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Getting started with Cognos Framework Manager Framework Manager is a metadata modeling tool that drives query generation for IBM Cognos software. A model is a collection of metadata that includes physical information and business information for one or more data sources. Whenever we start creating a model, we need to understand the requirement first and then we can choose whether to go for star schema or snowflake schema or just a relational schema. While creating a framework manager metadata model we will come across the below terms: Project: A project contains a model, namespaces, packages, data sources, and related information for maintaining and sharing model information. The project will be saved as a .cpf file and an XML file which defines the project. Different terms associated with Framework Manager: Models: Model contains your dimension tables, fact tables, and the related join information. A framework manager model is a metadata layer between your database and the reporting applications. Using Model, we can create dimension tables, fact tables and even create filters. Namespace: A namespace uniquely identifies query items, dimensions, query subjects, and other objects. You import different databases into separate namespaces to avoid duplicate names. Packages: A package is a subset of the dimensions, query subjects, and other objects defined in the project. A package is what is actually published to the IBM Cognos BI server, and it is used to create reports, analyses, and ad hoc queries. Dimensions: A dimension is a broad grouping of data about a major aspect of a business, such as products, dates, or markets. Query Subjects: A query subject is a set of query items that have an inherent relationship. In most cases, query subjects behave like tables. Query subjects produce the same set of rows regardless of which columns were queried. There are different types of query subjects which we can learn going further. Query Items: A query it

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OOP vs POP: Difference Between OOP and POP .. When it comes to programming, there are two main paradigms that are often used: object-oriented programming (OOP) and prototype-based programming (POP). Both approaches have their own strengths and weaknesses, so it's important to understand the key differences between them.

OOP vs POP: Difference Between OOP and POP ... When it comes to programming, there are two main paradigms that are often used: object-oriented programming (OOP) and prototype-based programming (POP). Both approaches have their own strengths and weaknesses, so it's important to understand the key differences between them. Classes vs. Objects

Organisational culture JCBPPI GLOBSYN M & M ONGC 1.UNIQUENESS The culture at JCBPPI is marked by unique characteristic of "Sense -Of - Urgency' that prevails seamlessly through entire JCB Group. Globsyn strongly believes in 'Taking People to the Next Level'. Globsyn is a problem solver with an unwavering passion for performance. The unique aspects of culture in the organization is philosophy of 'Rise'. Three important pillars Of Mahindra & Mahindra's culture is 1. Alternative thinking 2. Driving positive change, and 3. Accepting No limits. creativity and out of box thinking is the foundation upon which culture of ONGC prevails. 2.Changes to be made Need for a unique customer centric culture that shall be very different from JCB culture as a market leader organization as the Head Office is now. Need for an employee centric culture in order to increase the satisfaction level of the employees and the organisation has adopted this change too. No changes required to be made as they continuously work on bringing and adopting positive changes to increase the level of efficiency. Need to empower, act as a global thinker and provide opportunities for initiatives creativity and innovation. 3.Organisational set up Informal Set Ups Dominate. 90% of the work in and b/w departments is done on telephonic / direct meeting basis and mails and memos are limited to those absolutely necessary to record keeping. Informal Set Ups Dominate. More than 70 % of the work in and b/w departments is done on telephonic / direct meeting basis and mails and memos are limited to those absolutely necessary to record keeping. Mix of formal and informal set ups prevail. As per the requirement of the scenario, formal rules are followed and for routine work they show little endeavor to go on writing work and prefer oral communication. Highly formalized and organized set ups. Proper written communication is followed in order to perform the tasks of the organisation. Circulars, notice