March 2022 - Page 20 of 21 - Dr. Ware Technology Services

System Page Latch Concurrency Enhancements (Ep. 6) | Data Exposed

by Contributed | Mar 3, 2022 | Technology

This article is contributed. See the original author and article here.

Over the past several SQL Server releases Microsoft has improved the concurrency and scalability of the tempdb database. Starting in SQL Server 2016 several improvements address best practices in the setup process, i.e. when there are multiple tempdb data files all files autogrow and grow by the same amount.

Additionally, starting in SQL Server 2019 we added the memory optimized metadata capability to tempdb and eliminated most PFS contention with concurrent PFS updates.

In SQL Server 2022 we are now addressing another common area of contention by introducing concurrent GAM and SGAM updates.

In previous releases, we may witness GAM contention different threads want to allocate or deallocate extents represented on the same GAM pages. Because of this contention, throughput is decreased and workloads that require many updates to the GAM page will take longer to complete. This is due to the workload volume and the use of repetitive create-and-drop operations, table variables, worktables that are associated with CURSORS, ORDER BYs, GROUP BYs, and work files that are associated with HASH PLANS.

The Concurrent GAM Updates feature in SQL Server 2022 adds the concurrent GAM and SGAM updates capability to avoid tempdb contention.

With GAM and SGAM contention being addressed, customer workloads will be much more scalable and will provide even better throughput.

SQL Server has improved tempdb in every single release and SQL Server 2022 is no exception.

Resources:

tempdb database

Recommendations to reduce allocation contention in SQL Server tempdb database

Learn more about SQL Server 2022

Watch technical deep-dives on SQL Server 2022

SQL Server 2022 Playlist

CISA Adds 95 Known Exploited Vulnerabilities to Catalog

by Scott Muniz | Mar 3, 2022 | Security, Technology

This article is contributed. See the original author and article here.

CISA has added 95 new vulnerabilities to its Known Exploited Vulnerabilities Catalog, based on evidence of active exploitation. These types of vulnerabilities are a frequent attack vector for malicious cyber actors and pose significant risk to the federal enterprise. Note: to view the newly added vulnerabilities in the catalog, click on the arrow on the of the “Date Added to Catalog” column, which will sort by descending dates.

Binding Operational Directive (BOD) 22-01: Reducing the Significant Risk of Known Exploited Vulnerabilities established the Known Exploited Vulnerabilities Catalog as a living list of known CVEs that carry significant risk to the federal enterprise. BOD 22-01 requires FCEB agencies to remediate identified vulnerabilities by the due date to protect FCEB networks against active threats. See the BOD 22-01 Fact Sheet for more information.

Although BOD 22-01 only applies to FCEB agencies, CISA strongly urges all organizations to reduce their exposure to cyberattacks by prioritizing timely remediation of Catalog vulnerabilities as part of their vulnerability management practice. CISA will continue to add vulnerabilities to the Catalog that meet the specified criteria.

Note: prioritizing software updates that address known exploited vulnerabilities is one of the actions CISA encourages as part of the recent Shields Up recommendations to all stakeholders. CISA appreciates the contributions of Joint Cyber Defense Collaborative (JCDC) partners to this recent addition to the catalog.

4 key elements to a successful field service transformation

by Contributed | Mar 3, 2022 | Dynamics 365, Microsoft 365, Technology

This article is contributed. See the original author and article here.

A successful digital transformation requires weaving together technology, data, process, and operational change. If one of these domains fails to make the grade, your entire transformation may be in jeopardy.

These four domains have one thing in common and that is they rely on people and what they bring to the table. It’s the people that matter mostfrom formulating a vision to crafting the plan and adjusting it on the fly to calculating every detail many times over.

When the stars align and each person on the team contributes to the best of their ability, success is exhilarating. Inter-related domains can be blended into one methodical sea of changeinvigorating not just the transformation team, but enveloping the entire organization with a sense of deep pride. The accomplishment is worn like a badge of honor as every employee is positively touched by the success of the transformation.

And there is no better example than G&J Pepsi-Cola Bottlers’.

G&J Pepsi is the largest family-owned and operated Pepsi franchise bottler, employing more than 1,600 people at 13 locations in Ohio and Kentucky, with production facilities in Lexington and Winchester, Kentucky, and in Columbus and Portsmouth, Ohio.

The key to the success of this 10-time Pepsi corporate customer service award winner is G&J Pepsi’s continuous dedication to innovation. They set out to further elevate service delivery by focusing on account acquisition, customer service, and field service core processes. In short, G&J looked to unlock new and existing revenue opportunities by empowering workers and optimizing operations. As a result, G&J Pepsi is now converting more leads to satisfied customers, delivering even better customer service, and increasing field service technicians’ first-time fix rates.

1. Technology

G&J Pepsi needed a digital thread to connect business functions and leaned on Microsoft Dynamics 365 due to its hassle-free integration, allowing for application portfolio simplification and basically, it just played well to G&J Pepsi’s IT strengths.

One of the biggest new business opportunities for G&J Pepsi was its field service workforce to service beverage and non-beverage equipment beyond its current sales territory. Increasing first-time-fix service would allow G&J Pepsi to expand beyond their current market. Leveraging Dynamics 365 Field Service and Dynamics 365 Sales would remove the boundaries that limited G&J Pepsi.

To realize revenue, frontline workers, including sales and field service needed to unify in the customer journey. G&J Pepsi also knew a huge opportunity existed to accelerate its end-to-end customer process. This included steps such as lead generation, new customer account creation, payment establishment, equipment preparation, installation scheduling, equipment installation, equipment servicing, equipment recovery, and every accompanying process.

2. Data

What was key to creating a unified, optimized customer journey? Centralizing real-time data with a scalable solution.

G&J Pepsi created a Customer Engagement Management (CEM) platform with Dynamics 365 Field Service and Dynamics 365 Sales. The customer is central to everything the company does; however, its processes and supporting technology said otherwise.

Before CEM, a business development representative (BDR) would scan paper and digital notes, in SharePoint, Power BI, and other apps. There was no view into interactions that had taken place with the BDR, field service technician, or customer service rep. There was no single source of truth, no way to transfer knowledge, and no infrastructure for tracking leads. These inefficiencies cost G&J Pepsi $180,000 in revenue per month from lost sales.

Data is now centralized in real-time, up-to-the-minute. Dynamics has streamlined communications and provided complete visibility and in doing so it has empowered G&J Pepsi to focus on new business. Previously, sales, field service, and leadership learned what was happening with customers in indirect, incomplete, time-lagging pathways. Now information is up-to-date and accessible by all who impact customers.

3. Processes

Now that data is up-to-date, processes can be streamlined. The team has mapped out 150 processes and eliminated 200 problems prior to digitizing. How? By working directly with the eventual customers of the systemsales, field service, and frontline workers. One such effort eliminated 170,000 manual touchpoints annually.

As an example, if a delivery team exchanged a piece of equipment mislabeled on a work order, the technician would have to return to the office to receive a corrected work order. Now, the equipment manager can look up the asset on the desktop, correct the mistake, and seconds later the delivery team has the correct information to complete the job.

Technicians are empowered to arrive at the right time (receive operating hours and suggested installation time from the BDR), on the right schedule (schedulers can review the technician’s other work to optimally schedule), the right way (integrated mapping functionality), and with the right equipment (obtained from the work order supplemented with account history.)

From the mobile app, technicians have all their pertinent information at their fingertipsservice tasks, customer details, product needs, and more. The result? Higher first-time-fix rates, opening the door to utilize field technicians’ time and expertise to create new revenue streams.

4. Operational changes

Now G&J Pepsi has automated some routine tasks, unburdening the employee from tedious operational tasks. Completing certain actions within Dynamics 365 triggers a Power Automate flow to kick off another process. For example, a piece of equipment is requested by a BDR for a new customer. Once the BDR puts in the request for equipment for a new customer, the creation of a new work order is triggered, which moves through equipment prep to scheduling a field technician for installation.

The little things that used to cause big delays are now gone. The scheduling team utilizes capabilities to assign best resources to a work order and can now look across service locations instead of only selecting from a smaller subset of available technicians. Field service technicians use the mobile app’s built-in map and routing features to optimize travel time and status flags to indicate if they are on-site or traveling. With minimal development effort, G&J extended the mobile app to provide technicians the ability to generate service reports while at a customer site and instantly email.

Learn more about Dynamics 365 Field Service

The positive results have impacted everyone who touches the customer. Improvements are across a wide range of sales, service, and overall company key measures. G&J Pepsi attributes this success to frontline workers and the team, who have made everyone’s ability to serve the customer exponentially better.

And the commitment to innovation continues. Team members are excited to explore Dynamics 365 Remote Assist’s mixed-reality capabilities to both grow their service business as well as build knowledge across existing and newer agents. G&J Pepsi’s first-time-fix use case explores technician access to real-time virtual visual expertise and the ability to increase on-site resolution.

Read the complete G&J Pepsi-Cola Bottlers’ story.

Read more about Dynamics 365 Field Service.

The post 4 key elements to a successful field service transformation appeared first on Microsoft Dynamics 365 Blog.

Brought to you by Dr. Ware, Microsoft Office 365 Silver Partner, Charleston SC.

Giving to help in Ukraine? Get your money where you mean it to go

by Scott Muniz | Mar 3, 2022 | Security

This article was originally posted by the FTC. See the original article here.

As ever, when scammers spot a crisis in the world, they are there to take advantage. It’s true after natural disasters, when scammers set up fake charities that look and sound like real ones to try to get your money. And it’s true now that millions of people want to support the Ukrainian people. If you’re one of them, take a moment to make sure your generosity really benefits the people and groups you intend.

Here are some places to start.

Check out the organization. Search online for the name of the group, plus words like “review,” “scam,” or “complaint.” See if others have had good or bad experiences with the charity. And see what charity watchdog groups say about that organization.
Slow down. You don’t have to give immediately. It’s a good idea to do some research first to make sure your donation goes where you want it go.
Find out how your money will be spent. Ask, for example, how much of your donation will go to the program you want to help? If someone calls to ask to donate, they should be able to answer those critical questions.
Know who’s asking. Don’t assume a request to donate is legitimate because a friend posted it on social media. Your friend might not personally know the charity or how it spends money.
Look at fees and timing, especially if you’re donating through social media. Be sure to make sure what organization your donation goes to, check whether there are fees, and how quickly your money gets to them. And if you can’t find the answers quickly, consider donating in other ways.

Your generosity can make a difference any time you give — especially if you take a few minutes to make sure your donation goes where you mean it to. Learn more at ftc.gov/charity.

Brought to you by Dr. Ware, Microsoft Office 365 Silver Partner, Charleston SC.