First RISC-V Based CPU Core with Linux Support

https://www.sifive.com/posts/2017/10/04/sifive-launches-first-risc-v-based-cpu-core-with-linux-support/

SiFive announced “early access” availability of the 64-bit, quad-core U54-MC Coreplex – the first Linux-ready application processor built around the open source RISC-V architecture. Aside from being open source and customizable, one of the main benefits of RISC-V is that it is fully modern, purpose built, and unburdened with legacy code.

The processor is intended for AI, machine learning, networking, gateways and smart IoT devices. A development board is set to ship in Q1 2018.

Oglasi
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SAP S/4HANA 1709

SAP has released SAP S/4HANA 1709, a new release of SAP’s next-generation ERP suite as of September 15th, 2017.

This release runs on SAP HANA 2, the second generation of SAP’s in-memory database platform, which supports scale-out and usage of active-active for added performance. Active/Active clustering means that you actually can do something productive with your secondary instance of HANA instead of sitting there waiting for a disaster to happen. So some of the analytical workloads can be redirected to the secondary instance.

SAP S/4HANA 1709 incorporates SAP Leonardo Machine Learning capabilities and predictive analytics into core business processes to help organizations stay competitive in a rapidly changing business environment.

There are several apps available in 1709 which uses machine learning. The example given in the picture below is the Cash Application. The system uses all the historical data to learn matching criteria in order to clear payments better when importing bank statements.

Machine Learning in Finance in S/4HANA 1709

Companies that are already running SAP ERP 6.0 (enhancement package 0 and higher) can migrate directly to SAP S/4HANA with a system conversion.

S4HANA_MigrationScenarios

To improve the experience when adopting SAP S/4HANA, SAP recently launched a new set of tools. The SAP Transformation Navigator helps customers determine their go-to solutions. See http://www.sapsa.se/wp-content/uploads/2017/06/SAP-Transformation-Navigator_SUGEN_Presentation.pdf

Customers can also take advantage of the SAP Readiness Check for SAP S/4HANA before making an S/4HANA decision. This tool is available for all customers and included in maintenance. You can initiate the SAP ERP system analysis, getting an overview of the most important aspects and potential requirements of an SAP S/4HANA system conversion (e.g. simplifications, custom code, business functions, add-ons, and transactions). See https://help.sap.com/viewer/p/SAP_READINESS_CHECK

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Category Theory for Programmers

https://github.com/hmemcpy/milewski-ctfp-pdf

This is an unofficial PDF version of “Category Theory for Programmers” by Bartosz Milewski, converted from his blogpost series.

Direct link: category-theory-for-programmers.pdf (v0.1, September 2017)

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SAP HANA Sales Continuity Operational Report 2

This post is a sequel to my blog SAP HANA Sales Continuity Operational Report

In cash management, customers and vendors are allocated to planning groups by means of an entry made in the master record. The customers and vendors in cash management and liquidity forecast are assigned to a planning group that reflects certain characteristics, behaviors and risks of the customer or vendor group.
This enables you to categorize incoming and outgoing payments on the basis of the size of the amount, the type of business relation, or the probability of the cash inflow or outflow.

You can define these planning groups in Customizing or the Implementation Guide (you will need to ensure that they are all the same length).

Cash mgmt (Planning) group (KNB1-FDGRV) Description
I1 Direct debit, customers
I2 Other domestic customers
I3 Foreign customers
I4 Customers from affiliated companies

Now we will include cash management planning group in our sales report.If you want additional criteria for sales reports, consider a sales office (KNVV-VKBUR) or customer group (KNVV-KDGRP).

There are several goals that our report must achieve:

  • encapsulate report complexity from business users by creating a stored procedure
  • business users can easily change relevant report parameters according to their needs without any involvement from IT
  • parallelization by performing more planning groups simultaneously
  • visualization by using easy-to-use tools

We will first separate the user who execute report from the rest of the system for security reasons:

connect sapabap1 password ***;
grant select on  vbak to reportuser1;
grant select on  kna1 to reportuser1;
grant select on  knb1 to reportuser1;
grant select on tcurv to reportuser1;
grant select on tcurx to reportuser1;
grant select on tcurn to reportuser1;
grant select on tcurr to reportuser1;
grant select on tcurf to reportuser1;

Next we will create a stored procedure:

We are using Microsoft Power BI for creating 3 queries.
The user can easily change stored procedure arguments (client, sales organization, planning group, from year), as can be seen in the following picture:

These queries are performed in parallel:

The final result is here:

Double click on the icon on the desktop and voila – the report is immediately performed. In near real time 🙂

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Java EE Is Moving to the Eclipse Foundation

https://blogs.oracle.com/theaquarium/opening-up-ee-update
Oracle will relicense Oracle-led Java EE technologies, and related GlassFish technologies, to the Eclipse Foundation .

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Trends are hidden in the enterprise conformity

Thomas Kim sums up the problem of corporate inflexibility pungently. “There are companies that perform reasonably well, and are completely dysfunctional.”
But then the market changes. “In the companies that we see that hit the wall, that dysfunctional corporate culture really becomes a problem.”

Why do so many established and often well managed companies struggle with disruptive innovation? Many times it is simply because companies have been doing the same things, in the same ways, and for the same reasons for so long, that they struggle with the concept of change.

According to the theory of structural inertia, organizations are limited in their capacity to change because they’re selected – in evolutionary terms – for their highly reproducible behaviors. Stability is rewarded. Change, in fact, not only threatens to disrupt the current business but has the potential to lead to disaster. As a result, organizations continue to do as they’ve always done, even when it seems irrational to do so.
Most senior managers forget a critical principle of change management: Organizations don’t change; people do.

Our education system and the modern large company workplace seem to value similar things: conformity, standardisation and management-by-objective target setting.
High conformers do things better, not differently. Low conformers do things differently, not just better. Managers are mostly intrinsically expected to maintain; not to change, and are conforming because they gain advantage in doing so.

As an example we can use the small real world example.
The company’s innovation program rejects the suggestion for a complementary way of sales reporting by using visual information for better discovering patterns and trends.

The explanation was:

If it is that the innovation itself serves the improvement of the existing internal process, the benefits should be clearly stated and accompanied with objective measurements (KPI improvements).

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Do schools kill creativity?

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