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  • Oracle Fusion Applications: Changing the Game

    - by kellsey.ruppel(at)oracle.com
    Originally posted in the Oracle Profit Magazine, November 2010 Edition. When the order processing system red-flags a customer's credit status, the IT department doesn't get the customer's call. When a supplier misses a delivery date for a key automotive assembly, it's not the CIO who has to answer for the error. Knowledge workers (known in IT circles as "users") are on the front lines when an exception occurs in an established business process. They're also the ones who study sales trends to decide when to open a new store in an up-and-coming neighborhood, which products are most profitable, how employee skill sets are evolving, and which suppliers are most efficient. In short, knowledge workers are masters of business as unusual. Traditional enterprise resource planning (ERP) systems and other familiar enterprise applications excel at automating, managing, and executing standard business processes. These programs shine when everything goes as planned. Life gets even trickier when a traditional application needs to be extended with a new service or an extra step is added to a business process when new products are brought to market, divisions are merged, or companies are acquired. Monolithic applications often need the IT department to step in and make the necessary adjustments--incurring additional costs and delays. Until now. When Oracle unveiled the much-anticipated family of Oracle Fusion Applications at Oracle OpenWorld in September 2010, knowledge workers in particular had a lot to cheer about. Business users will soon have ready access to analytical information and collaboration tools in the context of what they are working on, so they can make better decisions when problems or opportunities arise. Additionally, the Oracle Fusion Applications platform will make it easy for business users to tweak processes, create new capabilities, and find information, often without the need for IT department assistance and while still following company guidelines. And IT leaders will be happy to hear about new deployment options, guided implementation and setup tools, and cost-saving management capabilities. Just as important, the underlying technologies in Oracle Fusion Applications will allow organizations to choose among their existing investments and next-generation enterprise applications so they can introduce innovations at a pace that makes the most business and financial sense. "Oracle Fusion Applications are architected so you don't have to do rip and replace," says Jim Hayes, managing director of the consulting firm Accenture. "That's very important for creating a business case that will get through the steering committee and be approved by the board. It shows you can drive value and make a difference in the near term." For these and other reasons, analysts and early adopters are calling Oracle Fusion Applications a game changer for enterprise customers. The differences become apparent in three key areas: the way we innovate, work, and adopt technology. Game Changer #1: New Standard for InnovationChange is a constant challenge for most businesses, whether the catalysts are market dynamics, new competition, or the ever-expanding regulatory environment. And, in an ongoing effort to differentiate, business leaders are constantly looking for new ways to do business, serve constituents, and bring new products and services to market. In addition, companies face significant costs to keep their applications up-to-date. For example, when a company adds new suppliers to a procurement system, the IT shop typically has to invest time, effort, and even consulting fees for custom integrations that allow various ERP systems to communicate with each other. Oracle Fusion Applications were built on Web services and a modular SOA foundation to ease customizations and integration activities among all applications--whether from Oracle or another vendor. Interfaces and updates written in ubiquitous Java, rather than a proprietary coding language, allow organizations to tap into existing in-house technical skills rather than seek expensive outside specialists. And with SOA, organizations can extend a feature set or integrate with other SOA environments by combining Web services such as "look up customer" into a new business process managed by the BPEL orchestration engine. Flexibility like this has long-term implications. "Because users capture these changes at a higher metadata layer, not in the application's code, changes and additions are protected even as new versions of Oracle Fusion Applications are released," says Steve Miranda, senior vice president of applications development at Oracle. "This is a much more sustainable approach because you don't incur costly customizations that prevent upgrades and other innovations." And changes are easier to make: if one change is made in the metadata, that change is automatically reflected throughout the application interface, business intelligence, business process, and business logic. Game Changer #2: New Standard for WorkBoosting productivity comes down to doing the basics right: running business processes more efficiently and managing exceptions more effectively, so users can accomplish more in the course of a day or spend more quality time with the most profitable customers. The fastest way to improve process efficiency is to reduce the number of steps it takes to execute common tasks, such as ordering office equipment from an internal procurement system. Oracle Fusion Applications will deliver a complete role-based user experience with business intelligence and collaboration capabilities provided in the context of the work at hand. "We created every Oracle Fusion Applications screen by asking 'What does the user need to know?' 'What does he or she need to do?' and 'Who do they need to work with to get the job done?'" Miranda explains. So when the sales department heads need new laptops, the self-service procurement screen will not only display a list of approved vendors and configurations, but also a running list of reviews by coworkers who recently purchased the various models. Embedded intelligence may also display prevailing delivery lead times based on actual order histories, not the generic shipping dates vendors may quote. The pervasive business intelligence serves many other business activities across all areas of the enterprise. For example, a manager considering whether to promote a direct report can see the person's employee profile, with a salary history, appraisal summaries, and a rundown of skills and training. This approach to business intelligence also has implications for supply chain management. "One of the challenges at Ingersoll Rand is lack of visibility in our supply chain," says Mike Macrie, global director of enterprise applications for global industrial firm Ingersoll Rand. "Oracle Fusion Applications are going to provide the embedded intelligence to give us that visibility and give us the ability to analyze those orders at any point in our supply chain." Oracle Fusion Applications will also create a "role-based user experience" that displays a work list of events that need attention, based on user job function. Role awareness guides users with daily lists of action items and exceptions. So a credit manager may see seven invoices with discounts that are about to expire or 12 suppliers that have been put on hold because credit memos are awaiting approval. Individualization extends to the search capabilities of Oracle Fusion Applications. The platform uses Web-style search screens powered by an Oracle enterprise search engine, with a security framework that filters search results so individuals will only see the internal information they're authorized to access. A further aid to productivity is Oracle Fusion Applications' integration with Web 2.0 collaboration and social networking resources for business environments. Hover-over text will reveal relevant contact information whenever the name of a person appears in an Oracle Fusion Application. Users can connect via an online chat, phone call, or instant message without leaving the main application, reducing the time required for an accounts payable staffer to resolve a mismatch between an invoiced charge and the service record, for example. Addresses of suppliers, customers, or partners will also initiate hover-over text to show contact details and Web-based maps. Finally, Oracle Fusion Applications will promote a new way of working with purpose-driven communities that can bring new efficiencies to everything from cultivating sales leads to managing new projects. As soon as a lead or project materializes, the applications will automatically gather relevant participants into an online community that shares member contact information, schedules, discussion forums, and Wiki pages. "Oracle Fusion Applications will allow us to take it to the next level with embedded Web 2.0 tools and the embedded analytics," says Steve Printz, CIO and vice president, supply chain management, at window-and-door manufacturer Pella. "[This] allows those employees today who are processing transactions to really contribute to the success of the company and become decision-makers." Game Changer #3: New Standard for Technology AdoptionAs IT becomes a dominant component of how businesses run and compete, organizations need to lower the cost of implementing applications and introducing new application features. In the past, rolling out new code often required creating a test bed system, moving beta code to a separate system for user feedback, and--once all the revisions were made--moving version one of the software onto production systems, where business users could finally get the needed new features. Oracle Fusion Applications will use a dedicated setup manager application to streamline this process. First, the setup manager will help scope out the project, querying users about their requirements. "From those questions and answers we determine the steps and the order of those steps that will enable that task," Miranda says. Next, system utilities will assign tasks to owners, track completion status, and monitor the overall status of a programming effort. Oracle Fusion Applications can then recommend Web services that allow users to migrate setup choices and steps across all the various deployments of the application. Those setup capabilities automate the migration from test systems to production systems, as well as between different business units that may be using the same application. "The self-service ability of the setup manager helps business users change setups with very little intervention from the IT team," says Ravi Kumar, vice president at IT services company Infosys. "That to me is a big difference from how we've viewed enterprise applications before." For additional flexibility, organizations will be able to adopt Oracle Fusion Applications modules in either of two modes: a single-instance alternative uses one database for all Oracle Fusion Applications, while a "pillar mode" creates separate databases to underpin each application. This means IT departments running any one of Oracle's applications or even third-party applications can plug Oracle Fusion Applications modules into their environment and see additional business value created on top of their existing systems. And Oracle Fusion Applications offer a hybrid approach to deployment. The applications are all software-as-a-service-ready, so customers can choose on-premises, public or private cloud, or a combination of these to suit their business needs. It's that combination of flexibility and a roadmap for the future that may be the biggest game changer of all. "The Oracle Fusion Applications architecture allows us to migrate our company at a pace that's consistent with our business strategy, whereas before we might have had to do it with a massive upgrade," says Macrie of Ingersoll Rand. "We're looking forward to that architecture to really give us more flexibility in how we migrate over time." For More InformationUser Input Key to the Success of Oracle Fusion ApplicationsTransforming Coexistence into Strategic ValueUnder the HoodOracle Fusion ApplicationsOracle Service-Oriented Architecture  

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  • Configuring thouands of related products in Magento?

    - by Anonymous -
    I'm at a stage with a Magento store I'm developing where I've added all the products (all 6000 of them) and now would like to configure related products to up my conversion rate a bit. I was wondering if there was an extension anybody knew of that functions similarly to this one, with the most current version of Magento (Community Edition, 1.6.1). If not, would anyone be able to provide some pointers for writing a script that will run through each product and add 1-5 related products. I have a fairly basic idea of taking product title text and just doing a simple text similarity query between other product titles for now, just to get some related products up there, but the Magento database isn't making a terribly large amount of sense. Thanks to anyone who can shed some light on this. :)

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  • User Experience Highlights in PeopleSoft and PeopleTools: Direct from Jeff Robbins

    - by mvaughan
    By Kathy Miedema, Oracle Applications User Experience  This is the fifth in a series of blog posts on the user experience (UX) highlights in various Oracle product families. The last posted interview was with Nadia Bendjedou, Senior Director, Product Strategy on upcoming Oracle E-Business Suite user experience highlights. You’ll see themes around productivity and efficiency, and get an early look at the latest mobile offerings coming through these product lines. Today’s post is on the user experience in PeopleSoft and PeopleTools. To learn more about what’s ahead, attend PeopleSoft or PeopleTools OpenWorld presentations.This interview is with Jeff Robbins, Senior Director, PeopleSoft Development. Jeff Robbins Q: How would you describe the vision you have for the user experience of PeopleSoft?A: Intuitive – Specifically, customers use PeopleSoft to help their employees do their day-to-day work, and the UI (user interface) has been helpful and assistive in that effort. If it’s not obvious what they need to do a task, then the UI isn’t working. So the application needs to make it simple for users to find information they need, complete a task, do all the things they are responsible for, and it really helps when the UI just makes sense. Productive – PeopleSoft is a tool used to support people to do their work, and a lot of users are measured by how much work they’re able to get done per hour, per day, etc. The UI needs to help them be as productive as possible, and can’t make them waste time or energy. The UI needs to reflect the type of work necessary for a task -- if it's data entry, the UI needs to assist the user to get information into the system. For analysts, the UI needs help users assess or analyze information in a particular way. Innovative – The concept of the UI being innovative is something we’ve been working on for years. It’s not just that we want to be seen as innovative, the fact is that companies are asking their employees to do more than they’ve ever asked before. More often companies want to roll out processes as employee or manager self-service, where an employee is responsible to review and maintain their own data. So we’ve had to reinvent, and ask,  “How can we modify the ways an employee interacts with our applications so that they can be more productive and efficient – even with tasks that are entirely unfamiliar?”  Our focus on innovation has forced us to design new ways for users to interact with the entire application.Q: How are the UX features you have delivered so far resonating with customers?  A: Resonating very well. We’re hearing tremendous responses from users, managers, decision-makers -- who are very happy with the improved user experience. Many of the individual features resonate well. Some have really hit home, others are better than they used to be but show us that there’s still room for improvement.A couple innovations really stand out; features that have a significant effect on how users interact with PeopleSoft.First, the deployment of PeopleSoft in a way that’s more like a consumer website with the PeopleSoft Home page and Dashboards.  This new approach is very web-centric, where users feel they’re coming to a website rather than logging into an enterprise application.  There’s lots of information from all around the organization collected in a way that feels very familiar to users. In order to do your job, you can come to this web site rather than having to learn how to log into an application and figure out a complicated menu. Companies can host these really rich web sites for employees that are home pages for accessing critical tasks and information. The UI elements of incorporating search into the whole navigation process is another hit. Rather than having to log in and choose a task from a menu, users come to the web site and begin a task by simply searching for data: themselves, another employee, a customer record, whatever.  The search results include the data along with a set of actions the user might take, completely eliminating the need to hunt through a complicated system menu. Search-centric navigation is really sitting well with customers who are trying to deploy an intuitive set of systems. Q: Are any UX highlights more popular than you expected them to be?  A: We introduced a feature called Pivot Grid in the last release, which is a combination of an interactive grid, like an Excel Pivot Table, along with a dynamic visual chart that automatically graphs the data. I wasn’t certain at first how extensively this would be used. It looked like an innovative tool, but it wasn’t clear how it would be incorporated in business process applications. The fact is that everyone who sees Pivot Grids is thrilled with that kind of interactivity.  It reflects the amount of analytical thinking customers are asking employees to do. Employees can’t just enter data any more. They must interact with it, analyze it, and make decisions. Pivot Grids fit into this way of working. Q: What can you tell us about PeopleSoft’s mobile offerings?A: A lot of customers are finding that mobile is the chief priority in their organization.  They tell us they want their employees to be able to access company information from their mobile devices.  Of course, not everyone has the same requirements, so we’re working to make sure we can help our customers accomplish what they’re trying to do.  We’ve already delivered a number of mobile features.  For instance, PeopleSoft home pages, dashboards and workcenters all work well on an iPad, straight out of the box.  We’ve delivered a number of key functions and tasks for mobile workers – those who are responsible for using a mobile device to manage inventory, for example.  Customers tell us they also need a holistic strategy, one that allows their employees to access nearly every task from a mobile device.  While we don’t expect users to do extensive data entry from their smartphone, it makes sense that they have access to company information and systems while away from their desk.  That’s where our strategy is going now.  We plan to unveil a number of new mobile offerings at OpenWorld.  Some will be available then, some shortly after. Q: What else are you working on now that you think is going to be exciting to customers at Oracle OpenWorld?A: Our next release -- the big thing is PeopleSoft 9.2, and we’ll be talking about the huge amount of work that’s gone into the next versions. A new toolset, 8.53, will be coming, and there’s a lot to talk about there, and the next generation of PeopleSoft 9.2.  We have a ton of new stuff coming.Q: What do you want PeopleSoft customers to know? A: We have been focusing on the user experience in PeopleSoft as a very high priority for the last 4 years, and it’s had interesting effects. One thing is that the application is better, more usable.  We’ve made visible improvements. Another aspect is that in customers’ minds, the PeopleSoft brand is being reinvigorated. Customers invested in PeopleSoft years ago, and then they weren’t sure where PeopleSoft was going.  This investment in the UI and overall user experience keeps PeopleSoft current, innovative and fresh.  Customers  are able to take advantage of a lot of new features, even on the older applications, simply by upgrading their PeopleTools. The interest in that ability has been tremendous. Knowing they have a lot of these features available -- right now, that’s pretty huge. There’s been a tremendous amount of positive response, just on the fact that we’re focusing on the user experience. Editor’s note: For more on PeopleSoft and PeopleTools user experience highlights, visit the Usable Apps web site.To find out more about these enhancements at Openworld, be sure to check out these sessions: GEN8928     General Session: PeopleSoft Update and Product RoadmapCON9183     PeopleSoft PeopleTools Technology Roadmap CON8932     New Functional PeopleSoft PeopleTools Capabilities for the Line-of-Business UserCON9196     PeopleSoft PeopleTools Roadmap: Mobile ApplicationsCON9186     Case Study: Delivering a Groundbreaking User Interface with PeopleSoft PeopleTools

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  • How to block third party cookies in firefox?

    - by anonymous
    This seems to be discussed in many places. But I don't get it or it does not work for me. So let me explain. I use Firefox 24.0 on Lubuntu 12.04. In privacy settings, I have selected 1. Use custom settings for history 2. accept cookies from sites 3. never accept third party cookies. But then when I check (e.g. in show cookies in firefox preferences or in lightbeam), it still shows me many third party cookies (e.g. google.com, facebook, etc.). What additional steps I have to take to block them?

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  • Would learning any (linguistic) language in particular further your programming career?

    - by Anonymous
    It seems apparent that English is the dominant international language for programming based on previous P.SE questions (though a highly upvoted comment correctly points out that asking a question like that on a predominantly English site will skew the results). However, is there benefit in learning a foreign language for software development? For example, do the Chinese have completely different software tools, languages, technologies, etc? How about Japanese, Russian, and other non-latin based languages? Is there an entire world of software development languages, tools and so on that only exist in these other languages? Or do people that know these languages use the tools and languages we know and love?

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  • Would learning any (linguistic) language imparticular further your programming career?

    - by Anonymous
    It seems apparent that English is the dominant international language for programming (in the West, at least!) based on previous P.SE questions. Or maybe not, given that a highly upvoted comment correctly points out that asking a question like that on a predominantly English site will skew the results. This question is about whether there is a benefit in learning a foreign language for software development. For example, do the Chinese have completely different software tools, langugages, technologies etc? How about Japanese, Russian, and other non-latin based languages? Am I/are we missing an entire world of software development languages, tools and so on that only exist in these other languages? Or do people that know these languages still learn and program using the tools and languages we all know and love?

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  • How to Deal with a Difficult Boss?

    - by Anonymous
    I have some problems with my boss, it's quite a long story :) About one year ago, I'm working as team leader of project X. Everything work fine until one of my fellow (staff) flame me that I have problem with ALL member in our team, that guy also flame me to other staff that I report them with a poor performance. My boss call me and blame me without ask a single question. I try to explain everything to my boss but she doesn't listen to me. One month later, we have a meeting. This is only team leader's meeting, my boss talk about this problem with other team leader. There are two person who have worked with this guy, they all say "This guy cannot trust". That guy had do same thing same problem with his former team leader. Finally, everything's clear and I think I gain some trust from her. I can say that I'm the best team leader in her hand, as only project that archive more than 120% profit. Then I move to new project, this is bigger project and I can manage it quite good. But I have a problem again. One of my staff always leave and does not follow our company rule, I call him to talk and tell him that you cannot do this because that's not allow in our company. He also changed working time record file of himself, then I call him to warn again. This time he ask me to move to another project so I go to talk to my boss. She come to my building when I'm not there (other staff call me) and talk with that guy (who have problem with me); I think she still not trust me. And AGAIN, she believe what that guy said and I got blamed. I want to know how can I deal with this kind of boss, or is it better to find a new job, or any other suggestion about this problem? Thank you :) Additional information: Even my job title is "Team Leader" but it's my responsibility to manage staff working time and their behavior. This responsible is my company's rule.

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  • Why not AJAX'ify entire websites?

    - by Anonymous -
    Is there any solid reasoning as to why sites shouldn't be developed with ajax functionality that loads major parts of each part (assuming there are elements like the header, navigation etc that remain the same)? Surely it would be less resource-intensive since the server wouldn't have to serve content that appears on every page, benefiting both the host and end-user. Answer the question taking into consideration: The sites javascript behaviour degrades gracefully in every instance For my question I'm talking about new sites where this behaviour could be implemented rather from the off, so it doesn't technically cost any money - we're not returning to a finished product to implement it.

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  • Planning development when academic research is involved

    - by Another Anonymous User
    Dear fellow programmers, how do you do "software planning" when academic research is involved? And, on a side note, how do you convince your boss that writing software is not like building a house and it's more like writing a novel? The gory details are below. I am in charge of a small dev team working in a research lab. We started developing a software with the purpose of going public one day (i.e. sell and make money off that). Such software depends on, amongst other things, at least two independent research lines: that is, there are at least two Ph.D. candidates that will, hopefully, one day come out with a working implementation of what we need. The main software depends also on other, more concrete resources that we as developers can take care of: graphics rendering, soft bodies deformation, etc. My boss asked me to write the specifications, requirements AND a bloody GANTT chart of the entire project. Faced with the fact that I don't have a clue about the research part, and that such research is fundamental for the software, he said "make assumptions." For the clarity of the argument, he is a professor whose Ph.D. students should come up with the research we need. And he comes from a strictly engineering background: plan everything first, write down specifications and only then write down code that "it's the last part". What I am doing now: I broke down the product in features; each 'feature' is, de facto, a separate product; Each feature is built on top of the previous one; Once a feature (A) has a working prototype the team can start working on the next feature (B), while QA for is being done for A (if money allows, more people can be brought in, etc.); Features that depend on research will come last: by then, hopefully, the research part will be completed (when is still a big question) ; Also, I set the team to use SCRUM for the development of 'version 1.0', due in a few months. This deadline could be set based on reasonable assumptions: we listed all required features, we counted our availability, and we gave a reasonable estimate. So my questions, again, are: How do I make my boss happy while at the same time get something out the door? How do I write specifications for something we -the developers- have no clue whether it's possible to do or not? (We still haven't decided which libraries to use for some tasks; we'll do so when we'll need to) How do I get the requirements for that, given that there are yet no clients nor investors, just lots of interests and promises? How do I get peace in the world? I am sure at least one of my questions will be answered :) ps: I am writing this anonymously since a potential investor might backfire if this is discovered. Hope you'll understand. However I must say I do not like this mentality of 'hiding the truth': this program will likely benefit many, and not being able to talk openly about this (with my name and my reputation attached) feels like censorship. But alas, I care more about your suggestions now.

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  • Teaching "web design/development" to high-school home-school group. Good sources?

    - by anonymous coward
    I may soon begin teaching a "web design and development" class for a home-school co-op group. Any suggestions for "course" material? My first thought was to work through the Opera Web Standards Curriculum, but am interested in hearing about possible alternatives or suggestions that better cover the "very basics" of getting started with designing and developing web pages. Not necessarily looking for topics, so much as existing resources. Thanks so much for your input!

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  • How can I decrease relevancy of Creative Commons footer text? (In Google Webmaster Tools)

    - by anonymous coward
    I know that I may just have to link the image to make this happen, but I figured it was worth asking, just in case there's some other semantic markup or tips I could use... I have a site that uses the textual Creative Commons blurb in the footer. The markup is like so: <div class="footer"> <!-- snip --> <!-- Creative Commons License --> <a rel="license" href="http://creativecommons.org/licenses/by-nc-sa/3.0/us/"><img alt="Creative Commons License" style="border-width:0" src="http://i.creativecommons.org/l/by-nc-sa/3.0/us/80x15.png" /></a><br />This work by <a xmlns:cc="http://creativecommons.org/ns#" href="http://www.xmemphisx.com/" property="cc:attributionName" rel="cc:attributionURL">xMEMPHISx.com</a> is licensed under a <a rel="license" href="http://creativecommons.org/licenses/by-nc-sa/3.0/us/">Creative Commons Attribution-Noncommercial-Share Alike 3.0 United States License</a>. <!-- /Creative Commons License --> </div> Within Google Webmaster Tools, the list of relevant keywords is heavily saturated with the text from that blurb. For instance, 50% of my top-ten most relevant keywords (including the site name): [site name] license [keyword] commons creative [keyword] alike [keyword] attribution [keyword] I have not done any extensive testing to find out rather or not this list even matters, and so far this doesn't impact performance in any way. The site is well designed for humans, and it is as findable as it needs to be at the moment. But, out of mostly curiosity: Do you have any tips for decreasing the relevancy of the text from the Creative Commons footer blurb?

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  • Graphics system failure

    - by anonymous coward
    I just upgraded two versions of Ubuntu to Oneiric after a recent set of updates broke Audacious 2.4.something in Maverick for me. When it was all finished my Asus Eee 1215N with the 1366x768 screen and the notoriously unsupported Nvidia Ion2 Optimus chipset was working on minimum compatibility fallbacks at 1024x768 resolution. So I did a little bit of reading (not enough) and tried deleting a couple parts of the graphics system to see if I could force a retry on the autodetection. The result: No graphical shell works now. Attempted so far: -reinstalling xorg/nouveau, didn't work. -installing bumblebee/nvidia-current, didn't work. -sudo dpkg-reconfigure -phigh -a, didn't work. I'd like to stress that this is otherwise a perfectly functional installation that I had spent some time setting up already (including a successful compile of Audacious 3.21 that was working with all the plugins). Is there a way for me to rebuild the graphics system from scratch or should I just give up, cry a little, backup data, wipe partition and reinstall with a USB drive?

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  • Already have Merchant Account, what info will my Gateway need?

    - by Anonymous Coward
    I have a client who already has a merchant account for their physical store. What specific information about the merchant account will my client need to get from his bank to link it up to an online payment gateway that we will be using for the store? -----edits below -"my merchant account" changed to "the merchant account" -It is noted that my client will need to get a "high-risk" merchant account separate from his existing physical stores merchant account. -Though the question is essentially answered, for clarification: We plan to minimize our PCI compliance needs by utilizing something like Braintree's Transparent Redirect or the CRESecure iForm. So the gateway we would need to give the merchant account info to would be either of those two. Though, the CRESecure method would have yet one more step added into the mix since they would forward data to another payment provider. It is now assumed that the best place to field this question is to the support team at Braintree or CRESecure.

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  • Javascript - is this a grey area for anyone else?

    - by Anonymous -
    I have a firm understanding of HTML, CSS, PHP, MySQL (and to some extent apache/linux) and find that one of the things missing from my 'web development knowledge base' is javascript - creating richer user interfaces. I'd like to learn Javascript before I look at any frameworks (I've used light javascript/jquery before, but that's besides the point). Can anyone recommend a firm book or online documentation from 'absolute beginner' to 'expert' for javascript? I seem to be finding too many 'display the time' and 'hello world' tutorials...

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  • How to deal with a CEO making all technical decision but with little technical knowledge ?

    - by anonymous
    Hi, Question posted anonymously for obvious reasons. I am working in a company with a dev group of 5-6 developers, and I am in a situation which I have a hard time dealing with. Every technical choice (language, framework, database, database scheme, configuration scheme, etc...) is decided by the CEO, often without much rationale. It is very hard to modify those choices, and his main argument consists in "I don't like this", even though we propose several alternative with detailed pros/cons. He will also decide to rewrite from scratch our core product without giving a reason why, and he never participates to dev meetings because he considers it makes things slower... I am already looking at alternative job opportunities, but I was wondering if there anything we (the developers) could do to improve the situation. Two examples which shocked me: he will ask us to implement something akin to configuration management, but he reject any existing framework because they are not written in the language he likes (even though the implementation language is irrelevant). He also expects us to be able to write those systems in a couple of days, "because it is very simple". he keeps rewriting from scratch on his own our core product because the current codebase is too bad (codebase whose design was his). We are at our third rewrite in one year, each rewrite worse than the previous one. Things I have tried so far is doing elaborate benchmarks on our product (he keeps complaining that our software is too slow, and justifies rewrites to make it faster), implement solutions with existing products as working proof instead of just making pros/cons charts, etc... But still 90 % of those efforts go to the trashbox (never with any kind of rationale behind he does not like it, again), and often get reprimanded because I don't do exactly as he wants (not realizing that what he wants is impossible).

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  • Introduction to Human Workflow 11g

    - by agiovannetti
    Human Workflow is a component of SOA Suite just like BPEL, Mediator, Business Rules, etc. The Human Workflow component allows you to incorporate human intervention in a business process. You can use Human Workflow to create a business process that requires a manager to approve purchase orders greater than $10,000; or a business process that handles article reviews in which a group of reviewers need to vote/approve an article before it gets published. Human Workflow can handle the task assignment and routing as well as the generation of notifications to the participants. There are three common patterns or usages of Human Workflow: 1) Approval Scenarios: manage documents and other transactional data through approval chains . For example: approve expense report, vacation approval, hiring approval, etc. 2) Reviews by multiple users or groups: group collaboration and review of documents or proposals. For example, processing a sales quote which is subject to review by multiple people. 3) Case Management: workflows around work management or case management. For example, processing a service request. This could be routed to various people who all need to modify the task. It may also incorporate ad hoc routing which is unknown at design time. SOA 11g Human Workflow includes the following features: Assignment and routing of tasks to the correct users or groups. Deadlines, escalations, notifications, and other features required for ensuring the timely performance of a task. Presentation of tasks to end users through a variety of mechanisms, including a Worklist application. Organization, filtering, prioritization and other features required for end users to productively perform their tasks. Reports, reassignments, load balancing and other features required by supervisors and business owners to manage the performance of tasks. Human Workflow Architecture The Human Workflow component is divided into 3 modules: the service interface, the task definition and the client interface module. The Service Interface handles the interaction with BPEL and other components. The Client Interface handles the presentation of task data through clients like the Worklist application, portals and notification channels. The task definition module is in charge of managing the lifecycle of a task. Who should get the task assigned? What should happen next with the task? When must the task be completed? Should the task be escalated?, etc Stages and Participants When you create a Human Task you need to specify how the task is assigned and routed. The first step is to define the stages and participants. A stage is just a logical group. A participant can be a user, a group of users or an application role. The participants indicate the type of assignment and routing that will be performed. Stages can be sequential or in parallel. You can combine them to create any usage you require. See diagram below: Assignment and Routing There are different ways a task can be assigned and routed: Single Approver: task is assigned to a single user, group or role. For example, a vacation request is assigned to a manager. If the manager approves or rejects the request, the employee is notified with the decision. If the task is assigned to a group then once one of managers acts on it, the task is completed. Parallel : task is assigned to a set of people that must work in parallel. This is commonly used for voting. For example, a task gets approved once 50% of the participants approve it. You can also set it up to be a unanimous vote. Serial : participants must work in sequence. The most common scenario for this is management chain escalation. FYI (For Your Information) : task is assigned to participants who can view it, add comments and attachments, but can not modify or complete the task. Task Actions The following is the list of actions that can be performed on a task: Claim : if a task is assigned to a group or multiple users, then the task must be claimed first to be able to act on it. Escalate : if the participant is not able to complete a task, he/she can escalate it. The task is reassigned to his/her manager (up one level in a hierarchy). Pushback : the task is sent back to the previous assignee. Reassign :if the participant is a manager, he/she can delegate a task to his/her reports. Release : if a task is assigned to a group or multiple users, it can be released if the user who claimed the task cannot complete the task. Any of the other assignees can claim and complete the task. Request Information and Submit Information : use when the participant needs to supply more information or to request more information from the task creator or any of the previous assignees. Suspend and Resume :if a task is not relevant, it can be suspended. A suspension is indefinite. It does not expire until Resume is used to resume working on the task. Withdraw : if the creator of a task does not want to continue with it, for example, he wants to cancel a vacation request, he can withdraw the task. The business process determines what happens next. Renew : if a task is about to expire, the participant can renew it. The task expiration date is extended one week. Notifications Human Workflow provides a mechanism for sending notifications to participants to alert them of changes on a task. Notifications can be sent via email, telephone voice message, instant messaging (IM) or short message service (SMS). Notifications can be sent when the task status changes to any of the following: Assigned/renewed/delegated/reassigned/escalated Completed Error Expired Request Info Resume Suspended Added/Updated comments and/or attachments Updated Outcome Withdraw Other Actions (e.g. acquiring a task) Here is an example of an email notification: Worklist Application Oracle BPM Worklist application is the default user interface included in SOA Suite. It allows users to access and act on tasks that have been assigned to them. For example, from the Worklist application, a loan agent can review loan applications or a manager can approve employee vacation requests. Through the Worklist Application users can: Perform authorized actions on tasks, acquire and check out shared tasks, define personal to-do tasks and define subtasks. Filter tasks view based on various criteria. Work with standard work queues, such as high priority tasks, tasks due soon and so on. Work queues allow users to create a custom view to group a subset of tasks in the worklist, for example, high priority tasks, tasks due in 24 hours, expense approval tasks and more. Define custom work queues. Gain proxy access to part of another user's tasks. Define custom vacation rules and delegation rules. Enable group owners to define task dispatching rules for shared tasks. Collect a complete workflow history and audit trail. Use digital signatures for tasks. Run reports like Unattended tasks, Tasks productivity, etc. Here is a screenshoot of what the Worklist Application looks like. On the right hand side you can see the tasks that have been assigned to the user and the task's detail. References Introduction to SOA Suite 11g Human Workflow Webcast Note 1452937.2 Human Workflow Information Center Using the Human Workflow Service Component 11.1.1.6 Human Workflow Samples Human Workflow APIs Java Docs

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  • Ubuntu 13.10 won't boot and hangs on a black screen

    - by Anonymous John
    I installed Ubuntu 13.10 64-bit today and I sat on the internet most of the day after installation. I shut the computer down and went bowling with my family. When I came back, I turned on my computer and it came to the boot screen as usual, but then the screen went black and stayed black. Can this be solved or do I have to install Ubuntu 13.04. My dad does not know about this and I do not want to get yelled at for an hour, so I need an answer before midnight mountain time, otherwise I will install Ubuntu 13.04 so I won't get yelled at in the morning.Thanks to anyone who answers this.

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  • Motivation Problems, Middle School Programmer [closed]

    - by Anonymous
    I'm in middle school at the moment and have been programming for about a year and a half. I mostly work with Python and Ruby, and am currently learning Rails. I know, you can never learn enough, it takes a looong time to master a subject, but I feel like I don't have much left to learn :(. I've learned many concepts in Python, learned basically the whole std lib and have written a ton of programs, same with Ruby. In Ruby I've also done a lot of metaprogramming. After I've learned all the concepts, and written a lot of programs, there is nothing really left for me to do! What can I do, now that I've learned all the concepts, and written some programs? I can't get a job working with real developers, and the programming camp I went to last year was far too easy.

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  • Can I hook my xbox up to my Ubuntu PC

    - by Anonymous John
    My old xbox 360 won't eject disks, it makes a sound,but won't open. I want to play games, so I think I could hook it up to my PC running Ubuntu 13.10 64-bit and maybe I could use my PC's DVD drive. Can this work at all, or am I just crazy? There is an HDMI port on the back of my graphics card. If I can't do that, is there any software for Ubuntu that can rip the game off of a CD and put it on a flash drive? I have heard xbmcbuntu works great for gaming, but it doesn't work with my PC.

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  • How to determine the amount to spend per phrase on Adwords research?

    - by Anonymous -
    My company would like to start a PPC advertising campaign. Whilst I understand the concept and how to set everything up from a technical point of view, this is something I've never done before. Logically, we'd like to test out a wide range of keywords that we think would lead to conversions, which we've put together through brainstorming and with some help from Google's External Keyword Tool. Sub-question whilst I remember - am I correct in thinking that in Google's keyword tool, keywords that we think will perform well that have a low competition yet high monthly searches are good since there will be less advertisers, meaning our bid per click will be less? Is there a common benchmark or process of doing a round of tests with keywords? Should we wait for 100 clicks on each keyword, see which ones have lead to the most sales (or rather, sales that are sustainable with the cost per click of that keyword), then drop the ones which aren't converting and put that budget onto the converting keywords? We realistically have a few hundred keywords/phrases we would like to test, but spending $100 per keyword/phrase is going to work out as quite an expensive test. It would be nice to be able to spend $5-10 per phrase, but I don't think the sample size would be great enough to determine anything usefully reliable. Another approach might be to setup all the keywords, and those that bring the most sales within x hours/days would be the ones we use. What is the common procedure with things like this? I know there are a plethora of companies that specialize in exactly this, but this is something we anticipate doing a lot in the future, so it would make sense to do it in house if at all possible.

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  • Cannot remove AWN and desktop messed up

    - by anonymous
    I recently installed AWN after reading an article on OMGUbuntu. It looked very good in the pictures but I didnt like it at all. I couldent remove it and it replaced the status bar and the Applications menu. I went into the settings and told it to not begin on startup, rebooted, and logged into a destop with no menu bar, applications, and I'm limited to a few folders on my desktop and terminal. PLEASE HELP!!

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  • Planning development when academic research is involved

    - by Another Anonymous User
    Dear fellow programmers, how do you do "software planning" when academic research is involved? And, on a side note, how do you convince your boss that writing software is not like building a house and it's more like writing a novel? The gory details are below. I am in charge of a small dev team working in a research lab. We started developing a software with the purpose of going public one day (i.e. sell and make money off that). Such software depends on, amongst other things, at least two independent research lines: that is, there are at least two Ph.D. candidates that will, hopefully, one day come out with a working implementation of what we need. The main software depends also on other, more concrete resources that we as developers can take care of: graphics rendering, soft bodies deformation, etc. My boss asked me to write the specifications, requirements AND a bloody GANTT chart of the entire project. Faced with the fact that I don't have a clue about the research part, and that such research is fundamental for the software, he said "make assumptions." For the clarity of the argument, he is a professor whose Ph.D. students should come up with the research we need. And he comes from a strictly engineering background: plan everything first, write down specifications and only then write down code that "it's the last part". What I am doing now: I broke down the product in features; each 'feature' is, de facto, a separate product; Each feature is built on top of the previous one; Once a feature (A) has a working prototype the team can start working on the next feature (B), while QA for is being done for A (if money allows, more people can be brought in, etc.); Features that depend on research will come last: by then, hopefully, the research part will be completed (when is still a big question) ; Also, I set the team to use SCRUM for the development of 'version 1.0', due in a few months. This deadline could be set based on reasonable assumptions: we listed all required features, we counted our availability, and we gave a reasonable estimate. So my questions, again, are: How do I make my boss happy while at the same time get something out the door? How do I write specifications for something we -the developers- have no clue whether it's possible to do or not? (We still haven't decided which libraries to use for some tasks; we'll do so when we'll need to) How do I get the requirements for that, given that there are yet no clients nor investors, just lots of interests and promises? How do I get peace in the world? I am sure at least one of my questions will be answered :) ps: I am writing this anonymously since a potential investor might backfire if this is discovered. Hope you'll understand. However I must say I do not like this mentality of 'hiding the truth': this program will likely benefit many, and not being able to talk openly about this (with my name and my reputation attached) feels like censorship. But alas, I care more about your suggestions now.

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  • What to do when Ubuntu 13.10 64-bit does not boot?

    - by Anonymous John
    Ubuntu 13.10 will not boot, it won't even show the grub menu or Ubuntu booting. There is just a purple screen for 20 seconds then a black screen, then the screen says entering power save mode. here are my system specs:Intel DQ965GF Motherboard (OS independant), Intel core 2 64-bit, 12GB HHD (SATA), 200GB HHD (SATA, installed here), 250GB HHD (SATA, Encrypted with LUKS), 3GB DDR2 RAM (DIMM 0 A 1024MB,DIMM 1 A 524MB, DIMM 0 B 1024MB, DIMM 1 B 524MB),2 Rewritable DVD drives (one SATA and one IDE), small floppy drive and car reader, and AMD gallium 0.4. That's all I know from the top of my head, I have no OS to give me more info on the graphics card, but all Ubuntu OSs worked on my PC from 12.04-13.04 just fine. Does this mean will never be able to use Ubuntu 13.10? I think I am screwed.

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  • What kinds of issues can one expect when changing a domain names registar? (3 questions)

    - by anonymous-one
    Assuming that there are no 'unusual' items that come up, what kind of disruptions can one expect when moving a domain between registrars? I understand some of the below may vary over registrars. But assuming both ends are large proficient registrars: a) Will the NS settings be mirrored? We use a dedicated dns service provider so we are not using the originating registrars name servers. All that we are concerned about is that the existing NS values are mirrored at the target registrar. b) Are incoming domain transfers automated on the target registrar end? Eg: If we begin the transfer process during business hours at the source registrar, will someone have to manually approve the inbound transfer (most likely during their business hours) at the target registrar? c) Is the domain ever 'in limbo'? At any time in the process is there ever a time when the NS values for the domain are not populated (as they were prior to initiating the transfer) OR one does not have access to populate them (at the target registrar)? Thank you kindly for the help.

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