Oracle E-Business Suite R12.2.5 Fresh Install – Part II

Oracle EBS R12.2.5 Installation

Navigate to ../startCD/Disk1/rapidwiz an launch rapidwiz

As you can see from below the installation is going to include Oracle 12cR1 RDBMS.

Welcome

Review and click ‘Next’

Wizard1

Select ‘Install Oracle E-Business Suite Release R12.2.0’, click ‘Next’

config_choice

Select ‘Create a new configuration’, click ‘Next’

global_settings

Update Port Pool if required, click ‘Next’

database_node

Update Database Node Configuration, click ‘Next’

primary_app_node

Update Application Node Configuration, click ‘Next’

App_user_info

Update Application User Information, click ‘Next’

node_info

Review node information, click ‘Next’

validation

Review ‘Validate System Configuration’, click ‘Next’

review

Review summary, click ‘Next’

Installing

Click ‘Next’ to start install

Missing Java library

rw-50004

The above failure is due to a missing java library file, this can be fixed with the below.

$ORACLE_HOME/javavm/jdk/jdk7/lib/libjavavm12.a lib to $ORACLE_HOME/lib/

If your quick you can copy it whilst rapidwiz is installing the Oracle Home, otherwise you will have to clean-up the oraInventory and star rapidwiz again.

RMAN failure

The installer will try to restore the data files using RMAN, previous releases just unzipped the files, the installer will continue for a while until.

RMAN-04014: startup failed: ORA-01127: database name ‘OLDDBNAME’ exceeds size limit of 8 characters

This can be fixed by updating the RMANinit.ora file and restarting rapidwiz e.g.

/u01/oracle/VIS/12.1.0/dbs/RMANinit.ora
db_name=OLDDBNAME
to
db_name=VIS

Perl Segmentation fault

Another, problem you may encounter with your Oracle EBS R12.2.5 install is a perl ‘Segmentation fault’

$ pwd
/u01/oracle/VIS/12.1.0/perl/bin
$ ./perl -v
Segmentation fault

$ cd $ORACLE_HOME
$ mv perl/ perl.old/
$ mkdir perl

Change directory back to your downloaded version and re-compile.

$ cd
$ cd perl/perl-5.14.1
$./Configure -des -Dprefix=$ORACLE_HOME/perl -Doptimize=-O3 -Dusethreads -Duseithreads -Duserelocatableinc ; make clean ; make ; make install

$ cd $ORACLE_HOME/perl
$ rm -rf lib/ man/
$ cp -r ../perl.old/lib/ .
$ cp -r ../perl.old/man/ .
$ cp ../perl.old/bin/dbilogstrip bin/
$ cp ../perl.old/bin/dbiprof bin/
$ cp ../perl.old/bin/dbiproxy bin/
$ cp ../perl.old/bin/ora_explain bin/

Rapidwiz Completion

Once the installed is complete you can now confirm your EBS and database versions using the following:

SQL> select release_name from apps.fnd_product_groups;
SQL> select * from v$version;

In part III of this BLOG series I will share the steps to upgrade from R12.2.0 to R12.2.5

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Common Blockers to Technology Adoption

In this Blog I will share some issues and potential blockers to technology adoption I have seen,  and share steps which can be undertaken to address these and hopefully accelerate adoption.

Blockers are commonly categorised into 3 groups

People, Process & Technology

Screen Shot 2015-04-01 at 11.58.48

People

Personal and organizational barriers are a frequent causes for slow adoption; there can be many reasons for resistance, these can include:

  • Missing or weak executive Sponsorship
  • Lack of vision or poor communication.
  • Staff just don’t get it
    • What are the Business benefits?
  • Fear of Change
    • How does it impact me?
  • Silo’ed teams
    • Historic mistrust of other teams and or departments
  • Inadequate Training
    • Lack of confidence to use solution.

Department or individuals not on side can quickly become detractors and significantly impact your ability to move forward, once identified they need to be addressed.

Process

Internal company processes, procedures and standards can all be blockers or factors in delays for wider adoption.

  • Governance
    • Engineering standards
      • Does new solution comply with existing standards?
    • Financial chargeback models
      • Do existing models support this are they correct?
    • Solution ownership
      • Data center, development teams, business etc..
  • IT Service Management ITIL (Information Technology Infrastructure Library)
    • Change Management
      • How are changes approved and implemented
    • Configuration Management
      • How are configuration items managed
    • Request Fulfilment Process
      • How are new requests raised and approved
    • Incident Management Process
      • How are incidents categorised and managed

Technology adoption can sometimes be disruptive, old processes may need to be reworked or retired if no longer appropriate.

Technology

Enterprise level adoption requires that the technology not only works as expected but is compliant to internal policies.

  • Is the technology in-line with EA (Enterprise Architecture) Principles
  • Is the technology and business benefit understood
  • Is there a technology champion
  • Is there a clear vision of how the solution will be used
  • Does the solution satisfy a recognised business issue
  • Does the solution work the as expected

If any of the above are ‘No’ there is a risk that the technology will become ‘Shelfware’ and never expand out of it’s original deployment.


Key steps to Adoption

  • Establish a sense of urgency.
    • Senior leadership explains compelling need for business transformation
  • Form a powerful guiding coalition
    • Recruit key sponsors to drive change value proposition for technology and business transformation
  • Create a compelling vision
    • Establish business transformation strategy, driver and target technology vision.
  • Communicate vision
    • Develop detailed stakeholder management and communication plan
  • Empower others and remove obstacles
    • Establish strong governance organisation and build effective technical capabilities in critical areas
  • Create short term wins
    • Create incremental plans for technical delivery based on transition architectures.
  • Consolidate and build on change
    • Establish technology lifecycle and change management.
  • Institutionalise change
    • Establish technology as core for business and IT transformation, technical organisation, best practices & standards, recruitment & skills development etc…

Kotters 8 Steps for Change Management

Oracle EBS R12 and Delphix Agile Data Masking

The Business Challenge

Over the past 25 years I worked for various clients in the Defence, Aerospace and Finance industries, one business challenge which I frequently come across is ‘Data Masking’. During many engagements I frequently have to consider the management and use of many different security classifications and types of data, my experiences suggest that even though everyone agrees and acknowledges the need for ‘Data Masking’ it’s largely been parked or ignored, I believe this could be due to many factors including:

  • Required time to implement traditional Data Masking solutions
  • Experience of failed Data Masking projects
  • Unknown impact on existing process and productivity
  • Lack of application and data knowledge
  • No Data Masking tools and or skills
  • Undocumented database interdependencies, schemas and tables
Data at the centre
Security Onion

Historically the approach taken by many of these organisations to mitigate the lack of Data Masking and the associated risk of data loss was to rely on Physical and Network security.

Organisations have and continue to invest heavily in physical and network security implementing physical and organisational access control system and ‘Hardening’ the outer shell of their corporate networks by deploying Firewalls, De-militarised (DMZ’s), Intrusion Detection Systems (IDS) and Anti Virus (AV) solutions. The Application and Data access layers have remained the poor relation.

 

As we can see from my Security Onion this approach has only addressed part of the problem,  the biggest cause of data loss continues to be internal incidents, be that intentional or accidental. This problem has grown considerable over the last few years with a high number of very public data breaches and will only increase as organisations embrace the ‘Cloud’ and migrate more and more development and test activities to partners, 3rd parties and off-shore teams.

Remember we should need to consider all the layers of data access, do you know everyone who has access to your non-Production data, are you part of their HR on-boarding process ?

This is where Data Masking has a significant role to play in Risk mitigation for Data Loss

Delphix Agile Data Masking

During the summer Delphix announced the Delphix Compliance Engine so I thought I would get the top down and take it out for a Test Drive against an Oracle Vision R12.1 database to see how easy it is to get up and running.

Having worked on Defence ‘Black’ projects I have seen data security issues with Project descriptions, so I thought I would try masking Project descriptions for this posting.

PA_PROJECTS_ALL_Pre

A quick query of the PA_PROJECTS_ALL table before I applied any Masking rules.

After logging onto the Agile Data Masking UI I configuring my database connection, I  uploaded some masked data (a text file with DESCRIPTION1 to DESCRIPTION600) I then selected the ‘PA’ schema and navigated to the ‘PA_PROJECTS_ALL’ table and selected the ‘DESCRIPTION’ column, provided Domain and Algorithm and was ready to create and run my Masking Job

PA Project All

Now a couple of clicks to create the Masking Job

Create Masking Job

 

A check of Job completion summary screen

Overview

 

Now lets validate that the Oracle EBS R12 form shows the Masked Project description.

Project_Search

Now lets re-run the PA_PROJECTS_ALL query to see the Data Masking results in SQL*Plus

PA_PROJECTS_ALL_Post

Conclusion

The Delphix Agile Data Masking feature when combined with Database Virtualisation provides a solution that is able to address all the previous concerns and issues with rolling out an Enterprise Data Masking project.

With the Delphix Agile Masking, Delphix Replication and Amazon Web Services (AWS) support you now have all the tools you need to take your Oracle EBS R12 environment up into the Clouds allowing you to share your data with partners, 3rd parties and anyone else you need to collaborate with.

Check out the Delphix Agile Data Masking solution to see how Delphix can address your Data Governance, Data Protection and Security requirements.

 

 

8 Steps to successful Change Management

Three Steps to Heaven

In 1960 Eddie Cochran sang ‘Three Steps to Heaven’

3509fce6e16041ed4083a06d725e5f6f-lg

 

Step one – you find a girl to love

Step two – she falls in love with you

Step three – you kiss and hold her tightly

 

In 2 minutes 30 seconds Eddie was able provide three simple steps to eternal happiness, unfortunately successful Change Management takes a bit longer.

In this posting I will introduce Kotter’s 8 steps to Change Management to those who have yet to come across it.

Why Change Management

The impact of poor Change Management is all around us, and is often a major factor in IT project failures and cancelations, with high profile multi-Million dollar failures increasingly becoming Global news stories, it it something we all have to get right.

Earlier this year the BBC’s Digital Media Initiative (DMI) IT project was canceled with nothing to show after spending almost £100, this story unfortunately is not unique with according to surveys 70-80% of projects failing

Kotter’s 8 Steps to Change Management

In Professor John P. Kotter’s book Leading Change, Kotter introduces us to an 8 steps methodology to successfully manage change, the first four steps focus of de-freezing the organisation, the next three steps make the change happen, and the last step re-freeze.

Kotters 8 Steps for Change Management
Kotters 8 Steps for Change Management

 

 

 

 

The 8 steps methodology is the result of research conducted over 10 years on 100’s projects, across multiple industries, national boundaries, and with some the of largest companies in the world.

The 8 steps below are designed to be performed sequentially.

Step One – Establish a sense of urgency.

  • Examine market and competitive realities.
  • Identify and discuss crises, potential crises, or major opportunities.

Step Two – Form a powerful coalition.

  • Assemble a group with enough energy and authority to lead the change effort.
  • Encourage this group to work together as a team.

Step Three – Create a vision of change.

  • Create a vision to direct change effort.
  • Develop strategies for achieving the vision.

Step Four – Communicate the vision

  • Use every possible means to communicate the new vision and strategies.
  • Teach new behaviours using the example of the guiding coalition team.

Step Five – Empower people and remove obstacles

  • Get rid of obstacles to change.
  • Change systems or structures that seriously undermine the vision.
  • Encourage risk taking and non-traditional ideas, activities, and actions.

Step Six – Generate short-term wins.

  • Plan for visible performance improvements.
  • Create those improvements.
  • Recognise and reward employees involved in the improvements.

Step Seven – Consolidate gains

  • Use increased credibility to change systems, structures, and policies that don’t fit the vision.
  • Hire, promote, and develop employees who can implement the vision.
  • Reinvigorate the process with new projects, themes, and change agents.

Step Eight – Anchor the changes in the corporate culture

  • Articulate the connections between the new behaviour and corporate success.
  • Develop ways to ensure leadership development and succession.