Table of Contents
Part I Standard SAP System Installation
1 Installation Planning
2 Installation Preparations
3 The SAP System Installation
4 Post-Installation Activities
5 The R3SETUP Tool
6 Additional Information
Part II OS-Dependent Installation Steps on UNIX
PART I THE JOB OF THE ORACLE DBA
1 The World of a Database Administrator 2 The Database Administrator’s Job Description3 History and Development of Databases and Oracle 4 Oracle and Its Environment 5 The Tools of the Trade
(BQ) This book is written for the administrator responsible for the planning, installation, and support of Linux servers. It was not written for the Windows user migrating to Linux with no Linux experience. There are a number of books available for the Linux beginner. This book is for the administrator who understands operating systems and hardware and has some understanding of Linux or Unix.
Cisco IP Telephony Part 1 (CIPT1) v4.1 prepares you for installing, configuring, and maintaining a
Cisco IP telephony solution. This course focuses primarily on Cisco CallManager, the call routing and
signaling component for the Cisco IP telephony solution. This course includes lab activities in which
you will perform postinstallation tasks and configure Cisco CallManager; configure gateways,
gatekeepers, and switches; and build route plans to place intra- and intercluster Cisco IP Phone calls.
this report showcases smart marketing strategies from clean energy programs and solar
marketers from across the country that address how to overcome the barriers faced by
solar technology markets and serves as a guide for states in pursuing their own market
While there has been a major increase in solar photovoltaic (pV) installations in recent
years, the total amount of solar power installed nonetheless represents less than 0.1% of
u.s. energy production.
This paper studies performance effects of appointing other firms' executive directors
to corporate boards in the UK. Consistent with the explicit advantages associated
with non-executive directors, as set out in the various UK corporate governance
codes, our basic hypothesis maintains that, in the presence of director fixed effects,
the appointment of an executive director as non-executive director will have a
positive impact on the appointing company‟s performance.
Second, board members in these small organizations often do double duty. One mo-
ment they are directors who set policy and supervise the executive. The next moment,
they are volunteer staff who greet new clients, stuff envelopes, or run the phone tree for
the annual fundraiser. This is an inherent and unavoidable conflict of interest (though
it is manageable). The board members are supervising the executive in their policy role,
and doing the executive’s bidding in their staff volunteer role.