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  • How to start to gain experience of managing a project

    - by Tim
    There are some job requirements of project management experience for a programmer, such as: the candidate has to have some experience managing a project, not necessarily with subordinates, but rather having worked on a project all the way from design down to test. I was wondering what "subordinates" mean here? if there are some books, webpages or elsewhere with both general guideline and simple practical sample projects to help one get some basics about the whole process of a project. I am particularly interested in projects for both Linux and Windows, in C, C++, Python, Java. I am considering to start by playing on my own, not eager to find a company yet. My major was not CS, so I might lack the basics.

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  • What is the best agile project management technique for developing innovative software systems?

    - by user654019
    I am involved with the development of innovative software. The development is innovative since we don't know how to develop it and what algorithm should we use to implement and nobody else did it before. The process consists of several stages of studying books/papers, suggesting algorithms, writing prototypes and comparing the result with actual data. We hope that after some iteration, we converge to a valid software system. What is the best project management approach that we can use? Is there any project management software for these types of projects?

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  • What Do I Need To Know About Servers In a Web Development Role?

    - by john
    I know that may sound a little vague, so I'll try and explain a little further... After being self employed developer for many years I'm now in search of a commercial web developer role. My only experience with servers and hosting is uploading through FTP and playing around with CPanel/WHM a little. The role's I'm going for are web development PHP, MySQL, HTML, CSS type roles, but in recent interviews I've been asked questions about setting up things on the server, that I had no idea what was being said... which wasn't ideal! Without knowing more than I do, it's hard to explain what exactly I'm looking to learn, but it's basically just the server elements I should know as a web developer? If you're a web developer, do you have any dealing with the server apart from uploading files, and if so, what? Are things like Subversion(SVN) and version control systems often set up by the web development team, could that be what they were talking about?

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  • Oracle Fusion Applications User Experience

    Designed from the ground-up using the latest technology advances and incorporating the best practices gathered from Oracle's thousands of customers, Fusion Applications are 100% open standards-based business applications that set a new standard for the way we innovate, work and adopt technology. The Fusion Applications User Experience is a revolutionary new design that brings together what you need to know, what you need to do, how to get it done and who you can contact - all in one role-based design. In this podcast, from the Fusion Applications User Experience design team about how this breakthrough design was created and how it will benefit customers.

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  • Java - Problem in deploying Web Application

    - by Yatendra Goel
    I have built a Java Web Application and packed it in a .war file and tested it on my local tomcat server and it is running fine. But when I deployed it on my client's server, it is showing an error. According to the remote server (my client's server), it is not finding a tld file packed in a jar file which I had placed in WEB-INF/lib directory. But when I checked the WEB-INF/lib directory for the jar file, i found that it was there. The contents of META-INF/MANIFEST.MF is as follows: Manifest-Version: 1.0 Class-Path: I think that there is no need to explicitly mention the classpath of WEB-INF/lib directory as it is in the classpath of any web application by default. Then, why the server can't find the jar file in the lib directory when I deployed it on a remote server and why it is working when I deployed the same application on my local server. I posted a question for this at http://stackoverflow.com/questions/2441254/struts-1-struts-taglib-jar-is-not-being-found-by-my-web-application but found that the problem is unusual as nobody could answer it. So my questions are as follows: Q1. Is WEB-INF/lib still remains on the classpath if I leave the classpath entry blank as shown above in the MANIFEST.MF file or I should delete the classpath entry completely from the file or I should explicitly enter Class-Path: /WEB-INF/lib as the classpath entry? Q2. I have JSP pages, Servlets and some helper classes in the web application. Jsp pages are located at the root. Servlets and helper classes are located in WEB-INF/classes folder. So Is there any problem if my helper classes are located in the WEB-INF/classes folder? Note: Please note that this question is not same as my previous question. It is a follow-up question of my previous question. Both the servers (local and remote) are tomcat servers.

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  • System.InvalidOperationException compiling ASP.NET app on Mono

    - by Radu094
    This is the error I get when I start my ASP.NET application in Mono: System.InvalidOperationException: The process must exit before getting the requested information. at System.Diagnostics.Process.get_ExitCode () [0x00044] in /usr/src/mono-2.6.3/mcs/class/System/System.Diagnostics/Process.cs:149 at (wrapper remoting-invoke-with-check) System.Diagnostics.Process:get_ExitCode () at Mono.CSharp.CSharpCodeCompiler.CompileFromFileBatch (System.CodeDom.Compiler.CompilerParameters options, System.String[] fileNames) [0x001ee] in /usr/src/mono-2.6.3/mcs/class/System/Microsoft.CSharp/CSharpCodeCompiler.cs:267 at Mono.CSharp.CSharpCodeCompiler.CompileAssemblyFromFileBatch (System.CodeDom.Compiler.CompilerParameters options, System.String[] fileNames) [0x00011] in /usr/src/mono-2.6.3/mcs/class/System/Microsoft.CSharp/CSharpCodeCompiler.cs:156 at System.CodeDom.Compiler.CodeDomProvider.CompileAssemblyFromFile (System.CodeDom.Compiler.CompilerParameters options, System.String[] fileNames) [0x00014] in /usr/src/mono-2.6.3/mcs/class/System/System.CodeDom.Compiler/CodeDomProvider.cs:119 at System.Web.Compilation.AssemblyBuilder.BuildAssembly (System.Web.VirtualPath virtualPath, System.CodeDom.Compiler.CompilerParameters options) [0x0022f] in /usr/src/mono-2.6.3/mcs/class/System.Web/System.Web.Compilation/AssemblyBuilder.cs:804 at System.Web.Compilation.AssemblyBuilder.BuildAssembly (System.Web.VirtualPath virtualPath) [0x00000] in /usr/src/mono-2.6.3/mcs/class/System.Web/System.Web.Compilation/AssemblyBuilder.cs:730 at System.Web.Compilation.BuildManager.GenerateAssembly (System.Web.Compilation.AssemblyBuilder abuilder, System.Web.Compilation.BuildProviderGroup group, System.Web.VirtualPath vp, Boolean debug) [0x00254] in /usr/src/mono-2.6.3/mcs/class/System.Web/System.Web.Compilation/BuildManager.cs:624 at System.Web.Compilation.BuildManager.BuildInner (System.Web.VirtualPath vp, Boolean debug) [0x0011c] in /usr/src/mono-2.6.3/mcs/class/System.Web/System.Web.Compilation/BuildManager.cs:411 at System.Web.Compilation.BuildManager.Build (System.Web.VirtualPath vp) [0x00050] in /usr/src/mono-2.6.3/mcs/class/System.Web/System.Web.Compilation/BuildManager.cs:356 at System.Web.Compilation.BuildManager.GetCompiledType (System.Web.VirtualPath virtualPath) [0x0003a] in /usr/src/mono-2.6.3/mcs/class/System.Web/System.Web.Compilation/BuildManager.cs:803 at System.Web.Compilation.BuildManager.CreateInstanceFromVirtualPath (System.Web.VirtualPath virtualPath, System.Type requiredBaseType) [0x0000c] in /usr/src/mono-2.6.3/mcs/class/System.Web/System.Web.Compilation/BuildManager.cs:500 at System.Web.UI.PageParser.GetCompiledPageInstance (System.String virtualPath, System.String inputFile, System.Web.HttpContext context) [0x0001c] in /usr/src/mono-2.6.3/mcs/class/System.Web/System.Web.UI/PageParser.cs:161 at System.Web.UI.PageHandlerFactory.GetHandler (System.Web.HttpContext context, System.String requestType, System.String url, System.String path) [0x00000] in /usr/src/mono-2.6.3/mcs/class/System.Web/System.Web.UI/PageHandlerFactory.cs:45 at System.Web.HttpApplication.GetHandler (System.Web.HttpContext context, System.String url, Boolean ignoreContextHandler) [0x00055] in /usr/src/mono-2.6.3/mcs/class/System.Web/System.Web/HttpApplication.cs:1643 at System.Web.HttpApplication.GetHandler (System.Web.HttpContext context, System.String url) [0x00000] in /usr/src/mono-2.6.3/mcs/class/System.Web/System.Web/HttpApplication.cs:1624 at System.Web.HttpApplication+<Pipeline>c__Iterator2.MoveNext () [0x0075f] in /usr/src/mono-2.6.3/mcs/class/System.Web/System.Web/HttpApplication.cs:1259 I checked the source code indicated by the stacktrace, namely :CSharpCodeCompiler.cs:267 mcs.WaitForExit(); result.NativeCompilerReturnValue = mcs.ExitCode; //this throws the exception I have no ideea if this is a bug in Mono, or if my App is doing something it shoudn't. A simple "Hello World" application indicates that Mono is properly installed and working, It is just my app that is causing this exception to be thrown. Hoping some enlighted minds have more on the issue

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  • ASP.NET Web Service Throws 401 (unauthorized) Error

    - by user268611
    Hi Experts, I have this .NET application to be run in an intranet environment. It is configured so that it requires Windows Authentication before you can access the website (Anonymous access is disabled). This website calls a web service (enable anonymous access) and the web service calls the DB. We do have a token-based authentication between the web application and the web service to secure the communication between them. The issue I'm facing is that when I deploy this to production, I'm having an intermittent issue whereby the communication between the web application and the web service failed. The 401 issue was thrown. This is actually working fine in our QA environment. Is this an issue with Active Directory? Or could it be an isssue with FQDN as mentioned here: http://support.microsoft.com/default.aspx?scid=kb;en-us;896861? The weirdest thing is that this is happening intermittently when tested in both on the server itself and a remote workstation in my client's environment. But, this is working perfectly in my environment. OS: Windows Server SP1 IIS 6 .NET 3.5 Framework Any idea about the 401 (Unauthorized) issue?? Thx for the help... This is from the log... Event code: 3005 Event message: An unhandled exception has occurred. Event time: 4/5/2010 10:44:57 AM Event time (UTC): 4/5/2010 2:44:57 AM Event ID: 6c8ea2607b8d4e29a7f0b1c392b1cb21 Event sequence: 155112 Event occurrence: 2 Event detail code: 0 Application information: Application domain: xxx Trust level: Full Application Virtual Path: xxx Application Path: xxx Machine name: xxx Process information: Process ID: 4424 Process name: w3wp.exe Account name: NT AUTHORITY\NETWORK SERVICE Exception information: Exception type: WebException Exception message: The request failed with HTTP status 401: Unauthorized. Request information: Request URL: http://[ip]/[app_path] Request path: xxx User host address: [ip] User: xxx Is authenticated: True Authentication Type: Negotiate Thread account name: xxx Thread information: Thread ID: 6 Thread account name: xxx Is impersonating: False Stack trace: at System.Web.Services.Protocols.SoapHttpClientProtocol.ReadResponse(SoapClientMessage message, WebResponse response, Stream responseStream, Boolean asyncCall) at System.Web.Services.Protocols.SoapHttpClientProtocol.Invoke(String methodName, Object[] parameters) at wsVulnerabilityAdvisory.Service.test() at test.Page_Load(Object sender, EventArgs e) at System.Web.Util.CalliHelper.EventArgFunctionCaller(IntPtr fp, Object o, Object t, EventArgs e) at System.Web.Util.CalliEventHandlerDelegateProxy.Callback(Object sender, EventArgs e) at System.Web.UI.Control.OnLoad(EventArgs e) at System.Web.UI.Control.LoadRecursive() at System.Web.UI.Page.ProcessRequestMain(Boolean includeStagesBeforeAsyncPoint, Boolean includeStagesAfterAsyncPoint)

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  • Is there a way to identify which web framework is used in a site?

    - by ragu.pattabi
    Whenever I come across a cute website, I am always curious to know which web framework was used by its developers? Being a novice in web development, a look at the page source doesn't give any clue. Any way(s) to get this information? If possible, may be with a bit of Ruby magic, I can figure out things like: which is the most/least used framework for my favorite sites, audio/video heavy sites, etc.

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  • Why would one use REST instead of Web services?

    - by AngryHacker
    Attended an interesting demo on REST today, however, I couldn't think of a single reason (nor was one presented) why REST is in anyway better or simpler to use and implement than a Web Services stack. What are some of the reasons Why anyone in the "real world" use REST instead of the Web Services?

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  • Delight and Excite

    - by Applications User Experience
    Mick McGee, CEO & President, EchoUser Editor’s Note: EchoUser is a User Experience design firm in San Francisco and a member of the Oracle Usability Advisory Board. Mick and his staff regularly consult on Oracle Applications UX projects. Being part of a user experience design firm, we have the luxury of working with a lot of great people across many great companies. We get to help people solve their problems.  At least we used to. The basic design challenge is still the same; however, the goal is not necessarily to solve “problems” anymore; it is, “I want our products to delight and excite!” The question for us as UX professionals is how to design to those goals, and then how to assess them from a usability perspective. I’m not sure where I first heard “delight and excite” (A book? blog post? Facebook  status? Steve Jobs quote?), but now I hear these listed as user experience goals all the time. In particular, somewhat paradoxically, I routinely hear them in enterprise software conversations. And when asking these same enterprise companies what will make the project successful, we very often hear, “Make it like Apple.” In past days, it was “make it like Yahoo (or Amazon or Google“) but now Apple is the common benchmark. Steve Jobs and Apple were not secrets, but with Jobs’ passing and Apple becoming the world’s most valuable company in the last year, the impact of great design and experience is suddenly very widespread. In particular, users’ expectations have gone way up. Being an enterprise company is no shield to the general expectations that users now have, for all products. Designing a “Minimum Viable Product” The user experience challenge has historically been, to echo the words of Eric Ries (author of Lean Startup) , to create a “minimum viable product”: the proverbial, “make it good enough”. But, in our profession, the “minimum viable” part of that phrase has oftentimes, unfortunately, referred to the design and user experience. Technology typically dominated the focus of the biggest, most successful companies. Few have had the laser focus of Apple to also create and sell design and user experience alongside great technology. But now that Apple is the most valuable company in the world, copying their success is a common undertaking. Great design is now a premium offering that everyone wants, from the one-person startup to the largest companies, consumer and enterprise. This emerging business paradigm will have significant impact across the user experience design process and profession. One area that particularly interests me is, how are we going to evaluate these new emerging “delight and excite” experiences, which are further customized to each particular domain? How to Measure “Delight and Excite” Traditional usability measures of task completion rate, assists, time, and errors are still extremely useful in many situations; however, they are too blunt to offer much insight into emerging experiences “Satisfaction” is usually assessed in user testing, in roughly equivalent importance to the above objective metrics. Various surveys and scales have provided ways to measure satisfying UX, with whatever questions they include. However, to meet the demands of new business goals and keep users at the center of design and development processes, we have to explore new methods to better capture custom-experience goals and emotion-driven user responses. We have had success assessing custom experiences, including “delight and excite”, by employing a variety of user testing methods that tend to combine formative and summative techniques (formative being focused more on identifying usability issues and ways to improve design, and summative focused more on metrics). Our most successful tool has been one we’ve been using for a long time, Magnitude Estimation Technique (MET). But it’s not necessarily about MET as a measure, rather how it is created. Caption: For one client, EchoUser did two rounds of testing.  Each test was a mix of performing representative tasks and gathering qualitative impressions. Each user participated in an in-person moderated 1-on-1 session for 1 hour, using a testing set-up where they held the phone. The primary goal was to identify usability issues and recommend design improvements. MET is based on a definition of the desired experience, which users will then use to rate items of interest (usually tasks in a usability test). In other words, a custom experience definition needs to be created. This can then be used to measure satisfaction in accomplishing tasks; “delight and excite”; or anything else from strategic goals, user demands, or elsewhere. For reference, our standard MET definition in usability testing is: “User experience is your perception of how easy to use, well designed and productive an interface is to complete tasks.” Articulating the User Experience We’ve helped construct experience definitions for several clients to better match their business goals. One example is a modification of the above that was needed for a company that makes medical-related products: “User experience is your perception of how easy to use, well-designed, productive and safe an interface is for conducting tasks. ‘Safe’ is how free an environment (including devices, software, facilities, people, etc.) is from danger, risk, and injury.” Another example is from a company that is pushing hard to incorporate “delight” into their enterprise business line: “User experience is your perception of a product’s ease of use and learning, satisfaction and delight in design, and ability to accomplish objectives.” I find the last one particularly compelling in that there is little that identifies the experience as being for a highly technical enterprise application. That definition could easily be applied to any number of consumer products. We have gone further than the above, including “sexy” and “cool” where decision-makers insisted they were part of the desired experience. We also applied it to completely different experiences where the “interface” was, for example, riding public transit, the “tasks” were train rides, and we followed the participants through the train-riding journey and rated various aspects accordingly: “A good public transportation experience is a cost-effective way of reliably, conveniently, and safely getting me to my intended destination on time.” To construct these definitions, we’ve employed both bottom-up and top-down approaches, depending on circumstances. For bottom-up, user inputs help dictate the terms that best fit the desired experience (usually by way of cluster and factor analysis). Top-down depends on strategic, visionary goals expressed by upper management that we then attempt to integrate into product development (e.g., “delight and excite”). We like a combination of both approaches to push the innovation envelope, but still be mindful of current user concerns. Hopefully the idea of crafting your own custom experience, and a way to measure it, can provide you with some ideas how you can adapt your user experience needs to whatever company you are in. Whether product-development or service-oriented, nearly every company is ultimately providing a user experience. The Bottom Line Creating great experiences may have been popularized by Steve Jobs and Apple, but I’ll be honest, it’s a good feeling to be moving from “good enough” to “delight and excite,” despite the challenge that entails. In fact, it’s because of that challenge that we will expand what we do as UX professionals to help deliver and assess those experiences. I’m excited to see how we, Oracle, and the rest of the industry will live up to that challenge.

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  • How do I manage the technical debate over WCF vs. Web API?

    - by Saeed Neamati
    I'm managing a team of like 15 developers now, and we are stuck at a point on choosing the technology, where the team is broken into two completely opposite teams, debating over usage of WCF vs. Web API. Team A which supports usage of Web API, brings forward these reasons: Web API is just the modern way of writing services (Wikipedia) WCF is an overhead for HTTP. It's a solution for TCP, and Net Pipes, and other protocols WCF models are not POCO, because of [DataContract] & [DataMember] and those attributes SOAP is not as readable and handy as JSON SOAP is an overhead for network compared to JSON (transport over HTTP) No method overloading Team B which supports the usage of WCF, says: WCF supports multiple protocols (via configuration) WCF supports distributed transactions Many good examples and success stories exist for WCF (while Web API is still young) Duplex is excellent for two-way communication This debate is continuing, and I don't know what to do now. Personally, I think that we should use a tool only for its right place of usage. In other words, we'd better use Web API, if we want to expose a service over HTTP, but use WCF when it comes to TCP and Duplex. By searching the Internet, we can't get to a solid result. Many posts exist for supporting WCF, but on the contrary we also find people complaint about it. I know that the nature of this question might sound arguable, but we need some good hints to decide. We're stuck at a point where choosing a technology by chance might make us regret it later. We want to choose with open eyes. Our usage would be mostly for web, and we would expose our services over HTTP. In some cases (say 5 to 10 percent) we might need distributed transactions though. What should I do now? How do I manage this debate in a constructive way?

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  • Announcing General Availability of the E-Business Suite Plug-in

    - by Kenneth E.
    Oracle E-Business Suite Application Technology Group (ATG) is pleased to announce the General Availability of Oracle E-Business Suite Plug-in 12.1.0.1.0, an integral part of Application Management Suite for Oracle E-Business Suite.The combination of Enterprise Manager 12c Cloud Control and the Application Management Suite combines functionality that was available in the standalone Application Management Pack for Oracle E-Business Suite and Application Change Management Pack for Oracle E-Business Suite with Oracle’s Real User Experience Insight product and the Configuration & Compliance capabilities to provide the most complete solution for managing Oracle E-Business Suite applications. The features that were available in the standalone management packs are now packaged into the Oracle E-Business Suite Plug-in, which is now fully certified with Oracle Enterprise Manager 12c Cloud Control. This latest plug-in extends Cloud Control with E-Business Suite specific system management capabilities and features enhanced change management support.Here is all the information you need to get started:EBS Plug-in 12.1.0.1.0 info -Full Announcement•    E-Business Suite Plug-in 12.1.0.1 for Enterprise Manager 12c Now Available MOS -•    Getting Started with Oracle E-Business Suite Plug-in, Release 12.1.0.1.0 (Doc ID 1434392.1)Documentation -•    Oracle Application Management Pack for Oracle E-Business Suite Guide, Release 12.1.0.1.0Certification•    Platforms and OS Release certification information is available from My Oracle Support via the Certification page. •    Search using the official trademark name Oracle Application Management Pack for Oracle E-Business Suite and Release 12.1.0.1.0

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  • Reference Data Management and Master Data: Are Relation ?

    - by Mala Narasimharajan
    Submitted By:  Rahul Kamath  Oracle Data Relationship Management (DRM) has always been extremely powerful as an Enterprise Master Data Management (MDM) solution that can help manage changes to master data in a way that influences enterprise structure, whether it be mastering chart of accounts to enable financial transformation, or revamping organization structures to drive business transformation and operational efficiencies, or restructuring sales territories to enable equitable distribution of leads to sales teams following the acquisition of new products, or adding additional cost centers to enable fine grain control over expenses. Increasingly, DRM is also being utilized by Oracle customers for reference data management, an emerging solution space that deserves some explanation. What is reference data? How does it relate to Master Data? Reference data is a close cousin of master data. While master data is challenged with problems of unique identification, may be more rapidly changing, requires consensus building across stakeholders and lends structure to business transactions, reference data is simpler, more slowly changing, but has semantic content that is used to categorize or group other information assets – including master data – and gives them contextual value. In fact, the creation of a new master data element may require new reference data to be created. For example, when a European company acquires a US business, chances are that they will now need to adapt their product line taxonomy to include a new category to describe the newly acquired US product line. Further, the cross-border transaction will also result in a revised geo hierarchy. The addition of new products represents changes to master data while changes to product categories and geo hierarchy are examples of reference data changes.1 The following table contains an illustrative list of examples of reference data by type. Reference data types may include types and codes, business taxonomies, complex relationships & cross-domain mappings or standards. Types & Codes Taxonomies Relationships / Mappings Standards Transaction Codes Industry Classification Categories and Codes, e.g., North America Industry Classification System (NAICS) Product / Segment; Product / Geo Calendars (e.g., Gregorian, Fiscal, Manufacturing, Retail, ISO8601) Lookup Tables (e.g., Gender, Marital Status, etc.) Product Categories City à State à Postal Codes Currency Codes (e.g., ISO) Status Codes Sales Territories (e.g., Geo, Industry Verticals, Named Accounts, Federal/State/Local/Defense) Customer / Market Segment; Business Unit / Channel Country Codes (e.g., ISO 3166, UN) Role Codes Market Segments Country Codes / Currency Codes / Financial Accounts Date/Time, Time Zones (e.g., ISO 8601) Domain Values Universal Standard Products and Services Classification (UNSPSC), eCl@ss International Classification of Diseases (ICD) e.g., ICD9 à IC10 mappings Tax Rates Why manage reference data? Reference data carries contextual value and meaning and therefore its use can drive business logic that helps execute a business process, create a desired application behavior or provide meaningful segmentation to analyze transaction data. Further, mapping reference data often requires human judgment. Sample Use Cases of Reference Data Management Healthcare: Diagnostic Codes The reference data challenges in the healthcare industry offer a case in point. Part of being HIPAA compliant requires medical practitioners to transition diagnosis codes from ICD-9 to ICD-10, a medical coding scheme used to classify diseases, signs and symptoms, causes, etc. The transition to ICD-10 has a significant impact on business processes, procedures, contracts, and IT systems. Since both code sets ICD-9 and ICD-10 offer diagnosis codes of very different levels of granularity, human judgment is required to map ICD-9 codes to ICD-10. The process requires collaboration and consensus building among stakeholders much in the same way as does master data management. Moreover, to build reports to understand utilization, frequency and quality of diagnoses, medical practitioners may need to “cross-walk” mappings -- either forward to ICD-10 or backwards to ICD-9 depending upon the reporting time horizon. Spend Management: Product, Service & Supplier Codes Similarly, as an enterprise looks to rationalize suppliers and leverage their spend, conforming supplier codes, as well as product and service codes requires supporting multiple classification schemes that may include industry standards (e.g., UNSPSC, eCl@ss) or enterprise taxonomies. Aberdeen Group estimates that 90% of companies rely on spreadsheets and manual reviews to aggregate, classify and analyze spend data, and that data management activities account for 12-15% of the sourcing cycle and consume 30-50% of a commodity manager’s time. Creating a common map across the extended enterprise to rationalize codes across procurement, accounts payable, general ledger, credit card, procurement card (P-card) as well as ACH and bank systems can cut sourcing costs, improve compliance, lower inventory stock, and free up talent to focus on value added tasks. Change Management: Point of Sales Transaction Codes and Product Codes In the specialty finance industry, enterprises are confronted with usury laws – governed at the state and local level – that regulate financial product innovation as it relates to consumer loans, check cashing and pawn lending. To comply, it is important to demonstrate that transactions booked at the point of sale are posted against valid product codes that were on offer at the time of booking the sale. Since new products are being released at a steady stream, it is important to ensure timely and accurate mapping of point-of-sale transaction codes with the appropriate product and GL codes to comply with the changing regulations. Multi-National Companies: Industry Classification Schemes As companies grow and expand across geographies, a typical challenge they encounter with reference data represents reconciling various versions of industry classification schemes in use across nations. While the United States, Mexico and Canada conform to the North American Industry Classification System (NAICS) standard, European Union countries choose different variants of the NACE industry classification scheme. Multi-national companies must manage the individual national NACE schemes and reconcile the differences across countries. Enterprises must invest in a reference data change management application to address the challenge of distributing reference data changes to downstream applications and assess which applications were impacted by a given change. References 1 Master Data versus Reference Data, Malcolm Chisholm, April 1, 2006.

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  • How to decide on going into management?

    - by Rob Wells
    I read the transcript of a speech by Richard Hamming included as a part of this SO question and the speech had a quote that got me thinking about when someone should move into development. When your vision of what you want to do is what you can do single-handedly, then you should pursue it. The day your vision, what you think needs to be done, is bigger than what you can do single-handedly, then you have to move toward management. And the bigger the vision is, the farther in management you have to go. Any other suggestions as to how you can decide if you want to move away from the coal face and into management?

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  • How do web servers enforce the same-origin policy?

    - by BBnyc
    I'm diving deeper into developing RESTful APIs and have so far worked with a few different frameworks to achieve this. Of course I've run into the same-origin policy, and now I'm wondering how web servers (rather than web browsers) enforce it. From what I understand, some enforcing seems to happen on the browser's end (e.g., honoring a Access-Control-Allow-Origin header received from a server). But what about the server? For example, let's say a web server is hosting a Javascript web app that accesses an API, also hosted on that server. I assume that server would enforce the same-origin policy --- so that only the javascript that is hosted on that server would be allowed to access the API. This would prevent someone else from writing a javascript client for that API and hosting it on another site, right? So how would a web server be able to stop a malicious client that would try to make AJAX requests to its api endpoints while claiming to be running javascript that originated from that same web server? What's the way most popular servers (Apache, nginx) protect against this kind of attack? Or is my understanding of this somehow off the mark? Or is the cross-origin policy only enforced on the client end?

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  • how good do you have to be to claim you have X amount of experience with X language/platform/skill

    - by dfafa
    sometimes i see job requirements saying you need 5 years of LAMP experience or resumes listing years of experience for each language.... what would you need to prove you have 5 years of experience at something ? i mean what if you rested for a while from coding ? what if you were actually "learning" during the first few years ? i feel no confidence at all and although i have been learning web programming (lamp) since 4 years ago, i am uncertain whether my skills qualify as to those of someone who has "5 years of LAMP" experience, and how would i be able to find out ? i've written several web apps....but they haven't taken off as i hoped.

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  • Question about the evolution of interaction paradigm between web server program and content provider program?

    - by smwikipedia
    Hi experts, In my opinion, web server is responsible to deliver content to client. If it is static content like pictures and static html document, web server just deliver them as bitstream directly. If it is some dynamic content that is generated during processing client's request, the web server will not generate the conetnt itself but call some external proram to genearte the content. AFAIK, this kind of dynamice content generation technologies include the following: CGI ISAPI ... And from here, I noticed that: ...In IIS 7, modules replace ISAPI filters... Is there any others? Could anyone help me complete the above list and elabrate on or show some links to their evolution? I think it would be very helpful to understand application such as IIS, TomCat, and Apache. I once wrote a small CGI program, and though it serves as a content generator, it is still nothing but a normal standalone program. I call it normal because the CGI program has a main() entry point. But with the recenetly technology like ASP.NET, I am not writing complete program, but only some class library. Why does such radical change happens? Many thanks.

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  • Oracle Enhances Oracle Social Cloud with Next-Generation User Experience

    - by Richard Lefebvre
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 Today’s enterprise must meet the technology standards of today’s consumer. According to a recent IDG Enterprise report, enterprises that invest in consumerized, easy-to-use technologies experience a 56 percent increase in employee productivity and a 46 percent increase in customer satisfaction. In order to deliver that simple and intuitive experience across even the most advanced social management capabilities, Oracle today introduced Social Station, an innovative new workspace within Oracle Social Cloud’s Social Relationship Management (SRM) platform. With Social Station, users benefit from a personalized and intuitive user experience that helps increase both the productivity and performance of social business practices. Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Times New Roman","serif";} Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin-top:0cm; mso-para-margin-right:0cm; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0cm; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} News Facts Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin-top:0cm; mso-para-margin-right:0cm; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0cm; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Oracle today introduced Social Station, an innovative new workspace within Oracle Social Cloud’s Social Relationship Management (SRM) platform that helps organizations socially enable the way they do business. With an advanced yet intuitive user interface, Social Station delivers a compelling user experience that improves productivity and helps users more easily deliver on social objectives. To help users quickly and easily build out and configure their social workspaces, Social Station provides drag-and-drop capabilities that allow users to personalize their workspace with different social modules. With a new Custom Analytics module that mixes and matches more than 120 metrics with thousands of customizable reporting options, users can customize their view of social data and access constantly refreshed updates that support real-time understanding. One-click sharing capabilities and annotation functionality within the new Custom Analytics module also drives productivity by improving sharing and collaboration across teams, departments, and executives. Multiview layout capabilities further allows visibility into social insights by offering users the flexibility to monitor conversations by network, stream, metric, graph type, date range, and relative time period. Social Station also includes an Enhanced Calendar module that provides a clear visual representation of content, posts, networks, and views, helping users easily and efficiently understand information and toggle between various functions and views. To support different user personas and social business needs, Oracle plans to continue building out Social Station with additional modules, including content curation, influencer engagement, and command center creation. /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

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  • Five Key Strategies in Master Data Management

    - by david.butler(at)oracle.com
    Here is a very interesting Profit Magazine article on MDM: A recent customer survey reveals the deleterious effects of data fragmentation. by Trevor Naidoo, December 2010   Across industries and geographies, IT organizations have grown in complexity, whether due to mergers and acquisitions, or decentralized systems supporting functional or departmental requirements. With systems architected over time to support unique, one-off process needs, they are becoming costly to maintain, and the Internet has only further added to the complexity. Data fragmentation has become a key inhibitor in delivering flexible, user-friendly systems. The Oracle Insight team conducted a survey assessing customers' master data management (MDM) capabilities over the past two years to get a sense of where they are in terms of their capabilities. The responses, by 27 respondents from six different industries, reveal five key areas in which customers need to improve their data management in order to get better financial results. 1. Less than 15 percent of organizations surveyed understand the sources and quality of their master data, and have a roadmap to address missing data domains. Examples of the types of master data domains referred to are customer, supplier, product, financial and site. Many organizations have multiple sources of master data with varying degrees of data quality in each source -- customer data stored in the customer relationship management system is inconsistent with customer data stored in the order management system. Imagine not knowing how many places you stored your customer information, and whether a customer's address was the most up to date in each source. In fact, more than 55 percent of the respondents in the survey manage their data quality on an ad-hoc basis. It is important for organizations to document their inventory of data sources and then profile these data sources to ensure that there is a consistent definition of key data entities throughout the organization. Some questions to ask are: How do we define a customer? What is a product? How do we define a site? The goal is to strive for one common repository for master data that acts as a cross reference for all other sources and ensures consistent, high-quality master data throughout the organization. 2. Only 18 percent of respondents have an enterprise data management strategy to ensure that data is treated as an asset to the organization. Most respondents handle data at the department or functional level and do not have an enterprise view of their master data. The sales department may track all their interactions with customers as they move through the sales cycle, the service department is tracking their interactions with the same customers independently, and the finance department also has a different perspective on the same customer. The salesperson may not be aware that the customer she is trying to sell to is experiencing issues with existing products purchased, or that the customer is behind on previous invoices. The lack of a data strategy makes it difficult for business users to turn data into information via reports. Without the key building blocks in place, it is difficult to create key linkages between customer, product, site, supplier and financial data. These linkages make it possible to understand patterns. A well-defined data management strategy is aligned to the business strategy and helps create the governance needed to ensure that data stewardship is in place and data integrity is intact. 3. Almost 60 percent of respondents have no strategy to integrate data across operational applications. Many respondents have several disparate sources of data with no strategy to keep them in sync with each other. Even though there is no clear strategy to integrate the data (see #2 above), the data needs to be synced and cross-referenced to keep the business processes running. About 55 percent of respondents said they perform this integration on an ad hoc basis, and in many cases, it is done manually with the help of Microsoft Excel spreadsheets. For example, a salesperson needs a report on global sales for a specific product, but the product has different product numbers in different countries. Typically, an analyst will pull all the data into Excel, manually create a cross reference for that product, and then aggregate the sales. The exact same procedure has to be followed if the same report is needed the following month. A well-defined consolidation strategy will ensure that a central cross-reference is maintained with updates in any one application being propagated to all the other systems, so that data is synchronized and up to date. This can be done in real time or in batch mode using integration technology. 4. Approximately 50 percent of respondents spend manual efforts cleansing and normalizing data. Information stored in various systems usually follows different standards and formats, making it difficult to match the data. A customer's address can be stored in different ways using a variety of abbreviations -- for example, "av" or "ave" for avenue. Similarly, a product's attributes can be stored in a number of different ways; for example, a size attribute can be stored in inches and can also be entered as "'' ". These types of variations make it difficult to match up data from different sources. Today, most customers rely on manual, heroic efforts to match, cleanse, and de-duplicate data -- clearly not a scalable, sustainable model. To solve this challenge, organizations need the ability to standardize data for customers, products, sites, suppliers and financial accounts; however, less than 10 percent of respondents have technology in place to automatically resolve duplicates. It is no wonder, therefore, that we get communications about products we don't own, at addresses we don't reside, and using channels (like direct mail) we don't like. An all-too-common example of a potential challenge follows: Customers end up receiving duplicate communications, which not only impacts customer satisfaction, but also incurs additional mailing costs. Cleansing, normalizing, and standardizing data will help address most of these issues. 5. Only 10 percent of respondents have the ability to share data that was mastered in a master data hub. Close to 60 percent of respondents have efforts in place that profile, standardize and cleanse data manually, and the output of these efforts are stored in spreadsheets in various parts of the organization. This valuable information is not easily shared with the rest of the organization and, more importantly, this enriched information cannot be sent back to the source systems so that the data is fixed at the source. A key benefit of a master data management strategy is not only to clean the data, but to also share the data back to the source systems as well as other systems that need the information. Aside from the source systems, another key beneficiary of this data is the business intelligence system. Having clean master data as input to business intelligence systems provides more accurate and enhanced reporting.  Characteristics of Stellar MDM When deciding on the right master data management technology, organizations should look for solutions that have four main characteristics: enterprise-grade MDM performance complete technology that can be rapidly deployed and addresses multiple business issues end-to-end MDM process management with data quality monitoring and assurance pre-built MDM business relevant applications with data stores and workflows These master data management capabilities will aid in moving closer to a best-practice maturity level, delivering tremendous efficiencies and savings as well as revenue growth opportunities as a result of better understanding your customers.  Trevor Naidoo is a senior director in Industry Strategy and Insight at Oracle. 

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  • Experience the iPad UI On Your PC

    - by Matthew Guay
    Want to test drive iPad without heading over to an Apple store?  Here’s a way you can experience some of the iPad UI straight from your browser! The iPad is the latest gadget from Apple to wow the tech world, and people even waited in line all night to be one of the first to get their hands on one.  Thanks to a simple JavaScript trick, however, you can get a feel for some of its new features without leaving your computer.  This won’t let you try out everything on the iPad, but it will let you see how the new lists and pop-over menus work just like they do in the new apps. Test drive the iPad’s UI from your browser Normally, the Apple iPhone developer library online looks like a standard webpage. But, on the iPad, it looks and feels like a full-blown native iPad app.  With a nifty JavaScript trick from boredzo.org you can use this same interface on your PC.  Since the iPad uses the Safari browser, we ran this test in Safari for Windows.  If you don’t already have it installed, you can download it from Apple (link below) and setup as normal. Now, open Safari and browse to Apple’s developer page at: http://www.developer.apple.com   Now, enter the following in the address bar, and press Enter. javascript:localStorage.setItem('debugSawtooth', 'true')   Finally, click this link to go to the iPhone OS documentation. http://developer.apple.com/iphone/library/iPad/ After a short delay, it should open in full iPad style! The left menu works just like the menus on the iPad, complete with transitions.  It feels entirely like a native application, instead of a webpage.  To scroll through text, click and pull up or down similar to the way you would use it on a touch screen. Some pages even include a pop-over menu like many of the new iPad apps use. Note that the page will be rendered for the size of your browser, and if you resize your window the page will not resize with it.  Simply press F5 to reload the page, and it will resize to fit the new window size.  If you resize your window to be tall and narrow, like the iPad in horizontal mode, the webpage will change and the left menu will disappear in lieu of a drop-down menu just like it would if you rotated the iPad. This works in Chrome as well, since it, like Safari, is based on Webkit.  However, it didn’t seem to work in our test on Firefox or other browsers. We’ve previously covered how you can experience some of the iPhone’s UI with the online iPhone user guide.  Check it out if you haven’t yet: View Mobile Websites in Windows with Safari 4 Developer Tools Conclusion Although this doesn’t let you really try out all of the iPad’s interface, it at least gives you a taste of how it works.  It’s exciting to see how much functionality can be packed into webapps today.  And don’t forget, How-to Geek is giving away an iPad to a random fan!  Head over to our Facebook page and fan How-to Geek if you haven’t already done so. Win an iPad on the How-To Geek Facebook Fan Page Similar Articles Productive Geek Tips Want an iPad? How-To Geek is Giving One Away!Why Wait? Amazing New Add-on Turns Your iPhone into an iPad! [Comic]The Complete List of iPad Tips, Tricks, and TutorialsShare Your Windows Vista Experience Index ScoreAnother Blog You Should Subscribe To TouchFreeze Alternative in AutoHotkey The Icy Undertow Desktop Windows Home Server – Backup to LAN The Clear & Clean Desktop Use This Bookmarklet to Easily Get Albums Use AutoHotkey to Assign a Hotkey to a Specific Window Latest Software Reviews Tinyhacker Random Tips DVDFab 6 Revo Uninstaller Pro Registry Mechanic 9 for Windows PC Tools Internet Security Suite 2010 Awesome Lyrics Finder for Winamp & Windows Media Player Download Videos from Hulu Pixels invade Manhattan Convert PDF files to ePub to read on your iPad Hide Your Confidential Files Inside Images Get Wildlife Photography Tips at BBC’s PhotoMasterClasses

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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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