Cloud Gaming: Architecture and Performance Ryan Shea and Jiangchuan Liu, Simon Fraser University Edith C.-H
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												Subjective Quality Assessment for Cloud Gaming
Article Subjective Quality Assessment for Cloud Gaming Abdul Wahab 1,* , Nafi Ahmad 1 , Maria G. Martini 2 and John Schormans 1 1 School of Electronic Engineering and Computer Science, Queen Mary University of London, Mile End Road, London E1 4NS, UK; Nafi[email protected] (N.A.); [email protected] (J.S.) 2 School of Computer Science and Mathematics, Kingston University, River House, 53-57 High Street, Kingston upon Thames, Surrey KT1 1LQ, UK; [email protected] * Correspondence: [email protected] Abstract: Using subjective testing, we study the effect of the network parameters, delay and packet loss ratio, on the QoE of cloud gaming. We studied three different games, selected based on genre, popularity, content complexity and pace, and tested them in a controlled network environment, using a novel emulator to create realistic lognormal delay distributions instead of relying on a static mean delay, as used previously; we also used Parsec as a good representative of the state of the art. We captured user ratings on an ordinal Absolute Category Rating scale for three quality dimensions: Video QoE, Game-Playability QoE, and Overall QoE. We show that Mean Opinion Scores (MOS) for the game with the highest levels of content complexity and pace are most severely affected by network impairments. We also show that the QoE of interactive cloud applications rely more on the game playability than the video quality of the game. Unlike earlier studies, the differences in MOS are validated using the distributions of the underlying dimensions. A Wilcoxon Signed-Rank test showed that the distributions of Video QoE and Game Playability QoE are not significantly different. - 
												
												Annual Report 2013 201 3 年
Annual Report 2013 201 3 年 3 月期 アニュアルレポート 2013年 3月期 ソニー株式会社 Annual Report 2013 Business and CSR Review Contents For further information, including video content, please visit Sony’s IR and CSR websites. Letter to Stakeholders: 2 A Message from Kazuo Hirai, President and CEO 16 Special Feature: Sony Mobile 22 Special Feature: CSR at Sony Business Highlights Annual Report 26 http://www.sony.net/SonyInfo/IR/financial/ar/2013/ 28 Sony Products, Services and Content 37 CSR Highlights 55 Financial Section 62 Stock Information CSR/Environment http://www.sony.net/csr/ 63 Investor Information Investor Relations http://www.sony.net/SonyInfo/IR/ Annual Report 2013 on Form 20-F Effective from 2012, Sony has integrated its printed annual http://www.sony.net/SonyInfo/IR/library/sec.html and corporate social responsibility (CSR) reports into Financial Services Business one report that provides essential information on related (Sony Financial Holdings Inc.) developments and initiatives. http://www.sonyfh.co.jp/index_en.html 1 Letter to Stakeholders: A Message from Kazuo Hirai, President and CEO 2 BE MOVED Sony is a company that inspires and fulfills the curiosity of people from around the world, using our unlimited passion for technology, services and content to deliver groundbreaking new excitement and entertainment to move people emotionally, as only Sony can. 3 Fiscal year 2012, ended March 31, 2013, was my first year as President and CEO of Sony. It was a year full of change that enabled us to build positive momentum across the Sony Group. Since becoming President, I visited 45 different Sony Group sites in 16 countries, ranging from electronics sales offices to manufacturing facilities, R&D labs, and entertainment and financial services locations. - 
												
												Video Games Review DRAFT5-16
Video Games: History, Technology, Industry, and Research Agendas Table of Contents I. Overview ....................................................................................................................... 1 II. Video Game History .................................................................................................. 7 III. Academic Approaches to Video Games ................................................................. 9 1) Game Studies ....................................................................................................................... 9 2) Video Game Taxonomy .................................................................................................... 11 IV. Current Status ........................................................................................................ 12 1) Arcade Games ................................................................................................................... 12 2) Console Games .................................................................................................................. 13 3) PC Standalone Games ...................................................................................................... 14 4) Online Games .................................................................................................................... 15 5) Mobile Games .................................................................................................................... 16 V. Recent Trends .......................................................................................................... - 
												
												Consolidated Financial Statements for the Fiscal Year Ended March 31, 2014
Consolidated Financial Statements For the fiscal year ended March 31, 2014 Sony Corporation TOKYO, JAPAN Contents Management’s Annual Report on Internal Control over Financial Reporting 2 Report of Independent Registered Public Accounting Firm 3 Consolidated Balance Sheets 4 Consolidated Statements of Income 6 Consolidated Statements of Comprehensive Income 8 Consolidated Statements of Cash Flows 9 Consolidated Statements of Changes in Stockholders’ Equity 11 Index to Notes to Consolidated Financial Statements 14 Notes to Consolidated Financial Statements 15 1 Management’s Annual Report on Internal Control over Financial Reporting Sony’s management is responsible for establishing and maintaining adequate internal control over financial reporting, as defined in Rules 13a-15(f) and 15d-15(f) under the Securities Exchange Act of 1934. Sony’s internal control over financial reporting is designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles in the United States of America. Sony’s internal control over financial reporting includes those policies and procedures that: (i) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of Sony; (ii) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of Sony are being made only in accordance with authorizations of management and directors; and (iii) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use or disposition of Sony’s assets that could have a material effect on the financial statements. - 
												
												Sony Computer Entertainment Inc. Introduces Playstation®4 (Ps4™)
FOR IMMEDIATE RELEASE SONY COMPUTER ENTERTAINMENT INC. INTRODUCES PLAYSTATION®4 (PS4™) PS4’s Powerful System Architecture, Social Integration and Intelligent Personalization, Combined with PlayStation Network with Cloud Technology, Delivers Breakthrough Gaming Experiences and Completely New Ways to Play New York City, New York, February 20, 2013 –Sony Computer Entertainment Inc. (SCEI) today introduced PlayStation®4 (PS4™), its next generation computer entertainment system that redefines rich and immersive gameplay with powerful graphics and speed, intelligent personalization, deeply integrated social capabilities, and innovative second-screen features. Combined with PlayStation®Network with cloud technology, PS4 offers an expansive gaming ecosystem that is centered on gamers, enabling them to play when, where and how they want. PS4 will be available this holiday season. Gamer Focused, Developer Inspired PS4 was designed from the ground up to ensure that the very best games and the most immersive experiences reach PlayStation gamers. PS4 accomplishes this by enabling the greatest game developers in the world to unlock their creativity and push the boundaries of play through a system that is tuned specifically to their needs. PS4 also fluidly connects players to the larger world of experiences offered by PlayStation, across the console and mobile spaces, and PlayStation® Network (PSN). The PS4 system architecture is distinguished by its high performance and ease of development. PS4 is centered around a powerful custom chip that contains eight x86-64 cores and a state of the art graphics processor. The Graphics Processing Unit (GPU) has been enhanced in a number of ways, principally to allow for easier use of the GPU for general purpose computing (GPGPU) such as physics simulation. - 
												
												Mobile Gaming Playbook
MOBILE GAMING PLAYBOOK BEST PRACTICES FOR MARKETING AND MONETIZING MOBILE GAMES Nadeem Almoayyed ([email protected]) https://www.linkedin.com/in/nadeemalmoayyed/ Kathy Liao ([email protected]) https://www.linkedin.com/in/liaokathy/ Ivan Zakharov ([email protected]) https://www.linkedin.com/in/ivan-zakharov-vc TUCK CENTER FOR DIGITAL STRATEGIES PAGEPAGE 01 01 PRISMA INC . TABLE OF CONTENTS INTRODUCTION 2 MARKETING 3 Importance of Soft Launches 4 Measuring Marketing Success 6 Creative Assets: In-House vs Outside Agency 8 Customer Segmentation 9 Advertising Optimization 11 CRM: Customer Relationship Management System 12 Influencer Marketing 13 Offline Attribution 15 MANAGING IP 1 6 ( INTELLECTUAL PROPERTY ) BUSINESS MODELS IN AAA 1 9 GAMING Evolution of Monetization in Gaming 19 How the Subscription World Looks Today 21 What Mobile Can Learn from AAA around Subscriptions 22 Subscription Platforms 23 What Works and What Doesn't in Subscription Platforms 25 What Should Mobile Game Developers Do? 27 FINANCING AND PRICING 2 8 STRATEGY Game Development Cost Trends 28 Key Pricing Trends 29 THETUCK CENTER CENTERTUCK CENTERFOR FOR DIGITAL DIGITAL FOR DIGITALSTRATEGIES STRATEGIES STRATEGIES PAGEPAGE 0402 02 INTRODUCTION As mobile technology improves and mobile phone penetration increases around the world, mobile games have seen their popularity increase over the years. The mobile game industry is currently worth $68.5B, and many of the largest gaming companies are investing heavily in the space. Activision acquired King Digital Entertainment several years ago to solidify its position in the mobile gaming space, Blizzard has invested heavily in Hearthstone’s mobile presence, and Riot Games is developing a mobile version of its hugely popular League of Legends IP due out in 2020. - 
												
												OFFLINE GAMING VS CLOUD GAMING (ONLINE GAMING) Mr
ISSN: 0974-3308, VOL. 11, NO. 2 DECEMBER 2018 @ SRIMCA 99 OFFLINE GAMING VS CLOUD GAMING (ONLINE GAMING) Mr. Amit Khatri Abstract—Games has always been a major source of entertainment in every generation and so exiting their history is, because it has various factor involved like Video Games Industry and various generations of video games. Due to improvements in graphics, a revolution has occurred in computer games. Storage for Video Games has always been a problem whether it is a Gaming Console or a PC but has been resolved generation by generation. Games also attracted the uninterested audience. Offline Gaming has been very popular for a year but has various drawbacks. Cloud Gaming is the resolution against Offline Gaming. This paper talks about how Cloud Gaming is taking place of Offline Gaming with much powerful hardware systems and processes. Keywords—Gaming, Cloud Gaming, Gaming PC, Gaming Console, Video Games. I. GAMING AND ITS HISTORY Computerized game playing, whether it is over a personal computer, mobile phone or a video game console can be referred to as Gaming. An individual who plays video games is recognized as a gamer [1]. In every generation of technology evolution, graphics of the game have been improved. When we think the history of video games we usually think of games like Tic- tac-toe, Tetris, Pacman, pong and many more but now these games use graphics seems like reality. In the 1950s, People can’t think of playing card games such as Solitaire, Blackjack, Hearts, Spider Solitaire and so on, on tv or computer but now the stage has reached more ahead from that [1]. - 
												
												Cloud Gaming: Enabling a Next Generation Gaming and Streaming Paradigm
CLOUD GAMING: ENABLING A NEXT GENERATION GAMING AND STREAMING PARADIGM Analysts: Eric Abbruzzese, Michael Inouye TABLE OF CONTENTS 1. A CONFLUENCE OF GAMING AND STREAMING MARKETS 1. A CONFLUENCE OF GAMING AND The immense video streaming market is already laying the groundwork for high-volume, STREAMING MARKETS ....................... 1 high-bandwidth content potential, so the onset of cloud gaming excitement was not a sur- 1.1. Gaming Market Dynamics .........................3 prise. The gaming market is responsible for more than US$150 billion in revenue overall. 1.2. Video Market Dynamics and Any new service or technology that can tap into even a sliver of that revenue is promising. Similarities to Gaming ...............................4 2. STATE OF THE CLOUD GAMING MARKET 6 Cloud gaming promises a layer of flexibility not previously possible in the market. Low end- 2.1. Business Models Today and to-end latency enables data centers to take the place of processing needed by a user’s Shifting toward Cloud Gaming in the Near Future ........................................7 Personal Computer (PC), console, or mobile device. New spectrum availability and wired 2.2. Technical Details .......................................8 broadband opportunity, mature existing infrastructure from the video market, and increas- 2.3. Competition and Differentiators .............10 ingly powerful and efficient cloud-native technologies all contribute to this progression. Pro- 2.4. Gamification Outside of Gaming .............11 cessing in the cloud allows for any device to have the processing power of a high-end PC 2.5. Immersive Technologies as an without the local hardware cost. Cloud gaming represents a first step in cloud infrastructure Upcoming Feature for Cloud Gaming .....12 usage, with distributed and load-balanced compute in the future allowing more scalable 3. - 
												
												Boisvert-Storey-Sony Case Brief
Storey C204 Summer 2014 Case Study BE MOVED SITUATION Sony Corporation is a 68-year old multinational based in Tokyo. In 2012, the tech giant employed 173,000 people, with corporate headquarters in Japan, Europe, and America. In May 2014, the company was down to 146,300, cutting 26,700 as part of CEO Kaz Hirai’s “One Sony” plan. Recently, the firm eVen sold former office buildings in Tokyo for $156 million (Inagaki). This followed a similar $1.2 billion sale in 2013. After seVeral years of losses, Sony’s situation appears critical. In the last fiscal year, the company lost $1.25 billion. EVen the gaming diVision, where the Playstation console family (PS2, PS3, PS4) is projected to sell 17 million units this year, lost $78 million (Quarterly Results). There are many causes: Sony’s jettisoning of its PC brand Vaio, the poor performance and planned spinoff of Sony’s teleVision diVision, PS4 launch and marketing costs, the struggling PSVita, R&D costs for Sony’s Project Morpheus, and the fluctuation of exchange rate markets. For the current year, Sony is projecting a $489 million loss. How sustainable is Sony’s current business model? Will the success of the PS4 lead to renewed profitability for the games diVision and the company as a whole? Perhaps opportunities in new markets can spark a turn-around. The company’s core businesses are electronic entertainment (Sony Computer Entertainment, Sony Music Entertainment, and Sony Pictures Entertainment) and hardware (Sony Mobile Communications and Sony Electronics). Though it also dabbles in financial serVices, publishing, and medical imaging, electronics represents roughly two-thirds of the corporation’s reVenue (Sony Annual Report 2011, 2013). - 
												
												Mobile Cloud Gaming: the Real-World Cloud Gaming Experience in Los Angeles
Mobile cloud gaming: the real-world cloud gaming experience in Los Angeles 2 Table of contents 4 The cloud gaming landscape is booming With the arrival of 5G, more and more gamers are putting away their consoles and replacing them with cloud-based games that can be enjoyed anywhere and everywhere they go—and on any connected device they choose. To show you what to expect in terms of the quality of the mobile cloud gaming experience, we looked at multiple elements of gaming, including the bare minimum download speeds This report shows which carriers in Los Angeles can deliver a smooth mobile cloud and latency established by three major gaming platforms: gaming experience for both casual games in standard definition and multiplayer online games in high definition on 4G LTE compared to 5G. Why did we choose Los Angeles? LA is a city of innovation, a driver of entertainment Steam trends, and one of the first markets where all four carriers offered 5G services. Google Microsoft Remote What better place to look closely at how 5G might help transform the gaming Stadia xCloud experience? Read on to see what to expect in terms of the real-world mobile cloud Play gaming experience in Los Angeles. Using the bare minimum speed and latency requirements set by those platforms, we took results from our most recent mobile performance testing in Los Angeles in the first half of 2020 to show which carriers are capable of delivering smooth mobile cloud gaming experiences on both 4G LTE and 5G. IHS Markit expects the cloud gaming content and services markets to grow from We looked at gaming across two broad categories at two different resolutions: $387 million in 2018 to $2.5 billion in 2023, with 5G driving much of that growth. - 
												
												Performance Impact of Packet Multiplexing on Massive Multiplayer Online Games Dammak Marwa, Yassine Boujelben, Noura Sellami, Iryna Andriyanova
Performance impact of packet multiplexing on massive multiplayer online games Dammak Marwa, Yassine Boujelben, Noura Sellami, Iryna Andriyanova To cite this version: Dammak Marwa, Yassine Boujelben, Noura Sellami, Iryna Andriyanova. Performance impact of packet multiplexing on massive multiplayer online games. Proceedings of the ACM Summer Computer Simulation Conference, Jul 2016, Montreal, Canada. hal-01709721 HAL Id: hal-01709721 https://hal.archives-ouvertes.fr/hal-01709721 Submitted on 15 Feb 2018 HAL is a multi-disciplinary open access L’archive ouverte pluridisciplinaire HAL, est archive for the deposit and dissemination of sci- destinée au dépôt et à la diffusion de documents entific research documents, whether they are pub- scientifiques de niveau recherche, publiés ou non, lished or not. The documents may come from émanant des établissements d’enseignement et de teaching and research institutions in France or recherche français ou étrangers, des laboratoires abroad, or from public or private research centers. publics ou privés. Performance impact of packet multiplexing on massive multiplayer online games Marwa Dammak Yassine Boujelben Noura Sellami LETI, ENIS LETI, ENET’COM LETI, ENIS University of Sfax, Tunisia University of Sfax, Tunisia University of Sfax, Tunisia [email protected] [email protected] [email protected] Iryna Andriyanova ETIS, ENSEA University Cergy Pontoise, CNRS, France [email protected] ABSTRACT This share is increasing year after year and will grow at a Online games are more and more popular, resulting in an compound annual growth rate of 40% between 2014 and 2019 increasing share in the Internet traffic. These games gen- [8]. With the recent advent of cloud gaming and the gaming erate a huge number of packets with typically small pay- as a service (GaaS) solutions, the gaming traffic should be- loads, which overloads the network and deteriorates its effi- come one of the largest Internet traffic categories [2]. - 
												
												MCG Test-Bed: an Experimental Test-Bed for Mobile Cloud Gaming
MCG Test-bed: An Experimental Test-bed for Mobile Cloud Gaming Wei Cai Conghui Zhou Minchen Li University of British Columbia We Software Limited Zhejiang University Vancouver, Canada Hong Kong Hangzhou, China [email protected] [email protected] [email protected] Xiuhua Li Victor C.M. Leung University of British Columbia University of British Columbia Vancouver, Canada Vancouver, Canada [email protected] [email protected] ABSTRACT games, which is responsive to the variety of players' screen Conventional cloud gaming benefits from many aspects by sizes, device hardware capacity, operating systems and inter- executing the game engine in the cloud and streaming the actional controllers. This demand has significantly soared, gaming videos to players' terminals through network. How- along with the arising number of mobile terminals in mod- ever, this type of cloud gaming service can not guarantee ern society. The cloud, well recognized as the next genera- stable Quality of Service (QoS) in mobile scenarios, subject tion computing modality, has attracted attentions in video to the diversity of end-user devices and frequent changes in gaming service provisioning. Conventional cloud gaming so- lutions, including industrial systems (e.g. OnLive1, Gaikai2, network quality. To address this issue, a component-based 3 cloud gaming platform for mobile devices has been proposed, G-Cluster , etc.) and research test-beds (e.g. GamingAny- where the decomposed game can be partially offloaded to where[1]), exhibit a streaming-based approach, in which the the cloud, achieving load balancing between cloud and ter- video games are executed in cloud servers and the gaming minals.