s data into the acquiring company’s systems can be more difficult than anticipated. “We have customers that did [back-end HR system] mergers two and three years ago that are still dealing with the issue [of integration],” says Doug Miller, vice president of marketing at Authoria, a Waltham, Mass.-based human capital management software vendor. It can take time to get all the HR processes to work and to resolve data mistakes and other surprises when merging two systems.

    Or, the company may decide to outsource instead.

    For example, Webster Bank found it had to manage acquired companies with significantly different work schedules, including several insurance companies. Because the bank had to manage commissioned employees who worked out of their homes and had irregular schedules, it ultimately wrote its own time and attendance system to accommodate the variations. In addition, managing unemployment benefits, disability, and family and medical leave in multiple states proved difficult. So, instead of integrating those systems, Webster decided to outsource those functions.

    In some acquisition scenarios, one or both of the companies will have outsourcing or service contracts in place. In that case, PA Consulting Group managing consultant Craig Rintoul recommends doing an analysis to determine whether it would be cheaper and simpler to break the contract, or cheaper and more efficient to develop an interface with the provider.

    Global acquisitions present unique challenges related to multiple languages as well as regulatory requirements. For example, having a training system “doesn’t sound like that big a deal,” says Rintoul. “But in certain industries and particular countries, [employers] must prove that [their] people are capable and have been trained in health and safety procedures. At any given point, you can be required to prove to an external regulator that your people have been trained.”

    China, for example, places a number of restrictions on employers, imposing regulations on such things as maximum amounts of overtime. “One of my clients has gone there and been pretty shocked at what they are allowed to do or not allowed to do,” says Rintoul. The right HR system can aid the employer in verifying compliance with Chinese laws. Employers operating globally should expect to encounter adjustments and challenges as they align systems across cultural lines.

    Finally, in considering corporate strategy with technology strategy, make sure your systems can accommodate a company that grows through acquisitions. Red Man Pipe and Supply, a Tulsa, Okla.-based distributor of pipe, valves and fittings to the industrial and oil field markets, has grown from 200 to 1,000 employees over the past few years through acquisitions.

    Because the number of new employees added through each acquisition ranged from a dozen to nearly 200, the company has chosen to manually enter the necessary information into its HRMS. But it recently realized that it was reaching a limit on the number of employees it could manage under the license terms of its HRMS vendor.

    “We’re getting ready to upgrade their [system] to another thousand employee module,” says human resources manager Rus Hoos.

    Getting in Synch

    Beyond strategy, managing HR technology during a merger or acquisition requires that employers thoroughly assess their HR systems’ requirements and capabilities.

    Managers need to adequately plan head count, locate in-house talent, apply uniform performance metrics for review, and plan for succession at any level of the company so that the departure of a key employee does not disrupt business. Technology integration must occur thoroughly and quickly enough that normal operations never appear disturbed to users. If the systems of the two companies are too dissimilar, the HR department might need another way to solve the problems.

    An approach some companies take is to build a data warehouse, a type of complex database system that takes information from disparate systems and gives companies a unified view of collected data. But implementation—which involves specialized software, hardware and considerable expertise—can take a year or more to complete, still leaving operations fractured. A company also can roll out a single set of global enterprise software for all divisions, old and new. But, again, that could take two to three years or more. PA Consulting managing consultant Scott Lever says the decision to go with unified software may come down to one question: Will it still be valid when the rollout is completed, or will the new system be outdated and need its own replacement?

    Finally, recognize that if two companies actually use the same HR management software, they still may have integration problems, says Brenda Byron, director of HR shared services at Alliant Techsystems Inc. (ATK) in Edina, Minn., a $2.8 billion advanced weapons and space systems company with about 14,500 employees. ATK has acquired eight companies in the past four years, and while it uses Oracle/PeopleSoft, not a single one of its acquisitions did. Even if one had, HR would have had to roll up its sleeves.

    “I’ve had exposure to PeopleSoft at three places, and every one used it differently,” says Byron. The problem is that all companies have what they consider special conditions and circumstances, so they configure the software to better suit them. The chances of two companies even in an identical business using all the same settings are virtually zero.

    Final Adjustments

    With the right mix of systems and outsourcing in place, HR can proceed to the next quagmire: synthesizing the data from the acquired company. Every database rests on assumptions of what information actually means, and there may be more than one correct interpretation. Webster Bank twice acquired institutions that set the standard workweek at 40 hours while it used 37.5 hours, so the HR department had to adjust salaries going into the system so that people didn’t suddenly experience a pay cut.

    Frequently during a merger or acquisition, businesses discover differences in companies’ HR systems and how they define fundamental data. Often, these differences can be subtle and may be poorly documented. If that’s the case, HR should move quickly to identify people at the acquired company who know the answers, but who might be leaving for other opportunities, and get the information while it is still possible to do so.

    For instance, a company might find that the “definitions” that differ include such fundamentals as vacation time, the number of allowable sick days and even the number of salary grades. GE Energy, a roughly $18 billion division of General Electric that has conducted more than a hundred acquisitions in the past five years, often runs into this problem. “I might be a grade 2; you might be a grade 3,” says John Blowers, manager of HR information strategy. “How do they fit into the pay hierarchy?”

    A higher grade can put an employee new to GE, known for its culture of eliminating the lowest-performing 10 percent of its employees, into effectively unfair competition with others who have a longer history with the company and who, as a result, have more knowledge about how to get things done. The company has also found that working titles that may be important in the field might not match the standard titles GE uses. It may be necessary for HR to resolve these kinds of discrepancies on a person-by-person basis.

    Timing Is Everything

    While accuracy is vital in completing HR systems integration, so is speed. The results could affect a company’s bottom line because the faster new employees are settled, the sooner they can concentrate on work.

    As with everything else in HR systems integration during a merger or acquisition, there are several barriers to overcome. Even decisions as basic as determining when employees will be paid may be complicated by payroll timing issues that must be coordinated across company lines. “You have tax liability and balances that have to be brought over to a new system,” says Tom Tillman, director of product marketing HRMS vendor Sage Software in Irvine, Calif. Making the changes at the right time—the end of a fiscal year or the end of a quarter—can eliminate the complications of accounting for existing balances.

    But depending on the timing of a deal, it may also be impossible to complete all the data migration by the deadline. That’s why HR may opt for a staged system changeover, an approach it may have to sell to management. “In the past they tried to put all the data into the system at once,” says GE Energy’s Blowers. “Now they parse it out.”

    Tillman says his first priority when he learns that a merger or acquisition has been finalized is entering personal information and creating company IDs that allow new employees to get the equipment and services they need to do their work. The rest of the information is processed over the next two or three weeks to avoid delaying data entry for everything.

    “We had to challenge the [corporate] mind-set of the time that [said] every record has to be complete at all times,” Blowers says. “It was a good concept, but it was bucking up against the operational needs.”

    HR professionals experienced in mergers and acquisitions know that every deal is potentially disruptive, and some integration issues may have you chasing moving targets for months. But, with proper planning, an eye for detail and some flexibility, HR can make the process go more smoothly and help the company meet its goals.

    Erik Sherman is a freelance journalist in Marshfield, Mass., who covers management issues.


    David Leadbetter Golf improves its business swing with SAP SMB tools | killexams.com real questions and Pass4sure dumps

    As one of the foremost masters of teaching the fundamentals of the golf swing, David Leadbetter has helped thousands of golfers improve their games, from accomplished pros to rank amateurs. Leadbetter's talent and dedication to golf instruction eventually led to the growth of David Leadbetter Golf Academies, with locations in 14 countries around the world. However, the growth of the business left its business processes in the rough, leading it to install an SAP SMB platform.

    In this video from SAP's 2016 Sapphire Now conference, Ben Riches, David Leadbetter Golf's managing director, explains how SAP Business One (SAP B1) helped the company get a good grip on its business processes and gain insights that were not possible with the applications it had used in the past. Aimed at small and medium-sized businesses, SAP SMB B1 was ideal for a company the size of David Leadbetter Golf, Riches says.

    "We have a very large brand presence within the golf instruction industry, but we're actually quite a lean business, we're quite a small company in terms of infrastructure," Riches says. "We found through the transitions that we'd been through as a business that they didn't really have any insight or clarity on the business -- how often were their coaches teaching, what type of lessons were they giving, how often was that student returning. All of that type of information is key to us being able to grow the business, and so that's what led us to SAP as the solution to help us get to that point."

    Working with implementation partner Vision33, David Leadbetter Golf saw positive results from SAP SMB B1 almost immediately, Riches explains. Replacing functional but limited applications like Intuit QuickBooks, Microsoft Excel and RMS, B1 helped the company streamline business processes -- eliminating manual entries, for example -- and get a more accurate picture of inventory. Further, B1 has made it possible to know what the instructors are doing and when, greatly improving the quality of each lesson.

    As positive as the results have been, David Leadbetter Golf is really only on the front line of the digital transformation. Riches says the company intends to move from business improvements to revolutionizing the way it teaches the game.

    "What we've found is that they now have a better picture of their business, they know what we're doing and they know what their instructors and employees are doing, but it doesn't connect through to what their customers or students are doing," he says. "So the next phase for us is to work with SAP to start finding ways that they can hold and contain a database of data that their students have got."

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    Oracle Workflow Developer's Guide | killexams.com real questions and Pass4sure dumps

    Oracle Workflow Developer's Guide

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    Intended Audience

    Welcome to Release 2.6.4 of the Oracle Workflow Developer's Guide.

    This guide assumes you have a working knowledge of the following:

  • The principles and customary practices of your business area.

  • Oracle Workflow.

    If you have never used Oracle Workflow, Oracle suggests you attend training classes available through Oracle University.

  • The Oracle Applications graphical user interface.

    To learn more about the Oracle Applications graphical user interface, read the Oracle Applications User’s Guide.

  • Operating system concepts.

  • Oracle Database, Oracle Application Server, and PL/SQL technology.

    If you have never used these products, Oracle suggests you attend training classes available through Oracle University.

  • See Related Documents for more Oracle Applications product information.

    TTY Access to Oracle Support Services

    Oracle provides dedicated Text Telephone (TTY) access to Oracle Support Services within the United States of America 24 hours a day, seven days a week. For TTY support, call 800.446.2398.

    Documentation Accessibility

    Our goal is to make Oracle products, services, and supporting documentation accessible, with good usability, to the disabled community. To that end, their documentation includes features that make information available to users of assistive technology. This documentation is available in HTML format, and contains markup to facilitate access by the disabled community. Accessibility standards will continue to evolve over time, and Oracle is actively engaged with other market-leading technology vendors to address technical obstacles so that their documentation can be accessible to all of their customers. For more information, visit the Oracle Accessibility Program Web site at http://www.oracle.com/accessibility/ .

    Accessibility of Code Examples in Documentation

    Screen readers may not always correctly read the code examples in this document. The conventions for writing code require that closing braces should appear on an otherwise empty line; however, some screen readers may not always read a line of text that consists solely of a bracket or brace.

    Accessibility of Links to External Web Sites in Documentation

    This documentation may contain links to Web sites of other companies or organizations that Oracle does not own or control. Oracle neither evaluates nor makes any representations regarding the accessibility of these Web sites.

    Structure

    1  Overview of Oracle Workflow

    This chapter introduces you to the concept of a workflow process and to the major features of Oracle Workflow.

    2  Defining a Workflow Process

    This chapter tells you how to use Oracle Workflow Builder to define a workflow process definition.

    3  Defining Workflow Process Components

    This chapter tells you how to use Oracle Workflow Builder to define the components necessary to compose a workflow process diagram.

    4  Defining a Workflow Process Diagram

    This chapter tells you how to use Oracle Workflow Builder to define a workflow process diagram and how to load roles from the database so you can assign notification activities to specific roles.

    5  Predefined Workflow Activities

    This chapter tells you how to use Oracle Workflow's predefined activities.

    6  Defining Procedures and Functions for Oracle Workflow

    This chapter describes the standard APIs to use for Oracle Workflow PL/SQL and Java procedures and functions.

    7  Testing a Workflow Definition

    This chapter tells you how to test your workflow definitions using the standalone Launch Processes Web page or Oracle Applications Developer Studio.

    8  Managing Business Events

    This chapter tells you how to manage business events using the Oracle Workflow Event Manager Web pages.

    9  Predefined Workflow Events

    This chapter tells you how to use Oracle Workflow's predefined events.

    10  Demonstration Workflow Processes

    This chapter describes the demonstration workflow processes provided with Oracle Workflow. These demonstration processes showcase many Oracle Workflow features.

    11  Error Handling

    This chapter describes how Oracle Workflow handles errors in workflow processes and event subscription processing.

    A  Oracle Workflow Developer Navigation Paths

    This appendix lists the navigation paths to Oracle Workflow developer Web pages in the seeded Oracle Workflow responsibilities for Oracle Applications.

    B  Oracle Workflow Builder Menus and Toolbars

    This appendix provides a description of the menus and toolbars in Oracle Workflow Builder.

    C  Oracle Workflow Implementation in Other Oracle Products

    This appendix lists embedded workflows and Business Event System implementation in Oracle E-Business Suite and the Oracle technology stack, as well as Oracle's support policy towards the customization of these workflows, events, and subscriptions.

    Glossary

    Related Documents

    You can choose from many sources of information, including online documentation, training, and support services, to increase your knowledge and understanding of Oracle Workflow.

    If this guide refers you to other Oracle Applications documentation, use only the Release 11i versions of those guides.

    Online Documentation

    If you are using the version of Oracle Workflow embedded in Oracle Applications, note that all Oracle Applications documentation is available online (HTML or PDF).

  • PDF Documentation - See the Oracle Applications Documentation Library CD for current PDF documentation for your product with each release. The Oracle Applications Documentation Library is also available on OracleMetaLink and is updated frequently.

  • Online Help - Online help patches (HTML) are available on OracleMetaLink.

  • About Documents - Refer to the About document for the mini-pack or family pack that you have installed to learn about feature updates, installation information, and new documentation or documentation patches that you can download. About documents are available on OracleMetaLink.

  • If you are using the standalone version of Oracle Workflow, note that this guide is available online in HTML format. The HTML documentation is available from a URL provided by your system administrator or from the help icon in the Oracle Workflow Web pages.

    Related Guides

    You may want to refer to other Oracle Workflow guides and Oracle Applications implementation documentation when you set up and use Oracle Workflow. Additionally, Oracle Workflow is used by other Oracle Applications products to provide embedded workflows and business events. Therefore, if you are using the version of Oracle Workflow embedded in Oracle Applications, you may want to refer to other products' guides to learn more about the workflows and business events they include.

    You can read the guides online by choosing Library from the expandable menu on your Oracle Applications HTML help window, by reading from the Oracle Applications Documentation Library CD included in your media pack, or by using a Web browser with a URL that your system administrator provides.

    If you require printed guides, you can purchase them from the Oracle Store at http://oraclestore.oracle.com.

    Guides Related to All Products

    Oracle Applications User’s Guide

    This guide explains how to enter data, query, run reports, and navigate using the graphical user interface (GUI) available with this release of Oracle Workflow (and any other Oracle Applications products). This guide also includes information on setting user profiles, as well as running and reviewing reports and concurrent processes.

    You can access this user’s guide online by choosing ”Getting Started with Oracle Applications” from any Oracle Applications help file.

    Oracle Workflow Documentation Set

    Oracle Workflow Administrator's Guide

    This guide explains how to complete the setup steps necessary for any Oracle Applications product that includes workflow-enabled processes, as well as how to monitor the progress of runtime workflow processes.

    Oracle Workflow User's Guide

    This guide describes how users can view and respond to workflow notifications and monitor the progress of their workflow processes.

    Oracle Workflow API Reference

    This guide describes the APIs provided for developers and administrators to access Oracle Workflow.

    Guides Related to This Product

    Oracle Assets User Guide

    In Oracle Assets, you can post capital project costs to become depreciable fixed assets. Refer to this guide to learn how to query mass additions imported from other products to Oracle Assets and to review asset information.

    Oracle General Ledger User Guide

    Use this manual when you plan and define your chart of accounts, accounting period types and accounting calendar, functional currency, and set of books. The manual also describes how to define journal entry sources and categories so you can create journal entries for your general ledger. If you use multiple currencies, use this manual when you define additional rate types, and enter daily rates. This manual also includes complete information on implementing Budgetary Control.

    Oracle HRMS Documentation Set

    This set of guides explains how to define your employees, so you can give them operating unit and job assignments. It also explains how to set up an organization (operating unit). Even if you do not install Oracle HRMS, you can set up employees and organizations using Oracle HRMS windows. Specifically, the following manuals will help you set up employees and operating units:

  • Using Oracle HRMS - The Fundamentals

    This user guide explains how to set up and use enterprise modeling, organization management, and cost analysis.

  • Managing People Using Oracle HRMS

    Use this guide to learn about entering employees.

  • Oracle Payables User Guide

    Refer to this manual to learn how to use Invoice Import to create invoices in Oracle Payables from expense reports data in the Oracle Payables interface tables. This manual also explains how to define suppliers, and how to specify supplier and employee numbering schemes for invoices.

    Oracle Projects Implementation Guide

    Use this manual as a guide for implementing Oracle Projects. This manual also includes appendixes covering function security, menus and responsibilities, and profile options.

    Oracle Purchasing User Guide

    Use this guide to learn about entering and managing the requisitions and purchase orders that relate to your projects. This manual also explains how to create purchase orders from project-related requisitions in the AutoCreate Documents window.

    Oracle Receivables User Guide

    Use this manual to learn more about Oracle Receivables invoice processing and invoice formatting, defining customers, importing transactions using AutoInvoice, and defining automatic accounting in Oracle Receivables.

    Oracle Business Intelligence System Implementation Guide

    This guide provides information about implementing Oracle Business Intelligence (BIS) in your environment

    BIS 11i User Guide Online Help

    This guide is provided as online help only from the BIS application and includes information about intelligence reports, Discoverer workbooks, and the Performance Management Framework.

    Using Oracle Time Management

    This guide provides information about capturing work patterns such as shift hours so that this information can be used by other applications such as Oracle General Ledger.

    Installation and System Administration

    Oracle Applications Concepts

    This guide provides an introduction to the concepts, features, technology stack, architecture, and terminology for Oracle Applications Release 11i. It provides a useful first book to read before installing Oracle Applications.

    Installing Oracle Applications

    This guide provides instructions for managing the installation of Oracle Applications products. In Release 11i, much of the installation process is handled using Oracle Rapid Install, which minimizes the time to install Oracle Applications and the Oracle technology stack by automating many of the required steps. This guide contains instructions for using Oracle Rapid Install and lists the tasks you need to perform to finish your installation. You should use this guide in conjunction with individual product user's guides and implementation guides.

    Upgrading Oracle Applications

    Refer to this guide if you are upgrading your Oracle Applications Release 10.7 or Release 11.0 products to Release 11i. This guide describes the upgrade process and lists database and product-specific upgrade tasks. You must be either at Release 10.7 (NCA, SmartClient, or character mode) or Release 11.0 to upgrade to Release 11i. You cannot upgrade to Release 11i directly from releases prior to 10.7.

    Maintaining Oracle Applications

    Use this guide to help you run the various AD utilities, such as AutoUpgrade, AutoPatch, AD Administration, AD Controller, AD Relink, License Manager, and others. It contains how-to steps, screenshots, and other information that you need to run the AD utilities. This guide also provides information on maintaining the Oracle Applications file system and database.

    Oracle Applications System Administrator’s Guide

    This guide provides planning and reference information for the Oracle Applications system administrator. It contains information on how to define security, customize menus and online help, and manage concurrent processing.

    Oracle Alert User’s Guide

    This guide explains how to define periodic and event alerts to monitor the status of your Oracle Applications data.

    Other Implementation Documentation

    Oracle Applications Product Update Notes

    Use this guide as a reference for upgrading an installation of Oracle Applications. It provides a history of the changes to individual Oracle Applications products between Release 11.0 and Release 11i. It includes new features, enhancements, and changes made to database objects, profile options, and seed data for this interval.

    Multiple Reporting Currencies in Oracle Applications

    If you use the Multiple Reporting Currencies feature to record transactions in more than one currency, use this manual before implementing Oracle Applications. This manual details additional steps and setup considerations for implementing Oracle Applications with this feature.

    Multiple Organizations in Oracle Applications

    This guide describes how to set up and use Oracle Applications' Multiple Organization support feature, so you can define and support different organization structures when running a single installation of Oracle Applications.

    Oracle Applications Flexfields Guide

    This guide provides flexfields planning, setup, and reference information for the Oracle Applications implementation team, as well as for users responsible for the ongoing maintenance of Oracle Applications product data. This guide also provides information on creating custom reports on flexfields data.

    Oracle Applications Developer’s Guide

    This guide contains the coding standards followed by the Oracle Applications development staff. It describes the Oracle Application Object Library components needed to implement the Oracle Applications user interface described in the Oracle Applications User Interface Standards for Forms-Based Products. It also provides information to help you build your custom Oracle Forms Developer forms so that they integrate with Oracle Applications.

    Oracle Applications User Interface Standards for Forms-Based Products

    This guide contains the user interface (UI) standards followed by the Oracle Applications development staff. It describes the UI for the forms-based Oracle Applications products and how to apply this UI to the design of an application built using Oracle Forms.

    Oracle eTechnical Reference Manuals

    Each eTechnical Reference Manual (eTRM) contains database diagrams and a detailed description of database tables, forms, reports, and programs for a specific Oracle Applications product. This information helps you convert data from your existing applications, integrate Oracle Applications data with non-Oracle applications, and write custom reports for Oracle Applications products. Oracle eTRM is available on OracleMetaLink.

    Oracle Applications Message Reference Manual

    This manual describes Oracle Applications messages. This manual is available in HTML format on the documentation CD-ROM for Release 11i.

    Training and Support

    Training

    Oracle offers a complete set of training courses to help you and your staff master Oracle Workflow and reach full productivity quickly. These courses are organized into functional learning paths, so you take only those courses appropriate to your job or area of responsibility.

    You have a choice of educational environments. You can attend courses offered by Oracle University at any one of their many Education Centers, you can arrange for their trainers to teach at your facility, or you can use Oracle Learning Network (OLN), Oracle University's online education utility. In addition, Oracle training professionals can tailor standard courses or develop custom courses to meet your needs. For example, you may want to use your organization’s structure, terminology, and data as examples in a customized training session delivered at your own facility.

    Support

    From on-site support to central support, their team of experienced professionals provides the help and information you need to keep Oracle Workflow working for you. This team includes your Technical Representative, Account Manager, and Oracle’s large staff of consultants and support specialists, with expertise in your business area, managing an Oracle Database, and your hardware and software environment.

    Do Not Use Database Tools to Modify Oracle Applications Data

    Oracle STRONGLY RECOMMENDS that you never use SQL*Plus, Oracle Data Browser, database triggers, or any other tool to modify Oracle Applications data unless otherwise instructed.

    Oracle provides powerful tools you can use to create, store, change, retrieve, and maintain information in an Oracle database. But if you use Oracle tools such as SQL*Plus to modify Oracle Applications data, you risk destroying the integrity of your data and you lose the ability to audit changes to your data.

    Because Oracle Applications tables are interrelated, any change you make using an Oracle Applications form can update many tables at once. But when you modify Oracle Applications data using anything other than Oracle Applications, you may change a row in one table without making corresponding changes in related tables. If your tables get out of synchronization with each other, you risk retrieving erroneous information and you risk unpredictable results throughout Oracle Applications.

    When you use Oracle Applications to modify your data, Oracle Applications automatically checks that your changes are valid. Oracle Applications also keeps track of who changes information. If you enter information into database tables using database tools, you may store invalid information. You also lose the ability to track who has changed your information because SQL*Plus and other database tools do not keep a record of changes.



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    References :


    Issu : https://issuu.com/trutrainers/docs/1z0-218
    Dropmark : http://killexams.dropmark.com/367904/12832352
    Dropmark-Text : http://killexams.dropmark.com/367904/12936719
    Blogspot : http://killexamsbraindump.blogspot.com/2018/01/oracle-1z0-218-dumps-and-practice-tests.html
    Wordpress : https://wp.me/p7SJ6L-2GR
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