Search Results

Search found 906 results on 37 pages for 'william leader'.

facebook twitter digg google delicious technorati stumbleupon myspace wordpress linkedin gmail igoogle windows live tumblr viadeo yahoo buzz yahoo mail yahoo bookmarks favorites email print

Page 1/37 | 1 2 3 4 5 6 7 8 9 10 11 12  | Next Page >

  • How to interview my future team leader?

    - by Stormenet
    Our current team leader is quitting his job (starting his own company) and thus we are searching for a new team leader. It's a small team of 4 people (Team leader included). Since it's a small team we expect the team leader not to only manage us but also do some coding. Because of this I convinced the R&D manager to let me have a say in this so that I can evaluate his technical skills and managing skills. I have little experience interviewing people let alone my future Team leader. What I search in a team leader is someone who isn't running a dictatorship but someone that when there are issues there is a discussion about it and we take everyone on the same line. What are the things I should not forget to ask and what are the skills I should find in that person?

    Read the article

  • Oracle Product Leader Named a Leader in Gartner MQ for MDM of Product Data Solutions

    - by Mala Narasimharajan
    Gartner recently Oracle as a leader in the MQ report for MDM of Product Data Solutions.  They named Oracle as a leader with the following key points:  Strong MDM portfolio covering multiple data domains, industries and use cases Oracle PDH can be a good fit for Oracle EBS customers and can form part of a multidomain solution: Deep MDM of product data functionality Evolving support for information stewardship For  more information on the report visit Oracle's Analyst Relations blog at  http://blog.us.oracle.com/dimdmar/.  To learn more about Oracle's product information solutions for master data management click here. 

    Read the article

  • How to deal with a poor team leader and a tester manager from hell? [closed]

    - by Google
    Let me begin by explaining my situation and give a little context to the situation. My company has around 15 developers but we're split up on two different areas. We have a fresh product team and the old product team. The old product team does mostly bug fixes/maintenance and a feature here and there. The fresh product had never been released and was new from the ground up. I am on the fresh product team. The team consists of three developers (myself, another developer and a senior developer). The senior is also our team leader. Our roles are as follows: Myself: building the administration client as well as build/release stuff Other dev: building the primary client Team lead: building the server In addition to the dev team, we interact with the test manager often. By "we" I mean me since I do the build stuff and give him the builds to test. Trial 1: The other developer on my team and I have both tried to talk to our manager about our team leader. About two weeks before release we went in his office and had a closed door meeting before our team lead got to work. We expressed our concerns about the product, its release date and our team leader. We expressed our team leader had a "rosey" image of the product's state. Our manager seemed to listen to what we said and thanked us for taking the initiative to speak with him about it. He got us an extra two weeks before release. The situation with the leader didn't change. In fact, it got a little worse. While we were using the two weeks to fix issues he was slacking off quite a bit. Just to name a few things, he installed Windows 8 on his dev machine during this time (claimed him machine was broke), he wrote a plugin for our office messenger that turned turned messages into speech, and one time when I went in his office he was making a 3D model in Blender (for "fun"). He felt the product was "pretty good" and ready for release. During this time I dealt with the test manager on a daily basis. Every bug or issue that popped up he would pretty much attack me personally (regardless of which component the bug was in). The test manager would often push his "views" of what needed to be done with the product. He virtually ordered me to change text on our installer and to add features to the installer and administration client. I tried to express how his suggestions were "valid ideas" but it was too close to release to do those kinds of things and to make matters worse, our technical writer had already finished documentation and such a change would not only affect the dev team but would affect the technical writer and marketing as well. I expressed I wasn't going to make those changes without marketing's consent as well as the technical writer and my manager's. He pretty much said I don't care about the product and said I don't do my job. I would like to take a moment to say I take my job seriously and I do my best. I am the kind of person that goes to work 30-40 mins early and usually leaves 30 minutes later than everyone else. Saying I don't care or do my job is just insulting. His "attacks" on me grew from day to day. Every bug that popped up he would usually comment on in some manner that jabbed me and the other developer. "Oh that bug! Yeah that should have been fixed by now, figures! If someone would do their job!" and other similar kinds of comments. Keep in mind 8 out of 10 bugs were in the server and had nothing to do with me and the other developer. That didn't seem to matter.. On one occasion they got pretty bad and we almost got into a yelling match so I decided to stop talking to him all together. I carried all communication through office email (with my manager cc'd). He never attacked me via email. He still attempted to get aggressive with me in person but I completely ignore him and my only response to any question is, "Ask my team leader." or "Ask a product manager." The product launched after our two week extension. Trial 2: The day after the product launch our team leader went on vacation (thanks....). At this time we got a lot of questions from the tech support... major issues with the product. All of these issues were bugs marked "resolved" by our lovely team leader (a typical situation that often popped up). This is where we currently are. The other developer has been with the company for about three years (I've been there only five months) and told me he was going to speak with our manager alone and hoped it would help get our concerns across a little better in a one-on-one. He spoke with the manager and directly addressed all of our concerns regarding our team leader and the test manager giving us (mostly me) hell. Our manager basically said he understood how hard we work and said he noticed it and there's no doubt about it. He said he spoke with the test manager about his temper. Regarding the team leader, he didn't say a whole lot. He suggested we sit down with the team leader and address our concerns (isn't that the manager's job?). We're still waiting to see if anything has changed but we doubt it. What can we do next? 1) Talk to the team leader (may stress relationship and make work awkward) I admit the team leader is generally a nice guy. He is just a horrible leader and working closely with him is painful. I still don't believe bringing this directly to the team leader would help at all and may negatively impact the situation. 2) I could quit. Other than this situation the job is pretty fantastic. I really like my other coworkers and we have quite a bit of freedom. 3) I could take the situation with the team leader to one of the owners. I would then be throwing my manager under the bus. 4) I could take the situation with the test manager to HR. Any suggestions? Comments?

    Read the article

  • Podcast Show Notes: William Ulrich and Neal McWhorter on Business Architecture

    - by Bob Rhubart
    The latest ArchBeat podcast program features a four-part conversation with William Ulrich and Neal McWhorter, the authors of Business Architecture: The Art and Practice of Business Transformation, available from Meghan-Kiffer Press. Listen to Part 1 Bill and Neal cover the basics and discuss the effects of the lack of business architecture on organizations. Listen to Part 2 (Jan 19) What really happens to the billions of dollars annually invested in IT. Listen to Part 3 (Jan 26) Why the IT and business sides of many organizations can’t play nice. Listen to Part 4 (Feb 2) How IT architects and business architects can work together to get the ship back on course and keep it there. Connect William Ulrich Website | LinkedIn | Business Architecture Guild Neal McWhorter Website | LinkedIn | Business Architecture Group on OMG Coming Soon Bob Hensle, Director, Oracle Enterprise Architecture Group, discusses the recently launched IT Solutions from Oracle (ITSO) library of documents. Excerpts from a recent OTN Architect Community Virtual Meet-up. Stay tuned: RSS del.icio.us Tags: business architecture,enterprise architecture,arch2arch,archbeat,podcast,business transformation,oracle,oracle technology network Technorati Tags: business architecture,enterprise architecture,arch2arch,archbeat,podcast,business transformation,oracle,oracle technology network

    Read the article

  • What should I do when my team leader is unfair for no reason? [closed]

    - by crucified soul
    I'm a new software developer and this is my first job. It's a startup and the CEO and the working environment is just great. I work really hard and I believe that I also do my job well. But recently, I have felt like my team leader is being unfair to me for no reason. It appears that he is nice to my co-workers, but not me. I figure he is mad at me, but I didn't bother to find out why. I really love this company and I really love working there. But if my team leader continues to be unfair then I have no option other than leaving. How can I fix this? EDIT: The other day he called me into his office and wanted to see my work in the afternoon (Yes, in my country, at summer season after 5PM is afternoon. My office begins at 8AM. And I'm not saying I've problems to work after 5PM). At the time I was facing a weird runtime error and I was pretty tired. I explained the situation to him. Then he found a small logical error in my code and asked me why I didn't fix this. I told him I was trying to resolve this runtime error and that I was sure that this logical error had nothing to do with the runtime error. He then proceeded to yell at me. After fixing the logical error that runtime error was still there. This is not the only occasion he has been unfair to me. I'm saying is being unfair because he doesn't do this kind of thing to other developers when they do really silly mistakes.

    Read the article

  • How to motivate as a project leader?

    - by Zenzen
    Ok so some of you might think this is not stackoverflow related, but since I got a similar question during an interview (for a J2EE dev position) I think you guys will help me in the end. The situation is simple: you're working on a project in a small group (4-5 people), you're the project leader and the guy who's the most competent (technology wise) is also slacking the most. What do you do to motivate him? The problem is, I'm having the same issue at the university - this semester we have a lot of projects going on (6 to be exact) so we decided to dived the work so everyone will do 1-2 projects in a technology he knows/wants to learn. It's been working well for the most part, the problem is the person whom we thought would finish his project way before us as he's the most experienced among us. How am I supposed to make him do his share properly? Till now he was just half assing his part by doing the bare minimum, with which the professor wasn't really pleased to say the least... Now it's only a university project, but in the future I might have the same problem in a real job and losing a really smart and experienced worker (as firing him is the only solution I can come up with now) would really be a waste. Aren't there any better ways? p.s. now that I think about it, are there any books that would help me in becoming a better project manager?

    Read the article

  • Principes universels du design de William Lidwell , Kritina Holden , Jill Butler, critique par Benwit

    Je viens de lire un livre intitulé "Principes universels du design" [IMG]http://images-eu.amazon.com/images/P/2212128622.08.LZZZZZZZ.jpg[/IMG] Sur la couverture recto/verso, ce qui ressemble à des traits jaunes verticaux, ce sont les noms des 125 principes de design présentés dans ce livre. Entendons nous bien, il ne s'agit pas de Design Pattern (modèle de conception pour votre modèle de données) mais des principes de design utilisé lors de la conception d'objets (IHM comprise). Quels principes de design utilisez vous dans la conception de vos IHM ? Avez vous lu ce livre, pensez vous le lire ?...

    Read the article

  • Oracle GRC in Leader’s Quadrant on Gartner’s Magic Quadrant for Enterprise Governance Risk and Compliance Platforms

    - by Di Seghposs
    Once again Gartner has recognized Oracle as a Leader in their Magic Quadrant for Enterprise Governance Risk and Compliance (EGRC) Platforms report, stating that “Oracle remains in the Leader’s quadrant based on overall corporate viability, proven execution against its road map, and advanced capabilities to integrate risk management and performance management.”  In the report, Gartner cited that Oracle clearly understands the GRC challenges faced by a number of verticals, and also the trends toward the integration of risk management and performance management.  Gartner produces Magic Quadrant reports to provide guidance to their clients on available solutions in specific categories. This Magic Quadrant reports takes a holistic view of EGRC solutions and based on selected criteria, places vendors in one of the four quadrants - leaders, challengers, visionaries and niche. We are proud to be in the leader category! Click here to read the full report. Congratulations to our product development, strategy, and marketing teams for creating a world-class, market-leading GRC solution! Oracle GRC: Designed to manage risk, improve controls and reduce costs

    Read the article

  • Setting a leader from a sprite array

    - by Craig
    I'm looking to set a leader from an array of sprites, I keep on getting a NullReferenceException was unhandled error from within my main game class when calling the UpdateMouse Method. What have I dont wrong here? class MouseSprite { Random random = new Random(); private MouseSprite leader; public void UpdateBoundaryBox() { mouseBounds.X = (int)mousePosition.X - mouseTexture.Width / 2; mouseBounds.Y = (int)mousePosition.Y - mouseTexture.Height / 2; } public void UpdateMouse(Vector2 position, MouseSprite [] mice, int numberMice, int index) { Vector2 catPosition = position; int enemies = numberMice; this.alive = true; mice[random.Next(0, mice.Length)] = leader;

    Read the article

  • Command to determine whether ZooKeeper Server is Leader or Follower

    - by utrecht
    Introduction A ZooKeeper Quorum consisting of three ZooKeeper servers has been created. The zoo.cfg located on all three ZooKeeper servers looks as follows: maxClientCnxns=50 # The number of milliseconds of each tick tickTime=2000 # The number of ticks that the initial # synchronization phase can take initLimit=10 # The number of ticks that can pass between # sending a request and getting an acknowledgement syncLimit=5 # the directory where the snapshot is stored. dataDir=/var/lib/zookeeper # the port at which the clients will connect clientPort=2181 server.1=ip1:2888:3888 server.2=ip2:2888:3888 server.3=ip3:2888:3888 It is clear that one of the three ZooKeeper servers will become the Leader and the others Followers. If the Leader ZooKeeper server has been shutdown the Leader election will start again. The aim is to check if another ZooKeeper server will become the Leader if the Leader server has been shut down. Question Which command needs to be issued to check whether a ZooKeeper server is a Leader or a Follower?

    Read the article

  • Microsoft leader des plateformes d'Informatique Décisionnelle d'après Gartner

    Microsoft leader des plateformes d'Informatique Décisionnelle d'après Gartner Le cabinet Gartner vient de publier son rapport annuel sur « le Carré Magique des Plateformes de l'Informatique Décisionnelle ». Conclusion, Microsoft conforte sa position de leader dans le domaine. Microsoft Business Intelligence est une gamme d'outils décisionnels « complète pour les collaborateurs, les équipes et les entreprises, afin d'améliorer les processus de prise de décision », explique Microsoft. En plus de figurer dans le carré des leaders depuis quelques années, Microsoft se distingue dans l'indice « capacité d'exécution » où l'éditeur surpasse ses concurrents Oracle, Mi...

    Read the article

  • Nucleus Research: Oracle Fusion CRM is a CRM Leader

    - by Richard Lefebvre
    Nucleus Research published their updated CRM Technology Value Matrix – Second Half 2012.  The Value Matrix evaluates CRM vendors on functionality and usability which they consider the core indicators in an application’s ability to deliver initial ROI and value over time.  Oracle Fusion CRM is in the “Leader” quadrant.  CRM On Demand enters the “Leader” quadrant with the release of version 20 delivering continued investment in Oracle CRM On Demand.   Oracle Siebel CRM is in the “Expert” quadrant.  RightNow continues to be placed in the “Facilitator” quadrant.  The full report is available in the CRM section of the Industry Analyst Reports page on Oracle.com  -  Industry Analyst Relations Web site.

    Read the article

  • Major Analyst Report Chooses Oracle As An ECM Leader

    - by brian.dirking(at)oracle.com
    Oracle announced that Gartner, Inc. has named Oracle as a Leader in its latest "Magic Quadrant for Enterprise Content Management" in a press release issued this morning. Gartner's Magic Quadrant reports position vendors within a particular quadrant based on their completeness of vision and ability to execute. According to Gartner, "Leaders have the highest combined scores for Ability to Execute and Completeness of Vision. They are doing well and are prepared for the future with a clearly articulated vision. In the context of ECM, they have strong channel partners, presence in multiple regions, consistent financial performance, broad platform support and good customer support. In addition, they dominate in one or more technology or vertical market. Leaders deliver a suite that addresses market demand for direct delivery of the majority of core components, though these are not necessarily owned by them, tightly integrated, unique or best-of-breed in each area. We place more emphasis this year on demonstrated enterprise deployments; integration with other business applications and content repositories; incorporation of Web 2.0 and XML capabilities; and vertical-process and horizontal-solution focus. Leaders should drive market transformation." "To extend content governance and best practices across the enterprise, organizations need an enterprise content management solution that delivers a broad set of functionality and is tightly integrated with business processes," said Andy MacMillan, vice president, Product Management, Oracle. "We believe that Oracle's position as a Leader in this report is recognition of the industry-leading performance, integration and scalability delivered in Oracle Enterprise Content Management Suite 11g." With Oracle Enterprise Content Management Suite 11g, Oracle offers a comprehensive, integrated and high-performance content management solution that helps organizations increase efficiency, reduce costs and improve content security. In the report, Oracle is grouped among the top three vendors for execution, and is the furthest to the right, placing Oracle as the most visionary vendor. This vision stems from Oracle's integration of content management right into key business processes, delivering content in context as people need it. Using a PeopleSoft Accounts Payable user as an example, as an employee processes an invoice, Oracle ECM Suite brings that invoice up on the screen so the processor can verify the content right in the process, improving speed and accuracy. Oracle integrates content into business processes such as Human Resources, Travel and Expense, and others, in the major enterprise applications such as PeopleSoft, JD Edwards, Siebel, and E-Business Suite. As part of Oracle's Enterprise Application Documents strategy, you can see an example of these integrations in this webinar: Managing Customer Documents and Marketing Assets in Siebel. You can also get a white paper of the ROI Embry Riddle achieved using Oracle Content Management integrated with enterprise applications. Embry Riddle moved from a point solution for content management on accounts payable to an infrastructure investment - they are now using Oracle Content Management for accounts payable with Oracle E-Business Suite, and for student on-boarding with PeopleSoft e-Campus. They continue to expand their use of Oracle Content Management to address further use cases from a core infrastructure. Oracle also shows its vision in the ability to deliver content optimized for online channels. Marketers can use Oracle ECM Suite to deliver digital assets and offers as part of an integrated campaign that understands website visitors and ensures that they are given the most pertinent information and offers. Oracle also provides full lifecycle management through its built-in records management. Companies are able to manage the lifecycle of content (both records and non-records) through built-in retention management. And with the integration of Oracle ECM Suite and Sun Storage Archive Manager, content can be routed to the appropriate storage media based upon content type, usage data or other business rules. This ensures that the most accessed content is instantly available, and archived content is stored on a more appropriate medium like tape. You can learn more in this webinar - Oracle Content Management and Sun Tiered Storage. If you are interested in reading more about why Oracle was chosen as a Leader, view the Gartner Magic Quadrant for Enterprise Content Management.

    Read the article

  • Vision, Integration, Ability—Oracle is once again positioned as an E-Commerce Leader

    - by Jeri Kelley
    The new Gartner report is the fifth successive Magic Quadrant for E-Commerce to position Oracle as a leader. We’re proud of the result, but we’re not too surprised. Oracle Commerce’s functionality is uniquely aligned with a number of the major market trends Gartner describes in its report: from customers ‘expecting a seamless buying experience across all channels’, to organizations seeking to consolidate ‘B2B and B2C applications with a single underlying platform’. What we think sets Oracle Commerce apart Why are we a leader? We believe the key strengths of Oracle Commerce include: Outstanding Scalability and VersatilityOracle has a long and enviable track record of delivering B2B and B2C e-commerce solutions, and the Oracle Commerce solution supports a broad range of vertical industries – from retail to telecom, and manufacturing to distribution. Additionally, Oracle Commerce is engineered to scale simply and quickly to meet the changing needs of the enterprise. Oracle IntegrationOur commitment to seamless solutions integration allows customers to get the most from our ever evolving range of e-commerce and CX products—and deliver consistent, relevant, and personalized cross-channel buying experiences that drive customer satisfaction, and boost revenue. Experience and VisionOracle has a long and impressive history of delivering B2B and B2C e-commerce solutions to the world’s best brands. We’re constantly putting this experience to good use, and making our solutions even smarter. With powerful merchandising and business tools, and advanced promotions capabilities, Oracle Commerce is one of the most forward-thinking e-commerce solutions around. Read the reportYou can read Gartner’s full report here, or click here to find out more about our celebrated platform.

    Read the article

  • Community Event Leader Tools

    - by GavinPayneUK
    As many of you know, I run a small SQL Server community event here in the UK, SQL Server in the Evening, with the help of Coeo colleague and MVP Justin Langford.  There’s been half a dozen evening events in the last 16 months and recently it got to the point where I needed to start putting proper tools in place to communicate with my event’s followers.  As well as telling them when the next event is it’d also be nice to share some of the Chapter Leader mails I get from Pass etc.  ...(read more)

    Read the article

  • Fedora Project Leader future

    <b>LWN:</b> "Before I do that, I want to smoothly pass on the role of Fedora Project Leader, and make sure the person who next takes this role can be fully successful in it."

    Read the article

  • Oracle Hyperion si conferma leader nel Magic Quadrant Gartner 2012

    - by Andrea Cravero
    L'edizione 2012 del Gartner Magic Quadrant for Corporate Performance Management Suites conferma la leadership Oracle Hyperion, che dura ininterrotta dal 2005. Secondo Gartner, "Oracle is a Leader in CPM suites, with one of the most widely distributed solutions in the market. Oracle Hyperion Enterprise Performance Management is recognized by CFOs worldwide. The vendor has a well-established partner channel, with both large and smaller CPM SI specialists. Hyperion skills are also plentiful among the independent consultant community, given the well-established products." "Oracle continues to innovate, bringing incremental improvements across the portfolio as well as new financial close management, disclosure management and predictive planning additions. Furthermore, Oracle has improved integration of Hyperion with the Oracle BI platform, and has improved planning performance, enabling Hyperion Planning to use Oracle Exalytics In-Memory Machine." Il rapporto completo è disponibile qui: Gartner: Magic Quadrant for Corporate Performance Management Suites, 2012 Buona lettura!

    Read the article

  • Must-do activities for a team leader, and time managing them

    - by MeLight
    This is a two part question Part one: I'm leading a small team of developers of mixed skills (juniors and seniors). I'm sometimes feeling that I focus too much on my own code, instead of seeing the big the picture, and managing the team. What would you say the most crucial non-coding activities for a team leader, related to his team members? Part two:Given that I know what other (non-coding stuff) I should be doing, what is a good time division between my own code writing and managing the other team members (code reviews, whiteboarding, meetings etc).

    Read the article

  • Oracle nomeada pela Forrester Leader em Enterprise Business Intelligence Platforms

    - by Paulo Folgado
    According to an October 2010 report from independent analyst firm Forrester Research, Inc., Oracle is a leader in enterprise business intelligence (BI) platforms. Forrester Research defines BI as a set of methodologies, processes, architectures, and technologies that transform raw data into meaningful and useful information, which can then be used to enable more effective strategic, tactical, and operational insights and decision-making. Written by Forrester vice president and principal analyst Boris Evelson, The Forrester Wave: Enterprise Business Intelligence Platforms, Q4 2010 states that "Oracle has built new metadata-level [Oracle Business Intelligence Enterprise Edition 11g] integration with Oracle Fusion Middleware and Oracle Fusion Applications and continues to differentiate with its versatile ROLAP engine." The report goes on, "And in addition to closing some gaps it had in 10.x versions such as lack of RIA functionality, [the Oracle Business Intelligence Enterprise Edition 11g] actually leapfrogs the competition with the Common Enterprise Information Model (CEIM)--including the ability to define actions and execute processes right from BI metadata across BI and ERP applications." "We're pleased that the Forrester Wave recognizes Oracle Business Intelligence as a leading enterprise BI platform," said Paul Rodwick, vice president of product management, Oracle Business Intelligence. Key Innovations in Oracle Business Intelligence 11g Released in August 2010, Oracle Business Intelligence 11g represents the industry's most complete, integrated, and scalable suite of BI products. Encompassing thousands of new features and enhancements, the latest release offers three key areas of innovations. * A unified environment. The industry's first unified environment for accessing and analyzing data across relational, OLAP, and XML data sources. * Enhanced usability. A new, integrated scorecard application, plus innovations in reporting, visualization, search, and collaboration. * Enhanced performance, scalability, and security. Deeper integration with Oracle Enterprise Manager 11g and other components of Oracle Fusion Middleware provide lower management costs and increased performance, scalability, and security. Read the entire Forrester Wave Report.

    Read the article

  • Oracle ATG Ranked "Leader" Once Again In This Year's Gartner Magic Quadrant For E-Commerce

    - by Michael Hylton
    Oracle ATG Web Commerce is in the top portion of the Leaders quadrant once again in this year's Gartner Magic Quadrant for E-Commerce, and gained in “ability to execute” over the 2010 version. Leaders are defined in this Magic Quadrant as technology providers that demonstrate the optimal blend of insight, innovation, execution and the ability to "see around the corner." Oracle ATG Web Commerce is a Leader because it has broadened its e-commerce capabilities with multisite management, a broader range of mobile devices supported and other additions, and Gartner points out ATG’s steady growth in revenue, market share and market visibility. Gartner notes that Oracle made the announcement regarding its acquisition of ATG in November 2010 and this has helped ATG with additional sales, marketing, R&D and global partnerships.Oracle ATG's latest release, Oracle ATG Commerce 10, provides several important enhancements, including multisite management, cross-channel campaign management and support for a broader range of mobile devices, with the addition of merchandising (including updates to the user interface) and promotions applications. The Magic Quadrant focuses on e-commerce for B2B and B2C across industry verticals, including retail, manufacturing, distribution, telecommunications, publishing, media, and financial services. The product should be able to integrate with applications beyond traditional e-commerce channels to meet the emerging customer requirement to transact across channels with a seamless experience.

    Read the article

  • Oracle ATG Ranked "Leader" Once Again In This Year's Gartner Magic Quadrant For E-Commerce

    - by Michael Hylton
    Oracle ATG Web Commerce is in the top portion of the Leaders quadrant once again in this year's Gartner Magic Quadrant for E-Commerce, and gained in “ability to execute” over the 2010 version. Leaders are defined in this Magic Quadrant as technology providers that demonstrate the optimal blend of insight, innovation, execution and the ability to "see around the corner." Oracle ATG Web Commerce is a Leader because it has broadened its e-commerce capabilities with multisite management, a broader range of mobile devices supported and other additions, and Gartner points out ATG’s steady growth in revenue, market share and market visibility. Gartner notes that Oracle made the announcement regarding its acquisition of ATG in November 2010 and this has helped ATG with additional sales, marketing, R&D and global partnerships.Oracle ATG's latest release, Oracle ATG Commerce 10, provides several important enhancements, including multisite management, cross-channel campaign management and support for a broader range of mobile devices, with the addition of merchandising (including updates to the user interface) and promotions applications. The Magic Quadrant focuses on e-commerce for B2B and B2C across industry verticals, including retail, manufacturing, distribution, telecommunications, publishing, media, and financial services. The product should be able to integrate with applications beyond traditional e-commerce channels to meet the emerging customer requirement to transact across channels with a seamless experience.

    Read the article

  • Oracle Leader in Transportation Management

    - by John Murphy
    Oracle Named a Leader in the Transportation Management Systems Market by Leading Analyst Firm Redwood Shores, Calif. – October 15, 2012 News Facts Gartner, Inc. has placed Oracle Transportation Management in the Leaders Quadrant of its 2012 report, “Magic Quadrant for Transportation Management Systems (TMS).” (1) Gartner Magic Quadrants position vendors within a particular market segment based on their completeness of vision and ability to execute on that vision. According to the report, “Multiple subcomponents make up a comprehensive TMS across planning (for example, load consolidation, routing, mode selection and carrier selection) and execution (for example, tendering loads to carriers, shipment track and trace, and freight audit and payment).” Built on modern, flexible, Internet based architecture, Oracle Transportation Management is a global transportation and logistics operations system that allows companies to minimize cost, optimize service levels, support sustainability initiatives, and create flexible business process automation within their transportation and logistics networks. With a share of 26% of worldwide software revenue for 2011, Oracle is also number one in TMS vendor share according to Gartner’s report, “Market Trends: A Golden Opportunity in the Transportation Management System Market, 2012 – 2016.” (2) Supporting Quote “Shippers and logistics service providers face increasingly complex challenges as they try to reduce costs, secure capacity and improve overall freight efficiency,” said Derek Gittoes, vice president, logistics product strategy, Oracle. “We believe our high standing in both Gartner reports is a reflection of Oracle’s commitment to addressing these challenges by delivering the industry’s broadest and deepest transportation management platform. With a flexible and modern platform, we are able to support customers with both basic transportation needs, as well as those with highly complex logistics requirements.” Supporting Resources Magic Quadrant for Transportation Management Systems Market Trends: A Golden Opportunity in the Transportation Management System Market, 2012 – 2016 Oracle Transportation Management (1) Gartner, Inc., “Magic Quadrant for Transportation Management Systems,” by C. Dwight Klappich, August 23, 2012 (2) Gartner, Inc., “Market Trends: A Golden Opportunity in the Transportation Management System Market, 2012 – 2016,” by Chad Eschinger and C. Dwight Klappich, September 24, 2012. About Oracle Applications Over 65,000 customers worldwide rely on Oracle's complete, open and integrated enterprise applications to achieve superior results. Oracle provides a secure path for customers to benefit from the latest technology advances that improve the customer software experience and drive better business performance. Oracle Applications Unlimited is Oracle's commitment to customer choice through continuous investment and innovation in current applications offerings. Oracle's next-generation Fusion Applications build upon that commitment, and are designed to work with and evolve Oracle's Applications Unlimited offerings. Oracle's lifetime support policy helps ensure customers will continue to have a choice in upgrade paths, based on their enterprise needs. For more information on the latest Oracle Applications releases go towww.oracle.com/applications About Oracle Oracle engineers hardware and software to work together in the cloud and in your data center. For more information about Oracle (NASDAQ:ORCL), visit www.oracle.com. Trademarks Oracle and Java are registered trademarks of Oracle and/or its affiliates. Other names may be trademarks of their respective owners. ###   Karen [email protected] Simon JonesBlanc & [email protected]

    Read the article

  • What to do when opensource project starts to tear apart? (or a manager tries to write code and than shouts at the team)

    - by Kabumbus
    Imagine there is an open source cross-platform project on Google code. It has lots of revisions (1000). It concentrates in itself lots technological stuff - rare stuff - it mixes top tech. It contains server, and more than one client. The project was created by a well-connected team of developers (friends) and a manager that was sponsoring project at its start up during its first few months (project now is more than a year old-sponsoring oss project is a big good deal- also gave the idea of project to developers). The project was growing in complexity and effort reqiered to continue development. Once upon a time a manager - team leader started trying to write code (he was a programmer in some other projects - not the best, but he felt like he was one). He started because one of the developers suggested an idea at the team meeting and he felt he just needed to do it on his own. He failed, and he told the dev team about it. The dev team did what he failed to do in a few days. After that, the manager feels that team codes with out him perfectly and gets the job done in short time. He felt sorry and lost and he started to crash like an old bad PC. Firstly, he started to scream (in forms of messages not in voice) he tried to tell developers that what they were doing was a bad, not-needed thing - developers kindly told him that his "beginnings" were not compilable while dev team product worked as needed. He told the developers that all work they do should be firstly discussed with him. Here is the part where we need to mention that all team members are "project owners" and logically have equal rights. The team leader suggested to the developers these options: change their dev process to go through him, or be moved from project owners to contributers. So what are our options as developers? What arguments we can provide to the team leader/manager for him to calm down? Is it possible to save the project or is it better to fork out now? An important issue is that lately we had no active ticket system, and I personally think that this was the reason the mess appeared. So... any ideas?

    Read the article

facebook twitter digg google delicious technorati stumbleupon myspace wordpress linkedin gmail igoogle windows live tumblr viadeo yahoo buzz yahoo mail yahoo bookmarks favorites email print

1 2 3 4 5 6 7 8 9 10 11 12  | Next Page >