Build Web, Mobile, and Desktop Applications with Oracle JET, Oracle Cloud, and Electron | Jerry Ward, Managing Partner, Viscosity North America. Erik Espinoza, Solutions Architect, Viscosity North America.

You can now use a single framework and codebase to build your web, mobile, and desktop applications. Oracle JavaScript Extension Toolkit (Oracle JET) paired with Oracle Cloud Platform and DBaaS make it possible. This session demonstrates a timekeeping application written once but running as (1) a web application, (2) a native mobile application on iOS and Android using Apache Cordova, and (3) an offline desktop application using Electron (Chromium and Node.js). Not only is it faster and cheaper to build your applications with Oracle JET but also your apps will inherit the user experience (UX) and user interface (UI) elements that so many are familiar with in Oracle’s other SaaS and PaS offerings.

Google My Business

Do you or a friend own a business and use a Google service to promote or control it? Do you wish there was an easier way to control all of the information you need to have available to consumers? With Google’s introduction of their new, “Google My Business”, service for business owners, your wish has been granted and a variety of doors will open for businesses everywhere. This service will allow owners to update information, add photos, read reviews and use Google+ all in one place. This new service will not only benefit those businesses that are already on Google but especially help those that until now have not figured out how to have a Google presence.

Both new and experienced companies using Google will benefit from this new service. Current users of any Google business oriented service, such as Places for Business and the old Google+ dashboard will now be automatically upgraded to Google My Business. Non-users of and business-focused Google service will sign up for the service and Google will add the businesses information to Google Search, Google Maps and Google+. This really gets the new business out there and able to be found no matter what device or service a consumer happens to be using.

Google My Business assists you in building a loyal following of customers by allowing them to show their appreciation with ratings and reviews, users can also endorse your content and re-share post across the web to spread the word some more. Owners can also respond to reviews and chat with followers or fans to give them the information they need in real time. This helps to build a good relationship with customers to ensure they endorse your business and become return customers to your business.

In addition to the features stated previously businesses will be able to post news, events, photos and other updates they want to share on Google+. Another important feature is the integration with AdWords Express, which helps owners to understand where their customers are coming from. Whether they are searching the business directly or are directed the business through a different avenue. This can be very beneficial to owners so they are able to use their advertising resources in the right locations, where people are the most.

While searching for restaurants via web browser is more popular that searching on mobile apps, for now, the trends seem to be leaning toward mobile app searches rising and possibly surpassing web browser searching in the future. The reason percentages for browsers are higher is simply due to the fact that web browsing has been around longer than mobile devices. That being said, Google is also developing a mobile app for the Google My Business service. This app will allow users to do all of these features on the go as well as let consumers search for businesses on any mobile device. With 81% of consumers searching for restaurants on mobile apps (Streetfight) there are unforeseen opportunities by having this app.

How to build Android apps for the next billion users

Next wave of users are about to hit the Android apps in few years and these set of people are very different that the current users. These new users will be first time app users and will have limited resource at their disposal in term of computing, storage, power, and connectivity. This will be very challenging for the Android developers to build technology for this varied conditions. In this video Amit Shekhar and Janishar Ali (founders of MindOrks) provide tips to handle this kind of app development.

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Build a powerful data backend for mobile and web (Google I/O '18)

There are many options and technical details to consider when building a performant and scalable data backend in the cloud. This session will help you understand the various storage options available on Google Cloud Platform, along with tips and tricks to help you make the best decision for your data backend.

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Seven Pillars of SharePoint


Several months ago I wrote a white paper titled Stop – Don’t be the Next SharePoint Disaster. Judging by the feedback and downloads it was definitely well received, with many readers out there telling us they had come up against some of those problems themselves.

However, not all readers were happy, some commented the white paper was too much about what not to do and not enough about actually to do. They knew there SharePoint deployment was a disaster (they didn’t need us to tell them that) what they did need was some advice on how to turn it around and make it a success. In response to this feedback I decided to write second white paper to outline the steps needed to take to make your SharePoint deployment a success. I call this plan for success the Seven Pillars of SharePoint.

Creating a successful SharePoint deployment is like building a house – before we start picking wallpaper and HD TVs for the inside we have to build the house, and before we can build the house we need to dig the foundations. The Seven Pillars of SharePoint are the foundations of the house – if they are strong and robust the house will last for years, if they are shaky and incomplete the house will come tumbling down around our ears.

Pillar 1 – Corporate Strategy

Once the decision has been made to use SharePoint it is important to document why SharePoint was brought in, where it will sit within the organization and the functions it will provide. This document should be agreed by all involved and kept for future reference, this will become your SharePoint Strategy Document. As simple as this sounds without proper documentation it can be easy to forget what SharePoint was supposed to do for the organization and why you even had it in the first place. The SharePoint Strategy Document should provide continual guidance as to what information is to be held in SharePoint, and how that information needs to be managed.

It is also essential to decide on the scope of SharePoint at this stage, without clear guidance on what functions can be contained in SharePoint and which functions can’t, scope creep can set in. Scope creep can lead to the project growing without guidance and can end up in disaster. The group responsible for creating the strategy document and ongoing governance are called the SharePoint strategy team; this team should consist of representatives from the stakeholder groups affected by SharePoint. This team will be responsible for creating the corporate strategy, implementing, managing and maintaining it.

The strategy team should also cover the following areas in the SharePoint Strategy Document:

•Information Architecture

•Project Management

•Site Policies

•Deployment and configuration

•Code Management



•Information Management

•Operational Concerns

•Education and Training

•Site Taxonomy

Pillar 2 – Change Management Process

In order for SharePoint to grow and evolve with the organization users/stakeholders must be able to request changes. The first step in this process is setting up a mechanism for users to request a change; this could be done through the site as a survey or list. The strategy team should convene regularly to analyse the change requests. Initially they should check that the requested change is aligned with the overall objectives of SharePoint Strategy Document as discussed in Pillar 1 – The Corporate Strategy.

If the change request does not fit in with the strategy the team must feedback to the stakeholder and explain why the change was not implemented. If the requested change fits with the corporate strategy then the request needs to be passed onto the technical team for them to conduct a resource analysis on it. Once strategy team have a business case for the request with the resource information they are in a position to decide whether to implement or not.

This process must be in place from the start of a deployment to make sure all changes are analysed and implemented properly. Without this process the site would either:

1) Stop growing and remain static, or

2) It would grow chaotically and become unworkable.

This process must be applied to all change requests no matter how small or large. The process control works best if applied consistently to all suggestions, without proper guidelines a perceived small change could result in a major headache for the strategy team.

Pillar 3 – Back Office Administration

Prior to implementing the SharePoint deployment the back office team will need to decide which version of SharePoint to install Windows SharePoint Server 3.0 (WSS 3.0) or Microsoft Office SharePoint Server 2007 (MOSS). If MOSS is selected a further consideration is which version to go for Enterprise or Standard.

Once these decisions are made (and licensing has been thoroughly investigated) the next decision the back offices has to take is to decide on the technical implementation and the specification of the hardware needed. These decisions are all based firstly on the expected traffic. Once the back office team has installed SharePoint there next task before any work begins on the SharePoint environment is to test the backup and restore procedures. Without a tested backup and restore the entire SharePoint deployment is put at risk. Only proceed with further developments when the backup and restore procedure works successfully.

The final task the back office staff must complete is to create a disaster recovery document; this document will detail exactly what to do if a disaster should occur. A disaster recovery document should contain a complete set of instructions including screen grabs of how to bring the system back following a complete outage. This document should be a complete step by step guide that can be followed by a non-technical member of staff.

Pillar 4 – Training

Training is essential for a successful SharePoint deployment, without training users will not be able to use all the functions within the site and the deployment could fail. Getting users comfortable with SharePoint and familiar with the site will improve user participation and increase the likely success of the site. Detailed training analysis is required to decide on the levels of skill within your organization and how this maps on to SharePoint. Training is typically split into the following areas:

Server Administrator- This training is aimed at the person(s) responsible for maintaining the servers SharePoint is located on.

Super User- The super user is responsible for 70% of the configurations of the site. This person should be IT literate and should be a proficient user of Microsoft Office. The super user should also have the ability to take business problems and map them onto SharePoint – this role is perfect for a business analyst

End Users- End Users account for the majority of SharePoint users; end users interact with the site most regularly and use information on the site to complete their job. It is important that this group feel comfortable with the site as they will generate the most traffic, without their interaction the deployment is put in jeopardy.

This breakdown covers the majority of SharePoint users found in most organizations. If your organization has the skills to develop in-house then the following two areas of training will also need to be addressed.

SharePoint Designer Developer – As we can see from the role of the super user 70% of the organizations bespoke needs can be configured by this function. A further 20% can be customised by using a tool called SharePoint designer. This tool allows for codeless customisation. SharePoint designer allows the organization to create more complex workflows, non-standard data sources and much more.

The SharePoint Designer Developer is required to have a high level of technical IT skills but does not need to have code.

Visual Studio Developer – The final 10% of an organizations needs has to be developed using Visual Studio. Developers can create even more complex workflows, they can surface highly intricate data constructed from many disparate legacy systems – in fact just about anything that an organization needs to happen can be created by the Visual Studio developer.

The person for this role should already be a software developer with knowledge of Visual Studio.

Pillar 5 – Clear Ownership

It is imperative that the SharePoint site is owned by somebody – the question is who? As mentioned earlier the ongoing governance is the domain of the organization’s SharePoint team. Therefore it would seem logical that this team owns it.

The problem arises when we consider ownership of content, who is responsible for what, who owns the documents, who owns the various sites and sub-sites, who’s responsible for deleting content etc. All of the above can be resolved by clear usage policies, from the start of the deployment users need to be clear on what they own, what they can delete and when.

The cornerstone to this is the ability to create and deletes sites; the business will need competent guidance in this area. Users will need to be absolutely sure under what circumstances they can create a sub-site. Once created the guidelines need to be very clear about how long the site can stay open if there is no activity – remembering that the person responsible for creating it may no longer be in post.

Pillar 6 – Technical Development Process

Once the organization starts to leverage SharePoint there will be an increasing desire to enhance the product by adding functions and configurations. To do this safely the business will need a safe, efficient and repeatable process. Microsoft has enabled this in advance by including the notion of features into SharePoint.

Once a widget has been created for the SharePoint site it is uploaded by a designated person, this then becomes a feature available to the site. Once the feature has been uploaded it can be turned off or on with a click of the mouse from the Site Settings page. This is important as if there are errors in the feature a non-technical user with the correct permissions can switch the feature off and it will no longer be active. This reduces the amount of time the feature is available and reduces the need for technical involvement.

It is also important for the organization to implement a Develop-Test-Deploy procedure for new features and site designs. This procedure should take place on a completely separate set of hardware from the main deployment. This hardware can also be used as a backup to the main server as part of the disaster recovery plan.

Pillar 7 – Ongoing Maintenance Tasks

Maintenance to SharePoint takes two forms change requests (as mentioned in Pillar 2) and ongoing maintenance tasks. Ongoing maintenance task are defined as tasks that are completed on a daily, weekly or monthly basis to keep the site updated. These maintenance task do not affect the structure of the site, its functions or the overall look and feel, if they do then they are classified as a change request and must go through that process. An example of a maintenance task would be adding announcements to a team site, or adding a column to a list.

These smaller everyday tasks are the very tasks that keep the site alive and relevant. It is important to take these task into account when planning for a SharePoint site, the strategy team must consider who is going to complete these tasks and at what frequency. SharePoint works at its best when ongoing maintenance tasks are delegated to multiple End Users within each site. This allows site owners and participants to have more control over their site; it also stops a bottle neck forming when the responsibility for these tasks fall to one person.

Material Theming: Build Expressively with Material Components (Google I/O'19)

Discover how Google made Material Design more expressive and how teams can customize Material’s style to better reflect their product’s brand. In this talk, learn how you can build your own Material Theme using Material Components.

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Speaker(s): Yasmine Evjen and Michelle Alvarez


Build Your First iOS App – Xcode

In this video we will develop and test simple iOS application using Xcode IDE and Swift language.

Feel free to comment in case of any problem

Apps/Games on PlayStore:

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Business Intelligence and Root Cause Analysis With CRM Solutions

Most organizations today can point to internal systems that provide data to answer most of their business questions and to meet corporate reporting requirements. But how many of them are really using all the available data to support business decisions that will drive organizational improvements?

In the current economic climate companies are succeeding or failing based on their ability to react to customer expectations and demands. Customer feedback, therefore, has enormous value to an organization. By not capturing and utilizing such valuable and freely available insights into how the business is perceived by its market, organizations are surely missing a tool through which they could gain competitive advantage.

It is no surprise that in many high-performing organizations, business intelligence and root cause analysis have emerged as top strategic initiatives and priorities for senior management. This reflects the focus organizations are now giving to the analysis of key information to drive business objectives such as customer retention and market penetration.

Effective root cause analysis of customer feedback relies on the organization collecting the relevant data to ensure meaningful insights can be extracted from it. Therefore the feedback provided must be recorded effectively and analyzed promptly to implement corrective actions.

When followed successfully, this process should ultimately result in a reduction in the total volume of complaints. The knock-on effect being that, because a commercial enterprise’s customers receive a better-quality experience across the board, brand loyalty is engendered, driving up their likelihood to buy more products or services and thereby increasing revenues.

Implemented correctly, root-cause analysis and business intelligence strategies will help drive specific actions and organizational change programs that operational reporting will not.

Successful root cause analysis and business intelligence rely on good-quality data that is consistent and dependable and is supported and maintained by robust processes and systems.

Often the benefits of gathering feedback and data in a consistent, dependable manner are compromised during an implementation that is focused too heavily at a transactional level. Errors in data capture or broken processes across the business may only come to light when analyzed in the context of the bigger picture.

Successful root cause analysis initiatives require data that is:

1. Comprehensive

2. Accurate

3. Consistent

4. Timely

Effective Root Cause Analysis can only work over the long term if the culture and ethos of a company embraces it. The commitment to sharing and gathering data on an enterprise-wide scale is an essential aspect of Root Cause Analysis. An entire organization must commit to gathering customer data from a number of different sources, including customer complaints data, and logging it in a complaints management solution. Effective root cause analysis can only take place when all members of an organization embrace their role in the process of improving customer service and an infrastructure designed to capture and monitor customer feedback is established.

There are clear and tangible benefits for organizations that embrace root cause analysis as a process of continual improvement. The key to successful root cause analysis is not solely the responsibility of the analyst, but starts at the point where feedback is captured within the organization. All areas of the business share the responsibility of ensuring a quality-driven process collects the data that will drive future strategic decisions within the organization.

When looking at the end-to-end process for root cause analysis, the data that support it needs to be comprehensive, accurate, consistent and timely.

Companies that implement such a strategy, supported by the right technology, will gain valuable insight to drive organizational improvements, resulting in service improvements, customer loyalty and increased revenues.

[Unity3D] Develop iOS Apps on Windows, Build on Virtual Machine

This video will show you how to develop an iOS app in Windows and then easily transfer the project to a Mac virtual machine.

Note: you should already have a Mac Virtual machine already set up with Xcode and Unity installed and your developer settings linked to Xcode.