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  • How "unique" is a Windows Product Key?

    - by Uwe Raabe
    I'm wondering if the Windows Product Key used for activating any Windows since XP is unique to this installation. How do OEM systems and corporate licenses fit into this scheme? Do they use the same product key for several systems or is each one activated with a seperate key?

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  • Install Windows 8 without a Product Key

    - by User
    Windows 8 setup asks for the product key at the beginning of the setup without letting you install it. I got the Windows 8 ISO from MSDN but I didn't get enough keys to install it on all my 7 computers. Also, my MSDN subscription level doesn't allow me to get the VL product key to Windows 8 Enterprise. Is there any way I can install Windows 8 for a limited time period like we used to do for Windows 7 ?

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  • Is there a product planning tool that has these specific features? [closed]

    - by acjohnson55
    I am working on a web startup in the early stages, and we are struggling a bit to manage the scope and scheduling of our product. We have loads of high-level features in the pipeline, but we need a good way of scheduling them for release iterations and breaking them into actual tasks that can be scheduled (that could be a separate tool, but integration would be preferred). I would say that our product can be pretty cleanly divided into "aspects", and we want to be able to separate features by the aspect to which they apply. Perhaps most importantly, it should be really simple to create and move features between target release points. We don't have physical space for a war room type setup, so whatever we settle upon should ideally have a cloud-type web interface. Right now, we're using Excel to make a grid of product aspects vs. target releases, and we store features at the intersections. But this is not providing a good way of indexing tasks to those features or being able to move them around. I would much rather have something that automates the grid overview. I'm less interested in something that helps with low-level scheduling than I am in something that is good at organizing the product plan at the long-term, high-level view. Is there a product planning tool out there that matches these specifications?

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  • How to convince the agile product owner to change their mind? [closed]

    - by Joshiatto
    A friend of a friend ran into a situation recently in which the agile product owner specified features down to exactly what every single user click should look like. The problem is, the dev team has already figured out a way to accomplish the business value in fewer clicks (better UX), but in the past, questioning the product owner has led to career disaster. How do we convince the product owner to change their mind and go along with our recommendation? What can be done within the agile model to fix this situation and how do we accomplish it? On a bigger level: What can be done to make agile product owners better at their job to prevent this kind of thing from happening?

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  • The Internet of Things & Commerce: Part 3 -- Interview with Kristen J. Flanagan, Commerce Product Management

    - by Katrina Gosek, Director | Commerce Product Strategy-Oracle
    Internet of Things & Commerce Series: Part 3 (of 3) And now for the final installment my three part series on the Internet of Things & Commerce. Post one, “The Next 7,000 Days”, introduced the idea of the Internet of Things, followed by a second post interviewing one of our chief commerce innovation strategists, Brian Celenza.  This final post in the series is an interview with Kristen J. Flanagan, lead product manager for Oracle Commerce omnichannel strategy. She takes us through the past, present, and future of how our Commerce Solution is re-imagining the way physical and digital shopping come together. ------- QUESTION: It’s your job to stay on top of what our customers’ need to not only run their online businesses effectively, but also to make sure they have product capabilities they can innovate and grow on. What key trend has been top-of-mind for you and our customers around this collision of physical and digital shopping? Kristen: I’ll agree with Brian Celenza that hands down mobile has forced a major disruption in shopping and selling behavior. A few years ago, mobile exploded at a pace I don't think anyone was expecting. Early on, we saw our customers scrambling to establish a mobile presence---mostly through "screen scraping" technologies. As smartphones continued to advance (at lightening speed!), our customers started to investigate ways to truly tap in to their eCommerce capabilities to deliver the mobile experience. They started looking to us for a means of using the eCommerce services and capabilities to deliver a mobile experience that is tailored for mobile rather than the desktop experience on a smaller screen. In the future, I think we'll see customers starting to really understand what their shoppers need and expect from a mobile offering and how they can adapt their content and delivery of that content to meet those needs. And, mobile shopping doesn’t stop at the consumer / buyer. Because the in-store experience is compelling and has advantages that digital just can't offer, we're also starting to see the eCommerce services being leveraged for mobile for in-store sales associates. Brick-and-mortar retailers are interested in putting the omnichannel product catalog, promotions, and cart into the hands of knowledgeable associates. Retailers are now looking to connect and harness the eCommerce data in-store so that shoppers have a reason to walk-in. I think we'll be seeing a lot more customers thinking about melding the in-store and digital experiences to present a richer offering for shoppers.    QUESTION: What are some examples of what our customers are doing currently to bring these concepts to reality? Kristen: Well, without question, connecting digital and brick-and-mortar worlds is becoming tablestakes for selling experiences. If a brand has a foot in both worlds (i.e., isn’t a pureplay online retailer), they have to connect the dots because shoppers – whether consumers or B2B buyers –don't think in clearly defined channels anymore. The expectation is connectedness – for on- and offline experiences, promotions, products, and customer data. What does this mean practically for businesses selling goods on- and offline? It touches a lot of systems: inventory info on the eCommerce site, fulfillment options across channels (buy online/pickup in store), order information (representing various channels for a cohesive view of shopper order history), promotions across digital and store, etc.  A few years ago, the main link between store and digital was the smartphone. We all remember when “apps” became a thing and many of our customers were scrambling to get a native app out there. Now we're seeing more strategic thinking around the benefits of mobile web vs. native and how that ties in to the purpose and role of mobile within the digital channel. Put it more broadly, how these pieces fit together in the overall brand puzzle.  The same could be said for “showrooming.” Where it was a major concern (i.e., shoppers using stores to look at merchandise and then order online from Amazon), in recent months, it’s emerged that the inverse is now becoming a a reality as well. "Webrooming" (using digital sites to do research before making a purchase in the store) is a new behavior pure play retailers are challenged with. There are many technologies, behaviors, and information that need to tie together to offer a holistic omnichannel shopping experience. As a result, brands are looking for ways to connect the digital and in-store experiences to bridge the gaps: shared assortments across channels, assisted selling apps that arm associates with information about shoppers, shared promotions, inventory, etc. QUESTION: How has Oracle Commerce been built to help brands make the link between in-store and digital over the last few years? Kristen: Over the last seven years, the product has been in step with the changes in industry needs. Here is a brief history of the evolution: Prior to Oracle’s acquisition of ATG and Endeca, key investments were made to cross-channel functionality that we are still building on today. Commerce Service Center (v2007.1) ATG introduced the Commerce Service Center in 2007.1 and marked the first entry into what was then called “cross-channel.” The Commerce Service Center is a call-center-agent-facing application that enables agents to see shopper orders, online catalog, promotions, and pricing. It is tightly integrated with the eCommerce capabilities of the platform and commerce engine and provided a means of connecting data from the call center and online channels.  REST services framework (v9.1)  In v9.1 we introduced the REST services framework and interface in the Platform that enabled customers to use ATG web services in other applications. This framework has become the basis for our subsequent omni-channel features and functionality. Multisite Architecture (v10) With the v10 release, we introduced the Multisite Architecture, which enabled customers to manage multiple sites (and channels) within a single instance of the BCC. Customers could create site- and channel-specific catalogs, promotions, targeters, and scenarios. Endeca Page Builder (2.x) / Experience Manager (3.x) With the introduction of Endeca for Mobile (now part of the core platform, available through the reference store – see blow) on top of Page Builder (and then eventually Experience Manager), Endeca gave business users the tools to create and manage native and mobile web applications. And since the acquisition of both ATG (2011) and Endeca (2012), Oracle Commerce has leveraged the best of each leading technology’s capabilities for omnichannel commerce to continue to drive innovation for our customers. Service enablement of core Oracle Commerce capabilities (v10.1.1, 10.2, & 11) After the establishment of the REST services framework and interface, we followed up in subsequent releases with service enablement of core Oracle Commerce capabilities throughout the iOS native app and the enablement of the core Commerce Service Center features. The result is that customers can leverage these services for their integrations with other systems, as well as their omnichannel initiatives.  Mobile web reference application (v10.1) In 10.1 we introduced the shopper-facing mobile reference application that showed how to use Oracle Commerce to deliver a mobile web experience for shoppers. This included the use of Experience Manager and cartridges to drive those experiences on select pages.  Native (iOS) reference application (v10.1.1)  We came out with the 10.1.1 shopper-facing native iOS ref app that illustrated how to use the Commerce REST services to deliver an iOS app. Also included Experience Manager-driven pages.   Assisted Selling reference application (v10.2.1)  The Assisted Selling reference application is our first reference application designed for the in-store associate. This iOS app shows customers how they can use Oracle Commerce data and information to provide a high-touch, consultative sales environment as well as to put the endless aisle into hands of their associates. Shoppers can start a cart online, and in-store associates can access that cart via the application to provide more information or add products and then transact using the ATG engine. Support for Retail promotions (v11) As part of the v11 release, we worked with teams in the Oracle Retail Global Business Unit (RGBU) to assess which promotion types and capabilities are supported across our products. Those products included Oracle Commerce, Oracle Point of Service (ORPOS), and Oracle Retail Price Management (RPM). The result is that customers can now more easily support omnichannel use cases between the store and digital.  Making sure Oracle Commerce can help support the omnichannel needs of our customers is core to our product strategy. With 89% of consumers now use two or more channels to make a single purchase, ensuring that cross-channel interactions are linked is critical to a great customer experience – and to sales. As Oracle Commerce evolves, we want to make it simple for organizations to create, deliver, and scale experiences across touchpoints with our create once, deploy commerce anywhere framework. We have a flexible, services-oriented architecture that allows data, content, catalogs, cart, experiences, personalization, and merchandising to be shared across touchpoints and easily extended in to new environments like mobile, social, in-store, Call Center, and new Websites. [For the latest downloads and Oracle Commerce documentation, please visit the Oracle Technical Network.] ------ Thank you to both Brian and Kristen for their contributions and to this blog series and their continued thought leadership for Oracle Commerce. We are all looking forward to the coming years of months of new shopping behaviors and opportunities to innovate. Because – if the digital fabric of our everyday lives continues to change at the same pace – the next five years (that just under 2,000 days), will be dramatic. ---------- THIS DOCUMENT IS FOR INFORMATIONAL PURPOSES ONLY AND MAY NOT BE INCORPORATED INTO A CONTRACT OR AGREEMENT

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  • Product Value Chain Management: How Oracle is Taking the Lead on Next Generation Enterprise PLM

    To manage growing product complexity and innovation challenges, Product Lifecycle Management solutions have become staple IT investments over the years. But as product information continues to span more and more functions inside the company and out, we've seen many customer PLM implementations adapt and expand to serve new needs in a fully connected world. We call this next level of PLM the Product Value Chain, an integrated business model that offers powerful new strategies for executives to collectively leverage PLM other industry leading Oracle applications to achieve further incremental value. In this Appcast, hear Terri Hiskey, Director PLM Product Marketing, and John Kelley, VP PLM Product Strategy, discuss Oracle's vision for next generation enterprise PLM: the Product Value Chain.

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  • SQL Server 2008 Registration with Product Key

    - by Kanini
    A colleague of mine gave me the SQL Server 2008 Standard ISO image and I used that while building a Virtual Machine. Now, when I installed SQL Server with that above mentioned ISO, I did not give it a key and I chose Enterprise Evaluation. So, the instance has now been activated with 180-day expiration. I do have a valid MSDN Subscriber login but when I login and search for SQL Server 2008 it comes up with the download but says No Product Key is required. How do I now enter the product key?

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  • Shopify: Replacing Product Radio Buttons With Dropdown Select

    - by Wade D Ouellet
    Hi, With Shopify I am trying to alter my product template to display a dropdown select list instead of radio buttons for my product variants. I managed to do this but when you try and add a product to the cart from the list it says, "No variant ID was passed." Here is the code for their radio buttons: <ul id="product-variants"> {% for variant in product.variants %} <li> {% if variant.available %} <input type="radio" name="id" value="{{variant.id}}" id="radio_{{variant.id}}" style="vertical-align: middle;" {%if forloop.first%} checked="checked" {%endif%} /> <label for="radio_{{variant.id}}"><span class="sku">{{ variant.sku }}</span> {%if variant.title != 'Default' %}{{ variant.title }} for {%endif%} <span class="price">{{ variant.price | money_with_currency }}</span></label> {% else %} <del style="margin-left: 26px">{{ variant.title }}</del>&nbsp;<span>Sold Out!</span> {% endif %} </li> {% endfor %} </ul> Here is the code for my dropdown select at this point: <select id="product-variants"> {% for variant in product.variants %} <li> {% if variant.available %} <option value="{{variant.id}}" selected="selected"><span class="sku">{{ variant.sku }}</span> {%if variant.title != 'Default' %}{{ variant.title }} for {%endif%} <span class="price">{{ variant.price | money_with_currency }}</span></option> {% else %} <del style="margin-left: 26px">{{ variant.title }}</del>&nbsp;<span>Sold Out!</span> {% endif %} </li> {% endfor %} </select> Thanks, Wade

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  • Suggest product catalog script/framework in PHP which doesn't displays product price

    - by Amit Kumar Jha
    Hey all, I am new to web development and have this project in hand where in I have to build a product catalogue. I don't want any cart functionality or other such features, I just want to display the products,their specifications and images etc. on the website and give my client an admin panel to manage products. Now I looked into various PHP shopping cart scripts but couldn't find a way to remove price info from the display. I am not experienced enough in web development to make a product catalogue from scratch so if you guys could point me out in right direction I would be very grateful. If you could give me link to some shopping cart or cataloguing script or any other way to accomplish the task it would help me out a lot.. Thanks in advance to all those who reply.

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  • magento, making a grouped product show on sale based on product children prices

    - by thrice801
    Hi, Question regarding Magento and sale items. So I have to use grouped items to link multiple items which are the same style but different colors, these are the items I have showing on my search results/category pages. - I am trying to figure out how I can make the master sku, show as on sale, when the children items are marked on sale. I am able to make it show up on the product page, but anytime I have tried calling any of the getchildren methods outside of grouped.phtml, I have failed, horribly. I think I worked on that method for probably 36 hours unsuccessfully calling it from any other page. So, I thought I would ask here. Does anyone know how I could call the getchildskus or whatever it is method, from the category page, so that I can do something like, for each child product, compare sale price with active price, if there is a difference, calculate the percentage off, and display the largest difference as "ON SALE, UP TO 30% OFF!", or whatever it may be? Any help would be much appreciated. (oh, and I cant set a price on the main group sku, I sell sunglasses and watches mainly and many times a different color will differ in price quite significantly.)

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  • change USB vendor id / product id

    - by Hugh Allen
    Under Windows, is there any easy way to change or forge the vendor and product id of a USB device? Say for example there's a useful program which expects a particular (but ubiquitous and generic) device but you think it will probably work with the device that you actually have. I've done lots of Googling and apparently you can do it under Linux so it occurs to me to run Windows in a VM under Linux, but that would be a bit inconvenient.

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  • windows product key

    - by Chris
    Hi, I received from my distributer a wrong OEM version of a windows7, I dont have time to send it back and wait for an other. Can I use the UK product key with a dutch dvd? (the one I used myself)

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  • Magento: Attribute always returns default value in catalog view, works fine in product view

    - by colinodell
    I've created a new Yes/No attribute for products. I've extended the Product model to do some custom logic and the custom functions are working everywhere. When I initially tried getting the custom attribute value, I ran into some issue. Magento wasn't loading it for me, so calls to $product-getMyAttributeName() did nothing. In the product views, I got it working with this additional function: public function getAttrVal($attr_name) { return $this->getResource()->getAttribute($attr_name)->getFrontend()->getValue($this); } So that worked great when viewing a product on the frontend. It would fetch the assigned value if set, or the default if not. When I view any Category (grid of all products in that category), the same exact code is being executed. But my getAttrVal() function always returns the default value, even if I've explicitly set this value for my product. I can't, for the life of me, figure out why the attribute loads correctly in the Product view but the Category view always grabs the default value, despite running the same exact code. Any thoughts?

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  • Prioritizing Product Features

    - by Robert May
    A very common task in Agile Environments is prioritization.  Teams that are functioning well will prioritize new features, old features, the backlog, and any other source of stories for the team, and they’ll do it regularly. Not all teams are good at prioritizing according to the real return on investment that building stories will yield to the company.  This is unfortunate.  Too often, teams end up building features that are less valuable, and everyone seems to know it except perhaps the product owner!  Most features built into software are never even used.  Clearly, not much return for features that go unused. So how does a company avoid building features that add little value to the company?  This is a tough question to answer, but usually, this prioritization starts at the top with the executives of the company.  After all, they’re responsible for the overall vision of the company. Here’s what I recommend: Know your market. Know your customers and users. Know where you’re going and what you want to achieve. Implement the Vision Know Your Market We often see companies that don’t know their market.  Personally, I’m surprised by this.  These companies don’t know who their competitors are, don’t know what features make their product desirable in the market, and in many cases, get by with saying, “I’ve been doing this for XX years.  I know what the market wants!”  In many cases, they equate “marketing” with “advertising” and don’t understand the difference. This is almost never true.  Good companies will spend significant amounts of time and money finding out who they’re competing against and what makes their competitors successful in the marketplace.  Good companies understand that marketing involves more than just advertising.  Often, marketing is mostly research and analysis, not sales.  Until you understand your market, you cannot know what features will give you the best return on your investment dollar. Good companies have a marketing department and can answer the next important step which is to know your customers and your users. Know your Customers and Users First, note that I included both customers and users.  They’re often not the same thing.  Users use the product that you build.  Customers buy the product that you build.  It’s a subtle difference, but too often, I’ve seen companies that focus exclusively on one or the other and are not successful simply because they ignore an important part of the group. If your company is doing appropriate marketing, you know that these are two different aspects of your product and that both deserve attention to have a product that is successful in your target market.  Your marketing department should be spending a lot of time understanding these personas and then conveying that information to the company. I’m always surprised when development teams think that they can build a product that people want to use without understanding the users of that product.  Developers think differently than most people in the world.  They know what the computer is doing.  The computer isn’t magic to them.  So when they assume that they know how to build something, they bring with them quite a bit of baggage.  Never assume that you know your customer unless you’re regularly having interaction with them.  Also, don’t just leave this to Marketing or Product Management.  Take them time to get your developers out with the customers as well.  Developers are very smart people, and often, seeing how someone uses their software inspires them to make a much better product. Very often, because the users and customers aren’t know, teams will spend a significant amount of time building apps that are super flexible and configurable so that any possible combination of feature can be used.  This demonstrates a clear lack of understanding of the customer.  Most configuration questions can quickly be answered by talking to the customer.  In most cases, if your software requires significant setup and configuration before its usable, you probably don’t know your customers and users very well. Until you know your customers, you cannot know what features will be most valuable to your customers and you cannot build those features in a way that your customers can use. Know Where You’re Going and What You Want to Achieve Many companies suffer from not having a plan.  Executives will tell the team to make them a plan.  The team, not knowing their market and customers and users, will come up with a plan that doesn’t reflect reality and doesn’t consider ROI.  Management then wonders why the product is doing poorly in the market place. Instead of leaving this up to the teams, as executives, work with Marketing to understand what broad categories of features will sell the most product in the marketplace.  Then, once you’ve determined that, give this vision to the team and let them run with it.  Revise the vision as needed, but avoid changing streams frequently.  Sure, sometimes you need to, but often, executives will change priorities many times a month, leading to nothing more than confusion.  If the team has a vision, they’ll be able to execute that vision far better than they could otherwise. By knowing what products are most important, you can set budgetary goals and guidelines that will help you achieve the vision that was created. Implement the Vision Creating the vision is often where the general executives stop participating in the plan.  The team is responsible for implementing that vision.  Executives should attend showcases and and should remain aware of the progress that the team is making towards meeting the vision, however. Once a broad vision has been created, the team should break that vision down into minimal market features (MMF).  These MMFs should be sized using story points so that, using the team’s velocity, an estimated cost can be determined for each feature.  The product management team should then try to quantify the relative value of the MMFs based on customer feedback and interviews.  Once the value and cost of creating the feature is understood, a return on investment can be calculated.  The features should then be prioritized with the MMF’s that have the highest value and lowest cost rising to the top of features to implement.  Don’t let politics get in the way! Once the MMF’s have been prioritized, they should go through release planning to schedule them for implementation. Conclusion By having a good grasp on the strategy of the company, your Agile teams can be much more effective.  Each and every story the team is implementing will roll up into features that matter to the company and provide ROI to them.  The steps outlined in this post should be repeated on a regular basis.  I recommend reviewing them at least once per quarter to make sure that the vision hasn’t shifted and that the teams are still working on what matters most to the company. Technorati Tags: Agile,Product Owner,ROI

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  • Software Design for Product Verticals and Service Verticals

    - by Rachel
    In every industry there are two verticals Product Vertical and Service Vertical, so my question is: How does design approach changes while designing Software for Product Vertical as compared to developing Software for Service Vertical ? What are the pros and cons for each case ? Also, in case of Product Vertical, How you go about designing Product or Features and what are steps involved ? Lastly, I was reading How Facebook Ships Code article and it appears that Product Managers have very little influence on how Product is developed and responsibility lies mainly with the Developer for the feature. So is this good practice and why one would go for this approach ? What would be your comment on this kind of approach ?

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  • e-commerce product data/metadata schemas

    - by Shreko
    Trying to figure out how is product data/metadata schema designed. For example, how does an e-commerce site enter a product spec. Does it copy and paste from mfg spec sheet, enters it in their own fields or something else? Here is an example, looking at the D3000 Nikon DSLR Manufacturer: http://nikon.ca/en/Product.aspx?m=17300&disp=Specs futureshop.ca: www.futureshop.ca/en-CA/product/nikon-nikon-d3000-10-2mp-dslr-camera-with-18-55mm-lens-kit-d3000/10128435.aspx?path=865c2348a1542e848982c9dbd9253483en02 memoryexpress.com: www.memoryexpress.com/Products/PID-MX25539%28ME%29.aspx They are all slightly different in order or in parent/child field? What's storage is used for this type of info rdbms or xml?

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  • Can the customer be a SCRUM Product Owner in a project?

    - by Morten
    I just had a discussion with a colleague about the Product Owner role: In a project where a customer organization has brought in a sofware developing organization (supplier), can the role of Product Owner be successfully held by the customer organization, or should it always be held by the supplier? I always imagined, that the PO was the supplier organizations guy. The guy that ensured that the customer is happy, and continously fed with new and high-businessvalue functionality, but still an integral part of the developer organization. However, maybe I have viewed the PO role too much like the waterfall project manager. My colleague made me think: If the customer organization is mature and proffessional enough, why not let a person from their camp prioritize the backlog?? That would put the PO role much closer to the business, thus being (in theory) better to assess the business value of backlog items. To me, that is an intriguing thought. But what are the implication of such a setup??? I look forward to your input.

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  • Does it help to be core programmer of a product (meant for social good) for getting into a PhD program at a top university?

    - by Maddy.Shik
    Hey i am working upon a product as core developer which will be launched in USA market in few months if successful. Can this factor improve my chances for getting accepted into a PhD program at a top university (say top 20 in US)? Normally good universities like CMU, Standford, MIT, Cornell are more interested in student's profile like research work, undergraduate school, etc. I am now passed out from very good university it's ranked in top 20 of India only. Neither did I do research work till now. But being one of founding member of company and developing product for same, I want to know if this factor can help and to what extent.

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  • Windows 8.1 won't accept my Media Center Pack Product Key

    - by Daniel
    I just installed Windows 8.1 Pro as an upgrade from an ISO torrent. I was able to activate my original Windows 8 key successfully. However, I tried to activate my Media Center Pack key that I purchased for Windows 8 and it errors out the first try. When I try to activate it again, it then says "This key won't work. Check it and try again, or try a different key.". Do I have to purchase the key again? Thanks

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  • Euler angles to Cartesian Coordinates for use with gluLookAt

    - by notrodash
    I have searched all of the internet but just couldn't find the answer. I am using LibGDX and this is part of my code that loops over and over: public void render() { GL11 gl = Gdx.gl11; float centerX = (float)Math.cos(yaw) * (float)Math.cos(pitch); float centerY = (float)Math.sin(yaw) * (float)Math.cos(pitch); float centerZ = (float)Math.sin(pitch); System.out.println(centerX+" "+centerY+" "+centerZ+" ~ "+GDXRacing.camera.position.x+" "+GDXRacing.camera.position.y+" "+GDXRacing.camera.position.z); Gdx.glu.gluLookAt(gl, GDXRacing.camera.position.x, GDXRacing.camera.position.y, GDXRacing.camera.position.z, centerX, centerY, centerZ, 0, 1, 0); if(Gdx.input.isKeyPressed(Keys.A)) { yaw--; } if(Gdx.input.isKeyPressed(Keys.D)) { yaw++; } } I might just be bad at the math, but I dont get it. Does someone have a good explanation and an idea about how to deal with this? I am trying to make a first person camera. By the way, the camera is translated by +10 on the Z axis. Currently when I run the application, this is what I get: Watch video in browser | Download video (for those who cant download the video, everything shakes in a clockwise/anticlockwise action, depending on if I increase or decrease the Yaw value) -Thank you. [edit] and with this code: public void render() { GL11 gl = Gdx.gl11; float centerX = (float)(MathUtils.cosDeg(yaw)*4); float centerY = 0; float centerZ = (float)(MathUtils.sinDeg(yaw)*4); System.out.println(centerX+" "+centerY+" "+centerZ+" ~ "+GDXRacing.camera.position.x+" "+GDXRacing.camera.position.y+" "+GDXRacing.camera.position.z); Gdx.glu.gluLookAt(gl, GDXRacing.camera.position.x, GDXRacing.camera.position.y, GDXRacing.camera.position.z, centerX, centerY, centerZ, 0, 1, 0); if(Gdx.input.isKeyPressed(Keys.A)) { yaw--; } if(Gdx.input.isKeyPressed(Keys.D)) { yaw++; } } it slowly swings from the left to the right. This approach worked for turning left and right for 2d games though. What am I doing wrong?

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  • Precision loss when transforming from cartesian to isometric

    - by Justin Skiles
    My goal is to display a tile map in isometric projection. This tile map has 25 tiles across and 25 tiles down. Each tile is 32x32. See below for how I'm accomplishing this. World Space World Space to Screen Space Rotation (45 degrees) Using a 2D rotation matrix, I use the following: double rotation = Math.PI / 4; double rotatedX = ((tileWorldX * Math.Cos(rotation)) - ((tileWorldY * Math.Sin(rotation))); double rotatedY = ((tileWorldX * Math.Sin(rotation)) + (tileWorldY * Math.Cos(rotation))); World Space to Screen Space Scale (Y-axis reduced by 50%) Here I simply scale down the Y value by a factor of 0.5. Problem And it works, kind of. There are some tiny 1px-2px gaps between some of the tiles when rendering. I think there's some precision loss somewhere, or I'm not understanding how to get these tiles to fit together perfectly. I'm not truncating or converting my values to non-decimal types until I absolutely have to (when I pass to the render method, which only takes integers). I'm not sure how to guarantee pixel perfect rendering precision when I'm rotating and scaling on a level of higher precision. Any advice? Do I need to supply for information?

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  • Is hierarchical product backlog a good idea in TFS 2012-2013?

    - by Matías Fidemraizer
    I'd like to validate I'm not in the wrong way. My team project is using Visual Studio Scrum 2.x. Since each area/product has a lot of kind of requirements (security, user interface, HTTP/REST services...), I tried to manage this creating "parent backlogs" which are "open forever" and they contain generic requirements. Those parent backlogs have other "open forever" backlogs, and/or sprint backlogs. For example: HTTP/REST Services (forever) ___ Profiles API (forever) ________ POST profile (forever) _______________ We need a basic HTTP/REST profiles' API to register new user profiles (sprint backlog) Is it the right way of organizing the product backlog? Note: I know there're different points of view and that would be right for some and wrong for others. I'm looking for validation about if this is a possible good practice on TFS with Visual Studio Scrum.

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  • Same product name in different categories

    - by Shawn
    I have two questions about URL structure for SEO. I have one product belongs to multiple categories. Is this OK for SEO OR shall I give them different product names? http://example.com/shirts/denim/poloshirt.html http://example.com/shirts/pinkcolor/poloshirt.html Is it good or to put numeric product code in the URL as this: http://example.com/shirts/denim/shirt-st397.html http://example.com/shirts/denim/shirt-sw160.html Google regard it as one product or different products?

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  • Product Catalog Schema design

    - by FlySwat
    I'm building a proof of concept schema for a product catalog to possibly replace a very aging and crufty one we use. In our business, we sell both physical materials and services (one time and reoccurring charges). The current catalog schema has each distinct category broken out into individual tables, while this is nicely normalized and performs well, it is fairly difficult to extend. Adding a new attribute to a particular product involves changing the table schema and backpopulating old data. An idea I've been toying with has been something along the line of a base set of entity tables in 3rd normal form, these will contain the facts that are common among ALL products. Then, I'd like to build an Attribute-Entity-Value schema that allows each entity type to be extended in a flexible way using just data and no schema changes. Finally, I'd like to denormalize this data model into materialized views for each individual entity type. This views are what the application would access. We also have many tables that contain business rules and compatibility rules. These would join against the base entity tables instead of the views. My big concerns here are: Performance - Attribute-Entity-Value schemas are flexible, but typically perform poorly, should I be concerned? More Performance - Denormalizing using materialized views may have some risks, I'm not positive on this yet. Complexity - While this schema is flexible and maintainable using just data, I worry that the complexity of the design might make future schema changes difficult. For those who have designed product catalogs for large scale enterprises, am I going down the totally wrong path? Is there any good best practice schema design reading available for product catalogs?

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