সোমবার, ২৭ ফেব্রুয়ারী, ২০১২

Why when I sync my iPad calender with google calender do 1 day events become 2?

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রবিবার, ২৬ ফেব্রুয়ারী, ২০১২

Bus plunges into ravine in north China, killing 15 (AP)

[unable to retrieve full-text content]AP - At least 15 people were killed Saturday when tourist bus plunged off a highway into a ravine in northern China, a state news agency reported.

Source: http://us.rd.yahoo.com/dailynews/rss/china/*http%3A//news.yahoo.com/s/ap/20120225/ap_on_re_as/as_china_bus_crash

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No. 2 Syracuse edges UConn to clinch Big East

Syracuse's Dion Waiters (3) drives to the basket while guarded by Connecticut's Jeremy Lamb, left, in the first half of an NCAA college basketball game in Storrs, Conn., Saturday, Feb. 25, 2012. (AP Photo/Jessica Hill)

Syracuse's Dion Waiters (3) drives to the basket while guarded by Connecticut's Jeremy Lamb, left, in the first half of an NCAA college basketball game in Storrs, Conn., Saturday, Feb. 25, 2012. (AP Photo/Jessica Hill)

Syracuse's Scoop Jardine, center, drives between Connecticut's Ryan Boatright, left, and Roscoe Smith in the first half of an NCAA college basketball game in Storrs, Conn., Saturday, Feb. 25, 2012. (AP Photo/Jessica Hill)

Syracuse's Kris Joseph (32) shoots over Connecticut's Jeremy Lamb in the first half of an NCAA college basketball game in Storrs, Conn., Saturday, Feb. 25, 2012. (AP Photo/Jessica Hill)

Connecticut's Andre Drummond dunks the ball in the first half of an NCAA college basketball game against Syracuse in Storrs, Conn., Saturday, Feb. 25, 2012. (AP Photo/Jessica Hill)

Connecticut's Ryan Boatright (11) dribbles around Syracuse's Brandon Triche in the first half of an NCAA college basketball game in Storrs, Conn., Saturday, Feb. 25, 2012. (AP Photo/Jessica Hill)

STORRS, Conn. (AP) ? Syracuse found another way to win Saturday night, and in the process secured the Big East regular-season championship.

Fab Melo's follow-up dunk with 31 seconds left lifted the second-ranked Orange to a 71-69 win over Connecticut. C.J. Fair blocked a shot by Roscoe Smith just before the buzzer to preserve the victory for Syracuse, which has won nine in a row since its only loss of the season Jan. 21 at Notre Dame.

Kris Joseph had 21 points to lead the Orange (29-1, 16-1 Big East).

Jeremy Lamb had 19 points, and Andre Drummond added 17 points and 14 rebounds for UConn (17-11, 7-9), which overcame a 17-point second-half deficit to tie the game with 47 seconds to go.

"This was a big character win, because we didn't have the momentum for the last 5 minutes and everything was going right for them," said Fair. "For us to come up with a win like this is big."

The win was the first for Syracuse at Gampel Pavilion, where the Orange had been 0-4.

Scoop Jardine made a layup with 9:55 left to give Syracuse a 60-49 lead, but Connecticut responded with a 14-3 run to tie it at 63 with 4:18 to go. Ryan Boatright started the spurt with a layup and Drummond finished it with a rebound basket and a fast-break layup.

The Orange led 69-65 with 2:12 remaining when Drummond got free for a dunk and then tipped in Boatright's miss to leave it tied again with 47 seconds left.

"We should have won that game," Drummond said. "We had a couple of tough plays down the stretch and they made their shots. At the end of the game, we didn't get the foul call that we were looking for."

Syracuse led 46-29 early in the second half after a 3-pointer by Joseph, but UConn began chipping away. A 3-point shot from Boatright cut that to single digits, and a behind-the-back pass from Shabazz Napier to Lamb led to a three-point play with 11:53 left that cut the deficit to 56-49.

Drummond followed Smith's miss with a layup that cut the lead to 63-61 and then took a pass from Napier from beyond halfcourt and tied the game with just more than 4 minutes left.

Melo's dunk off a miss by Fair gave Syracuse the winning margin despite protests from UConn's bench that Melo touched the ball while it was in the cylinder.

"The referees let us decide it, they let us play, they didn't call no touch fouls and it's just great to play in this conference," Joseph said.

Syracuse took control of the first half early. Joseph, who had 12 points before the break, went on his own 7-0 run to give Syracuse a 12-6 lead. The Orange extended that to 25-10 after a 13-0 run that was keyed when James Southerland blocked a flying dunk attempt by Drummond.

The Orange led 43-29 at halftime.

"We need to just improve on when you get a team down, keep 'em down," said Joseph.

The Orange beat the Huskies 85-67 in Syracuse two weeks ago, shooting a season-high 59 percent from the floor. They shot just under 44 percent in this one, and only 34.5 percent in the second half.

Syracuse has won five of the last six meetings between the teams.

Connecticut is 5-5 without coach Jim Calhoun this season, including a 3-4 mark during his current medical leave for spinal stenosis. The Hall of Fame coach also sat out the team's first three Big East games under an NCAA-imposed suspension stemming from recruiting violations.

Calhoun has surgery scheduled for Monday, but told The Associated Press that he is hoping he can recover enough to return to the bench in time for the season finale against Pittsburgh on March 3. The Huskies had won two of their last three games, but have just five wins since Jan. 1.

The Huskies came into the game rated No. 24 in the RPI and hoping a strong close to the season would be enough to give them an opportunity to defend their national championship in the NCAA tournament. The Huskies travel to Providence on Tuesday.

Boeheim earned his 885th victory, third on the career list and 15 ahead of Calhoun, who is in sixth place.

Former UConn star Rudy Gay had his name added to the "Huskies of Honor" wall before the game. Gay, who now plays for the NBA's Memphis Grizzlies, is the 18th former men's basketball player added to the wall, which pays tribute to the top players, coaches and contributors in UConn men's and women's basketball history.

Associated Press

Source: http://hosted2.ap.org/APDEFAULT/347875155d53465d95cec892aeb06419/Article_2012-02-26-BKC-T25-Syracuse-UConn/id-22133786aa044a29bcb8a745bd6c344f

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শনিবার, ২৫ ফেব্রুয়ারী, ২০১২

Nokia Tops HTC as Number-One Windows Phone Vendor


Nokia in the fourth quarter of 2011 became the world's number-one Microsoft smartphone vendor for the first time ever, according to a new data from Strategy Analytics.

The Finland-based handset maker shipped 900,000 Windows Phones during the quarter, the research firm said. That was enough to thrust Nokia past HTC and others to become the top Microsoft smartphone vendor, with 33 percent market share.

Microsoft smartphone shipments still "remain tiny" overall, but are showing some signs of growth, Alex Spektor, associate director at Strategy Analytics, said in a statement. Overall shipments of Microsoft Windows Phone 7-based smartphones were up 36 percent during the last three months of 2011, reaching 2.7 million units sold. In comparison, Apple sold a record 37 million iPhones during the fourth quarter.

Driving Nokia's growth was its expanded portfolio of Windows Phone 7 models, such as the Lumia 800, as well as highly visible marketing campaigns across Europe and Asia, said Neil Mawston, executive director at Strategy Analytics.

In January, Nokia said it "sold well over 1 million Lumia devices to date," though it did not break out sales numbers for different versions of the phone.

Nokia last year partnered with Microsoft, agreeing to agreed to make Windows Phone 7 its primary OS platform. The move was intended to position Windows Phone to better compete with Google's Android and Apple's iOS mobile operating systems.

"Nokia is by no means out of the woods yet, and it is still on a long road to recovery, but capturing top spot in the Microsoft smartphone ecosystem is an encouraging baby-step forward for the company," Mawston said.

The company's small win came at a cost for HTC, which was previously the top Windows Phone 7 vendor, but now holds the number-two spot.

"Nokia's Microsoft smartphone growth during the quarter was achieved partly by capturing market share from HTC," Tom Kang, director at Strategy Analytics, said in a statement. "This is a challenging development for HTC because it is also losing ground to Samsung in the Android segment."

Nokia's first high-end Windows Phone device in the states will be the Nokia 900 (slideshow above), which was unveiled at CES and will reportedly hit stores in March. It features a 4.3-inch, AMOLED Clear Black display, the largest screen on a Lumia device so far, a 1.4-GHz processor, and a 1830 mAh battery.

Microsoft Smartphone shipments q4 2011

For the top stories in tech, follow us on Twitter at @PCMag.

Source: http://www.pcmag.com/article2/0,2817,2400688,00.asp?kc=PCRSS05039TX1K0000762

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Video: President Obama Singing Obama ?Sweet Home Chicago? With BB King

President Barack Obama stunned the gathered crowds at a White House concert on Tuesday night by joining in an all-star blues jam featuring BB King and Mick Jagger. The performance was part of a PBS TV special, celebrating Black History Month. The performance is scheduled to be aired on February 27, 2012 as part of [...]

Source: http://www.celebritymound.com/video-president-obama-singing-obama-sweet-home-chicago-with-bb-king/?utm_source=rss&utm_medium=rss&utm_campaign=video-president-obama-singing-obama-sweet-home-chicago-with-bb-king

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শুক্রবার, ২৪ ফেব্রুয়ারী, ২০১২

Sr. Project Manager ? millenniumrecruiter

Ksenia Voynova

Technical Recruiter
01 Millennium Consulting
Telephone: 416-767-4333 Ext: 4483
Fax: 416-767-4323
Email:?ksenia@01mc.com
LinkedIn Contact: http://ca.linkedin.com/pub/ksenia-voynova/21/672/748

Role Name:
Project Manager

Estimated Start Date:
Monday, April 2, 2012 (approximate)

End Date:
Monday, December 31, 2012 (approx. 186 working days)

Work Location:
Toronto, College Block

BACKGROUND INFORMATION:
Emergency Management Ontario (EMO) deals with operational resiliency in times of emergency. It provides OPS-wide Incident/Emergency Management, Business Continuity Management and Disaster Recovery services, and co-ordinates Ontario provincial support for Ontario communities, the Canadian federal government, neighbouring provinces and other countries in an emergency.

Emergency Management in Ontario supports three types of emergencies (which are not mutually exclusive):
1. Non-nuclear emergencies affecting Ontario communities, and/or other provinces, Canada or international;
2. Nuclear emergencies in Ontario or neighbouring jurisdictions;
3. Business continuity emergencies affecting the OPS.

EMO is tasked with ensuring resiliency by facilitating coordinating of province-wide EM and, where response to emergencies is required, the Provincial Emergency Operations Centre (PEOC) of the Ministry of Community Safety and Correctional Services (MCSCS), which is responsible for support or direction in community emergencies. Within the EMO, the Continuity of Operations (COOP) section is responsible for OPS-internal emergencies while 13 Order-in-Council (OIC) Ministries are charged with specific responsibilities for support for 37 specific types of emergencies. Each of the Cluster I&IT organizations support Ministry COOP efforts with IT Business Continuity Management (BCM) and Enterprise IT Disaster Recovery Management (DRM) supported by the Corporate Security Branch (CSB), ITS Corporate Services/Datacenters and I&IT Clusters of the Office of Corporate Chief Information Officer (OCCIO).

During the last Business Architecture review it was identified:
- Manual processes and many tools for Emergency management and business continuity planning
- Three related standalone business domains ? emergency response, business continuity and disaster recovery
- Pressing demand and existing vulnerabilities ? have had years of end user concerns identifying need for a coordinated, responsive, effective and user friendly set of solutions resulting in the development of silos over time
- Technology applications and tools in this area are not coordinated ? combinations of Commercial Off The Shelf (COTS) and MS Office products across multiple business areas
- The result ? need to transform the use of human and technical resources into an integrated solution to support an effective and coordinated provincial response to emergencies.

An RFP was completed and a vendor has been contracted to provide integrated business support software subsystems and to build the interconnectivity with specific existing OPS components and tools. Justice Technology Services (JTS) will further integrate these subsystems with other components and subsystems into an Emergency Management Enterprise Solution (EMES) that supports the business and operational requirements of the Government of Ontario?s Incident/Emergency Management, Continuity of Operations/Business Continuity and Disaster Recovery business programs and services.

A senior Project Manager is required to lead the implementation of the acquired integrated emergency management software and its integration to OPS components.

Scope of Services and Deliverables:
The selected Consultant will perform the following Services and/or produce the Deliverables:
. Assume day-to-day planning, management and control of delivery and implementation of multiple and concurrent sub-projects
. Provide weekly status reports including issues, risks and mitigation strategies
. Manage coordination of all IT-related services
. Prepare and provide input into the development of project plans as required
. Manage the resources and tasks required to accomplish the work described in this and the Background section and other activities as assigned
. Liaise with Business Management, Facilities, Human Resources, Communications, ITS, software and IT service vendors, contractors and JTS representatives
. Lead the development of the Architecture and associated artifacts for Checkpoints, compliant with OPS Enterprise Architecture standards, technical requirements and strategies formulated for a variety of initiatives
. Lead the development of the logical and physical architectures, together with the preparation of respective Checkpoint artifacts
. Provide assistance with the design and development of user requirements
. Lead the development of the functional specifications for the configuration and customization/development
. Lead the development of the technical requirement specifications
. Lead the development of unit tasks, use cases, workflow, user interfaces, test scenarios, test data and plans
. Provide input to logical and physical PIAs/TRAs as required
. Provide overall architectural guidance and support together with and technical leadership, management and assistance, as required
. Assist in the detailed evaluation of build/procurement options
. Adherence to Project Management Office (PMO) methodology
. Adherence to OPS & JTS Enterprise Architecture guidelines
. Adherence to OPS & JTS IT Standards
. Extensive use of Project Management tools/templates and repositories to manage and track project artefacts: MS SharePoint, MS Project, MS Visio and MS Office Productivity Suite software
. Provide excellent written and verbal communications
. Work with stakeholders to coordinate and run business and technical multi-disciplinary sessions

It is expected that the consultant resource will have the necessary Project Management and technical skills and demonstrated experience to provide leadership in the design, development and implementation of common reusable components.

Familiarity with the Ontario Public Sector (OPS) I&IT and business processes considered an asset.

Mandatory Skills:
. Excellent written and verbal communications
. Excellent knowledge of Microsoft Project
. Excellent Knowledge of Microsoft Visio
. Capable of coordinating and running sessions
. A team player with a track record to meet deadlines
. Ability to translate user needs and requirements into a technical document
. Verify that requirements are testable

Deliverables include at a minimum but not necessarily limited to:
. The Senior Project Manager is accountable for ensuring the successful completion and implementation of all IT components from analysis to implementation for the Emergency Management Enterprise Solution (EMES) project
. The resource is also responsible for the project finishing on time, within budget and to specified quality standards
. The resource will be accountable for ensuring customer satisfaction and ensure development concurrence, risk and mitigation strategies and status concerns are addressed to the customer
. This resource will assume day-to-day planning, management and control of delivery and implementation of multiple and concurrent sub-projects
. The resource will manage the integration of all IT aspects of the implementation and act as an advisor for all IT activity whether or not JTS/TSB is delivering directly
. The resource will interface directly with the customer and management
. The resource must have 10+ years of experience in management roles for large IT projects. Must have knowledge of specific government ministry applications or specific lines of business

Specific Deliverables:
. An integrated Project Plan
. Costing analysis
. JTS and Corporate PMO required documentation (Charter, Schedule, etc.)
. Management/Treasury Board report back documents, as required
. Briefing Notes, as required
. Status reports, presentations, project plans, business cases (using MS Office Productivity Suite software, PIV)
. Submissions to ACT, ARB & Change Advisory Board (CAB) as required
. Presentations, as required for Steering Committees and Executives Committees
. Align portfolio projects to ensure continuity and knowledge transfer across projects as required
. Provide SPM assistance in the day-to-day management of portfolio opportunities and common projects as required
. Liaison between members of the project, the clients, the vendors and contractors as required . Assist with human resources, finances, task tracking/completion as required

The services provided by the Project Manager will include, at a minimum:
. Manage coordination of all IT-related services.
. Manage the resources and tasks required to accomplish the work described in the Background and Scope of Work sections and other activities as assigned
. Adherence to Project Management Office (PMO) methodology.
. Adherence to OPS & JTS Enterprise Architecture guidelines
. Adherence to OPS & JTS IT Standards
. Extensive use of Project Management tools/templates and repositories to manage and track project artefacts: Microsoft Project, Microsoft Visio and MS Office Productivity Suite software
. Provide regular status reports including issues, risks and mitigation strategies
. Liaise with Business Management, Facilities, Human Resources, Communications, ITS, software and IT Service vendors, contractors and JTS representatives.
. Participate in IT Sub-Committee and Working Group(s)
. Provide excellent written and verbal communications

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Source: http://millenniumrecruiter.wordpress.com/2012/02/23/sr-project-manager/

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David Cross: I snorted cocaine near Obama

Cindy Ord / Getty Images

By Anna Chan

Comedian and actor David Cross isn't afraid of addressing issues head-on when asked, whether it's his (terrible) experiences working on a particular movie project, his?criticisms on religion?or rumors of his drug use. And in a Q&A with Playboy, Cross was rather honest on the subject of illegal substances.

When asked about rumors that he had done cocaine at the 2009 White House Correspondents' Dinner, the actor confessed his deed. "It was probably more like 65 feet (from President Obama)" the actor admitted. "It was literally the size of, I don't know, a tick. It was a tiny granule of coke that I put on my wrist and said, 'Watch this. I need a witness.' "

Cross went on to tell the magazine that he wasn't proud or ashamed of his actions, "it was just about being able to say that I did it, that I did cocaine in the same room as the president."

But there were consequences. The actor said that thanks to him, his girlfriend Amber Tamblyn won't ever be invited again. "I was her date, her plus-one ... she didn't know I was going to do it," he admitted.

Related content:

More in msnbc Entertainment:

Source: http://entertainment.msnbc.msn.com/_news/2012/02/22/10481993-david-cross-i-snorted-cocaine-near-obama

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বৃহস্পতিবার, ২৩ ফেব্রুয়ারী, ২০১২

বুধবার, ২২ ফেব্রুয়ারী, ২০১২

Home sales jump more than 4 percent in January

(AP) ? Sales of previously occupied homes rose in January to the highest pace in nearly two years, flashing modest signs of health ahead of the spring-buying season.

The National Association of Realtors said Wednesday that U.S. sales increased 4.3 percent last month to a seasonally adjusted annual rate of 4.57 million. That's the highest level since May 2010.

Home sales have risen in three of the past four months. But they remain well below the 6 million that economists equate with a healthy market.

The report offered a mixed picture of the slowly improving housing market. The number of first-time buyers, who are critical to a housing recovery, increased slightly to make up 33 percent of all sales. That's still below 40 percent, which tends to signal a healthy market.

Sales of homes at risk of foreclosure also increased to 35 percent of all purchases. Those sales hurt the market by lowering broader home prices.

The Realtors group also revised December's sales figures to show a 0.5 percent decline. It had initially reported a 5 percent increase.

Economists say conditions are improving and that could mean further gains this year. Prices have declined. Mortgage rates have never been lower. Homebuilders are slightly more hopeful because more people are saying they might be open to buying this year ? and they responded in January to that interest by requesting more permits to construct single-family homes.

Much of the optimism has come because hiring has picked up. More jobs are critical to a housing rebound. In January, employers added 243,000 net jobs ? the most in nine months ? and the unemployment rate fell to 8.3 percent, the lowest level in nearly three years.

Economists caution that the damage from the housing bust is deep and the industry is years away from fully recovering. Since the bubble burst, sales have slumped under the weight of foreclosures, tighter credit and falling prices.

Many can't qualify for loans or meet higher down-payment requirements. Even those with excellent credit and stable jobs are holding off because they fear that home prices will keep falling.

Sales are measured when buyers close on homes. Another problem is that many deals are collapsing before that point. Deals have been scuttled after banks declined mortgage applications, home inspectors found problems, appraisals showed a home was worth less than the bid, or a buyer lost a job.

The high rate of foreclosures has made resold homes cheaper than new ones. The median price of a new home is roughly 30 percent above the price of one that's been occupied before ? twice the normal markup. Investors are taking advantage of the discounts.

Associated Press

Source: http://hosted2.ap.org/APDEFAULT/f70471f764144b2fab526d39972d37b3/Article_2012-02-22-Home%20Sales/id-9c869c5a7da34a7995b2de513d189d26

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If It Ain't Broke, Don't Fix It: Ancient Computers in Use Today | Learn ...

It?s easy to wax nostalgic about old technology?to remember fondly our first Apple IIe or marvel at the old mainframes that ran on punched cards. But no one in their right mind would use those outdated, underpowered dinosaurs to run a contemporary business, let alone a modern weapons system, right?

Wrong!

While much of the tech world views a two-year-old smartphone as hopelessly obsolete, large swaths of our transportation and military infrastructure, some modern businesses, and even a few computer programmers rely daily on technology that hasn?t been updated for decades.

If you?ve recently bought a MetroCard for the New York City Subway or taken money from certain older ATMs, for instance, your transaction was made possible by IBM?s OS/2, an operating system that debuted 25 years ago and faded out soon after.

A recent federal review found that the U.S. Secret Service uses a mainframe computer system from the 1980s. That system apparently works only 60 percent of the time. Here?s hoping that uptime statistics are better for the ancient minicomputers used by the U.S. Department of Defense for the Minuteman Intercontinental Ballistic Missile system, Navy submarines, fighter jets, and other weapons programs. Those systems, according to the consultants who help keep them going, will likely be used until at least the middle of this century.

Here are a few stories of the computers that time forgot, and the people and institutions that stubbornly hold on to them.

Punch-Card Accounting

Sparkler Filters of Conroe, Texas, prides itself on being a leader in the world of chemical process filtration. If you buy an automatic nutsche filter from them, though, they?ll enter your transaction on a ?computer? that dates from 1948.

Sparkler?s IBM 402 is not a traditional computer, but an automated electromechanical tabulator that can be programmed (or more accurately, wired) to print out certain results based on values encoded into stacks of 80-column Hollerith-type punched cards.

Companies traditionally used the 402 for accounting, since the machine could take a long list of numbers, add them up, and print a detailed written report. In a sense, you could consider it a 3000-pound spreadsheet machine. That?s exactly how Sparkler Filters uses its IBM 402, which could very well be the last fully operational 402 on the planet. As it has for over half a century, the firm still runs all of its accounting work (payroll, sales, and inventory) through the IBM 402. The machine prints out reports on wide, tractor-fed paper.

Of course, before the data goes into the 402, it must first be encoded into stacks of cards. A large IBM 029 key-punch machine?which resembles a monstrous typewriter built into a desk?handles that task.

Carl Kracklauer, whose father founded Sparkler Filters in 1927, usually types the data onto the punch cards. The company sticks with the 402 because it?s a known entity: Staffers know how to use it, and they have over 60 years of company accounting records formatted for the device.

The key punch isn?t the only massive accessory in Sparkler?s arsenal. The 402 also links to an IBM 514 Reproducing Punch, which has been broken for three years. When it works properly, the 514 spits out punched ?summary cards,? which typically contain the output of the 402?s operation (such as sum totals) for later reuse. Sparkler stores all of its punched data cards?thousands and thousands of them?in stacks of boxes.

The company also possesses dozens of 402 programs in the form of IBM plugboards. Computer programming in the 1940s commonly involved arranging hundreds of individual wires in a way that would likely drive a modern software engineer insane. In the 402?s case, a spaghetti-like pattern of wires attached to hundreds of connectors on each plugboard determines the operation of the machine, and different plugboards can be pulled out and replaced as if they were interchangeable software disks. So you might insert one plugboard for handling, say, accounts receivable, and a different one for inventory management.

Sparkler?s 402 is a such a significant computing relic that the Computer History Museum in Mountain View, California, sent a delegation to the company last year to try and convince its executives to move to a more modern accounting system and donate the 402 to the museum. That will someday be an appropriate resting place for the 402, but as long as it still does its duty, the Texas company has no problem keeping its digital dinosaur living a little while longer.

Computers That Can?t Fail

When you see reports about the small, remote-controlled drones that the military uses to gather intelligence and target enemies in Pakistan and Afghanistan, it?s easy to assume that all our weaponry is equally modern. Some significant weapons systems that our military depends on today, though, run on technology that dates back, in some instances, to the Vietnam War era.

The U.S. Navy?s ship-based radar systems and Britain?s Atomic Weapons Establishment, which maintains that country?s nuclear warheads, use PDP minicomputers manufactured in the 1970s by Digital Equipment Corporation (DEC). Another user of the PDP is Airbus, the French jetliner manufacturer.

The PDP was among the second wave of mainframes called minicomputers because they were only the size of a couple of refrigerators instead of big enough to fill a room.

The F-15 and F-18 fighters, the Hawk missile systems, parts of the U.S. Navy submarine fleet, and Navy fighter test systems on aircraft carriers use DEC?s VAX minicomputers from the 1980s for various purposes, according to Lynda Jones of The Logical Company in Cottage Grove, Oregon, which helps keep these antiquated systems functioning.

Because of their critical nature, many of these systems will be in continuous service long into the future, perhaps to the middle of this century. For instance, the Minuteman ICBM program, which uses DEC VAX systems for testing, recently received funding that will keep it going until 2030.

?These legacy systems are integrated into multibillion dollar systems as control or test systems,? Jones says. Replacing these old systems with modern machines, she explains, would cost millions of dollars and could potentially disrupt national security.

As it turns out, replacing those systems with modern hardware designed to work like the antiquated components is a decidedly less risky venture. Jones? company is one of many that create systems to simulate older DEC minicomputers using newer, smaller, and less power-hungry electronic parts. The replacement computers emulate the exact functionality of the original hardware?and run the same vintage software?so it appears to the rest of the system as if nothing has changed.

That?s important because most of Logical?s customers are defense corporations refreshing old weapons technology under contract with the U.S. Department of Defense. ?There are thousands of DEC systems in use for military applications around the world,? says Jones, ?including PDPs from the 1970s, VAXes from the 1980s, and Alphas from the 1990s.?

The United States developed many fighter jet and missile systems during the Cold War era using DEC hardware for test and control functions, says Jones, because the company?s minicomputers were among the very first general-purpose machines that did not require water cooling and could be used in harsh environments.

The biggest problem with maintaining such ancient computer systems is that the original technicians who knew how to configure and maintain them have long since retired or passed away, so no one is left with the knowledge required to fix them if they break.

Even if someone does know how to fix them, finding replacement parts can be tricky. Stanley Quayle, a computer emulation consultant, has seen contractors desperate to find the parts they need. ?I have a prospective customer supporting a U.S. missile defense system that is buying parts on eBay,? says Quayle. ?Any parts they do find are as old or older than their system,? meaning they?re sometimes no more reliable than the pieces they replace.

The Apple IIe Warehouse

Lots of people fell in love with the Apple IIe when it was released in 1983. It supported a wide variety of software and hardware, it was reliable, and its seven internal expansion slots made it extremely flexible.

For Kevin Huffman, who owns and operates Huffman Industrial Warehouse in Eden, North Carolina, that love has never waned. His firm stores and ships out goods for companies that rent his warehouse space, and he regularly uses his vintage Apple IIe to track inventory and keep accounts.

Huffman got started with the Apple II line in college and later bought two identical Apple IIe systems from his brother-in-law in the mid-1980s, one of which he uses today. (He keeps the other unit as an emergency backup.)

Huffman?s Apple IIe setup is nothing fancy, but it is fully stocked. It?s equipped with 128 kilobytes of RAM, the standard 1MHz 6502 CPU, and AppleSoft BASIC in ROM. It contains five expansion cards: a printer card, two disk interface cards, a serial port card, and an 80-column video card. For peripherals, he uses an Apple DuoDisk unit, a 10-inch amber video monitor, and a trusty workhorse of a printer?a Star NP-10 that ?is still going strong at 26-plus years old,? he says.

Huffman runs an application suite on the Apple IIe called ?The Business Accountant,? first published by Manzanita Software in 1984. Of the six applications in the suite, he uses five: General Ledger, Accounts Payable, Accounts Receivable, Inventory, and Payroll. All of his data resides on the once-standard 5.25-inch floppy disks, but he?s not worried about data security: ?I back up the floppies with a program called Copy II+.?

Huffman uses a modern PC for word processing, email and Web browsing, but he?s reluctant to move away from his trusty Apple IIe for accounting work.

?I still use the machine because it is so simple to use, I know the software, and I can still update the tax tables manually.? He adds, ?The only glitch in the entire system is that it does not recognize the year 2000, so all my printed financial reports say 1912. But on the invoices, checks, and other forms, it prints in the 11/14/12 format.?

He?s even tried emulating the Apple IIe and his favorite software on a modern machine, but to him, the full experience matters. ?I thought about changing over to a more modern system, but there is nothing to be gained. As the old saying goes, ?If it ain?t broke, don?t fix it.??

The Color Computer Programming Assistant

Few vintage computers inspire as much active devotion as the Tandy Color Computer 3, first introduced in 1986. The CoCo 3 (as it is affectionately called by its fans) never sold as many units as home computers from Atari or Commodore, but that engendered an even stronger loyalty in its users.

The CoCo 3 marked the end of a well-received line of Color Computer products from RadioShack, which launched the first model in 1980. The third model in the series turned out to be an impressive swan song, adding support for 512KB of memory and implementing advanced graphics and sound enhancements?all while retaining backward compatibility with pre-CoCo 3 software.

It?s understandable, then, that some folks refuse to let go of their CoCo 3 units for either work or play. One such loyal user, John Kowalski, a former console game developer, still considers his CoCo 3 an indispensable tool.

?I turn it on, type in a quick program to do something I need done, and let it run to get the results,? says Kowalski. ?I think of it as my personal assistant?sometimes I program it to do tedious or repetitive tasks like automated document reformatting, and I can continue working while it works beside me.?

Kowalski began his journey in CoCo-land with a Color Computer 2 in 1984. He traded up to the CoCo 3 in 1986 and stuck with the platform through the years, performing various hardware upgrades (upping the system RAM to 2MB and overclocking the 6809 CPU to a blistering 3.5MHz) along the way.

When Kowalski was programming console video games at Crystal Dynamics in the mid-to-late 1990s, his vintage CoCo 3 played a prominent role. ?Every game I worked on had at least some data in it created on the CoCo,? he says. Titles like Namco Museum 50th Anniversary and Tron 2.0: Killer App benefited from the vintage machine, which Kowalski used as if it were a powerful programmable scientific calculator.

For an original title like Tron 2.0 for the Xbox, Kowalski used the CoCo 3 to test 3D techniques used in the game. ?Many of the data sets used by the 3D engine were generated on the CoCo, like the tables for calculating depth and perspective in the 3D view, and the data for fish-eye reduction of the view,? he says. ?The texture map graphics used in the game were also translated into program data by a conversion tool I wrote on the CoCo.?

If speed wasn?t an issue, Kowalski would quickly type up a program in the CoCo?s built-in BASIC interpreter. In the cases that involved large amounts of graphics or sound data, he would turn to assembly language.

The latter technique proved quite handy when working on Namco Museum or Atari Anniversary, which both contained reworkings of classic 1980s arcade games. Kowalski used the CoCo to extract, convert, and edit graphics data from the original arcade ROMs into formats a PlayStation 2 console could use. He also used the CoCo to translate vintage arcade source code and clean up sound samples used in the games.

With such an old machine, you might think it would be hard to export the working data to a more modern PC, but Kowalski has found no such problems. For years, he swapped standard 5.25-inch disks between his CoCo 3 and a Windows PC. Today, he simply connects a serial port between the CoCo and a PC, with the PC acting as a virtual disk drive emulator.

Kowalski says his current job designing electronics hardware doesn?t call for much data generation, so he doesn?t use the CoCo as frequently. But he hasn?t retired the classic machine; Kowalski keeps the 25-year-old PC on his main computer desk, ready to be called back into service at a moment?s notice.

Article source: http://news.idg.no/cw/art.cfm?id=21E0FD44-DDC5-B182-29D273CDB18D7711

Source: http://learncomputerprogramming.net/if-it-aint-broke-dont-fix-it-ancient-computers-in-use-today-2/

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মঙ্গলবার, ২১ ফেব্রুয়ারী, ২০১২

HowStuffWorks "How Teleconferencing Works"

In the past few years, corporations have gotten bigger and more spread out. Many American employees -- more than 44 million in 2004 -- also do at least some of their work from home [ref]. Since offices and employees can be thousands of miles apart, getting everyone into the same room for meetings and training has become decidedly impractical for a lot of companies.

That's why teleconferencing -- the real-time exchange of information between people who are not in the same physical space -- has become such a big industry. The American audio conferencing industry alone reported $2.25 billion in revenue in 2004 [ref]. Through teleconferencing, companies can conduct meetings, customer briefs, training, demonstrations and workshops by phone or online instead of in person.

In this article, we'll look at different types of teleconferencing, from conference calls to online meetings.

The simplest phone teleconference is a three-way call, available in many homes as a service from the telephone company. Another very simple (but not necessarily effective) method is to have two groups of people talk to one another via speakerphone. The limits of three-way calling and the sound quality of speakerphones make both of these options impractical for most businesses.

Conference calls let groups of people -- from a few to hundreds -- communicate by phone. Banks and brokerages often use conference calls to give status reports to large numbers of listeners. Other businesses use conference calls to help coworkers communicate, plan and brainstorm. To connect to the call, attendees call a designated number (MeetMe conferencing), or an operator or moderator calls each participant (ad hoc conferencing).

Conference calls connect people through a conference bridge, which is essentially a server that acts like a telephone and can answer multiple calls simultaneously. Software plays a large role in the bridge's capabilities beyond simply connecting multiple callers.

A company can have its own bridge or can contract with a service provider for conference call hosting. Providers frequently offer add-on features for conference calls, such as:

  • Attendee polling
  • Call recording ?
  • In-call operators or attendants

Companies using Voice over IP (VoIP) telephones can also host conference calls themselves if the VoIP software supports them.

Many phone conferencing systems require a login and personal identification number (PIN) to access the system. This helps protect confidential and proprietary information during the call.

Video phones can add a visual element to conference calls, but businesses often need to share other visual information.

Source: http://money.howstuffworks.com/business-communications/teleconferencing.htm

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Rival Crockpot - Business Websites - RSS Directory

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সোমবার, ২০ ফেব্রুয়ারী, ২০১২

How do you help sustain disaster recovery if one problem comes ...


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Wikipedia's definition of Disaster Recovery:

Disaster recovery is the process, policies and procedures related to preparing for recovery or continuation of technology infrastructure critical to an organization after a natural or human-induced disaster. Disaster recovery is a subset of business continuity.

If anyone could share thoughts and insights with me, they're much appreciated. Many thanks!


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Quote:


Wikipedia's definition of Disaster Recovery:

Disaster recovery is the process, policies and procedures related to preparing for recovery or continuation of technology infrastructure critical to an organization after a natural or human-induced disaster. Disaster recovery is a subset of business continuity.

If anyone could share thoughts and insights with me, they're much appreciated. Many thanks!

Do you need to implement such a plan at your organization?
Can you be a little more specific? That will get you responses.

Stijloor.

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Yes, we are considering contingency planning for natural disaster (typhoons, floods etc) and equipment failure. While we further assess the risk and impact so we could develop strategies to prepare the organization and mitigate the effects, another calamity comes after the other.

Quote:

Yes, we are considering contingency planning for natural disaster (typhoons, floods etc) and equipment failure. While we further assess the risk and impact so we could develop strategies to prepare the organization and mitigate the effects, another calamity comes after the other.

A lot of business consultants, regardless whether they are relatively small operations like mine or a huge multinationals with thousands of employees (Accenture - 180,000+ employees), still all put on our trousers one leg at a time. This means we are maddeningly methodical in our approach to a risk analysis consulting assignment.

This means we spend a lot of time (translate that into client money) cataloging possible risks and then categorizing them according to probability of occurrence. Next, we prepare a cost analysis of either avoiding risks or mitigating their effect if they occur. Some risks are highly probable in occurrence, but have little economic or human effect. Some are rare, but if they occur, would [not could] result in absolute economic and human devastation.

The two methods of dealing with risk are

  1. avoidance
  2. mitigation
Essentially, the consultant's job is to lay out the spreadsheet of possible risks, the probability of occurrence, the damage they would cause if they occur, the possible ways (and costs) of avoiding them, and the ways of mitigating (anything from reserves and duplicates to insurance) and, finally, offer recommendations for the client, based on the nature of the risks and the financial status of the client.

Sometimes, more than one consulting firm is brought in to assess various kinds of risks, ranging from acts of God, conflagration or inundation, business risks from competitors or changing markets, labor issues, political issues, security issues, quality issues.

I know folks working for most of the Big Ten consulting firms and, from what they tell me, their budgets for paper clips alone would dwarf my annual consulting income. I've had the opportunity to review some of the reports prepared by these huge firms and some of them are hundreds of pages long and often include videos and PowerPoint slides documenting their findings.

In general, the size of the client dictates the size of the report, but even a small single site facility with fewer than 500 employees would call for a risk assessment report of many pages based on lots of man hours of research and exploration of the ramifications of several possible courses of action for each risk identified.

In short, sad to say, whether performed by in-house staff or outside consultants, the task of risk assessment and choosing the optimum combination of avoidance and mitigation schemes or strategies is not a simple afternoon exercise which can be accomplished after reading a few hints in an on-line discussion forum.

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Christian Nestell Bovee (1820-1904) in Thoughts, Feelings and Fancies, 1857


Last edited by Wes Bucey; 20th February 2012 at 01:56 PM.
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Thanks Wes,

I know this is stretching the definition, but from your brief explanantion this disaster recovery/avoidancee/mitigation plan seems to share some steps with structuring and conducting a FMEA..

Regards,
Marty

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Thanks to Jim Wynne for your informative Post and/or Attachment!
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well said....

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রবিবার, ১৯ ফেব্রুয়ারী, ২০১২

Improving Your Home For Yourself And ... - Somerset Hills Doors

Improving Your Home For Yourself And Potential Buyers

Your home is comfortable and you are glad to stay in it for now, but there may be some improvements that your family will appreciate.? Also, if housing prices improve, or if you need to move, you want to know which upgrades could add to the value of your home if you do decide to sell.? Check the following tips to see which ones can help you.

The kitchen is the most worked-in room of your house.? It may also be the most lived-in room, if you eat at a kitchen table.? Your kitchen needs to be functional.? But you also want it to be beautiful.? It is also crucial to re-sale value.? Buyers often are most influenced by whether they like your kitchen or not.? Are the appliances up-to-date and adequate in size?? Are the counters in good shape and durable?? Are the sinks functional?? Is there a dishwasher?? Those who enjoy cooking, especially, will place great emphasis on the kitchen when buying a home.? Making sure your kitchen is both practical and beautiful will definitely increase the value of your home and its appeal to buyers.

Depending on the size of your family, an extra bathroom may be the most appreciated addition you can make.? When everyone is getting ready for work or school in the morning, another bathroom can reduce the stress level and help everyone get out of the house on time.? It will also help when you have guests staying with you.? You will need to look at the plumbing outlay in your home to see if there is a place where it is practical to add a bathroom.? But even if it is in the basement, it can be a valuable addition. However, you will want to take into account the cost of hiring a professional plumber.

If your home is small, adding a finished area in the basement or attic enlarges your home and makes it more valuable.? A finished basement can be a space where your teenagers can play their music without disturbing others. It can be a game room or entertainment room, adding to the enjoyment you find in your home.? The extra living space in the basement or attic will definitely increase the value of your home and its appeal to a large family.? It may also be work you can accomplish as a do-it-yourself project.

Installing windows that are efficient at keeping out cold and heat will definitely pay off in lower energy bills.? The salesman you talk to should be able to give you a projection of how long it will take the new windows to pay for themselves. Even better, they may qualify you for a tax credit. Financially, new energy star windows are a good deal.? They are also something to brag about to prospective buyers.

Adding insulation in the attic may be an easy decision to make.? Again, a professional should be able to estimate the new ?R? value and what it will save you in heating and cooling costs. Make sure your attic ventilation is adequate also. It may be a job you can do yourself.? But it is a good idea to start with a professional opinion on where you should add insulation, how much, and the pay-off in energy costs.

A new deck is not a necessity, but it can add greatly to pleasurable time at home.? It is an add-on that will certainly appeal to buyers.? It should add to your home?s value, though it may not pay for itself as improved energy efficiency does.? Still, it is worthwhile if it increases your own enjoyment of your home.

These are the basic areas you want to consider if you are contemplating a home improvement project.? Evaluate them in terms of your family?s needs.? Priority should go to projects that improve your own enjoyment of your home and also add to its re-sale value.

Source: http://somersetdoors.com/ShopTalk/?p=303

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Groupon Acquires NYC-Based Startup Hyperpublic

placesplusGroupon has just acquired Hyperpublic, a NYC-based startup that's spent the last two years building technology related to geo-location and the layers of information ??like deals and events ??that live on top of it. Terms of the deal are not being disclosed, but CEO Jordan Cooper describes it as a "huge win for our team and our investors". He adds that Groupon was after Hyperpublic's technology ??this isn't a case of it acquiring the team alone.

Source: http://feedproxy.google.com/~r/Techcrunch/~3/nw8_tdi0BOw/

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শনিবার, ১৮ ফেব্রুয়ারী, ২০১২

Human resource services - vsallc.com

People are motivated to do, ?what they believe? is in their best interests. This can often result in either unconscious, self-destructive behaviors or, at the other end, result in brilliant achievements and great humanitarian acts. For most of us, it results in ordinary activities that we engage in every day, usually satisfactory.

However, it is always possible to influence what the others are motivated to do. The focus point should always revolve around ways and means to procure employee motivation and as to how an employer can influence his employees on a day-to-day level so that they feel motivated and build positive relationships with the higher ranks and amplify their performance levels and bring in high productivity.

A company needs to possess a strong and steady team in order to sustain for a long term, a team that is enriched with all the previous experiences of business operations. Therefore, it is important that the Company takes every possible measure to retain its old, loyal and valuable human resource which will steer the Company towards further progress. The HR administration of a Company should take charge and advise clear-cut employee motivational strategies to the organizational leadership.

With respect to the policies implemented in this aspect, it is the responsibility of the Department of Human Resources to analyze the overall, general as well as individual priorities of the employees, and accordingly prepare an assortment of choices to select from that would strive to make everyone happy, though, of course, it is equally true that everyone cannot be made happy.

There are two different groups of employees in an organization:
? One group that is satisfied with financial security via incentives
? And another group that truly yearns for acknowledgment and credit for their performances.

However, the underlying fact is that both groups of employees look for some sort of motivation or encouragement and appreciation from their employers and wish to be provided with the right compensation for the job that they carry out in the organization.
Educating and keeping the employee up-to-date, from time to time, with regard to the current and prospective requirements of the business will help create a sense of self-responsibility which, in turn, will lead to motivating themselves, enabling them to sustain in the market and work towards their own security. After all, every employee should be able to satisfy himself and the employer by way of his performance and productivity.

In order to enhance the dynamics that lie behind the employer and employee, it sometimes becomes indispensable to include a scheme or a structure of testing and constancy, alongside with employee motivation policies executed within the company. This is required in order to ensure any discrepancies amid employees within the Company, who cannot be influenced or are too desirous to be pleased. It is this group that often invites trouble and creates disputes between two levels of employees, in the same team or department. Hence, employee review is mandatory on a periodic basis.

About the Author

Asma Zaineb is a marketing expert at CommLab India,an eLearning solutions company providing high quality corporate training solutions to organizations in US, Canada, UK, France, Germany, Australia & Middle East. The company started in 2000 has a host of Fortune 500 companies as its clients. Its core business is enhancing performance through Learning Solutions including Custom Courseware Development, Rapid Elearning and LMS Integration. To know more about its services, please visit http://www.commlabindia.com/

Source: http://www.vsallc.com/archives/40

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