RonYm - A Personal Blog of Ymreb Momville

Japan in Turmoil

2011-03-15T21:12:00.002+08:00

Lots of people are wondering why such disasters are happening to Japan within a short period of time. Imagine a magnitude 8.9 earthquake followed by 30 feet tsunami and volcanic eruption occurring within 7 days. Imagine how those survivors felt when they saw their loved ones being washed away by the huge wave of water coupled with wooden debris and sometimes cars or houses. It was very horrifying how thousand of lives easily got lost in hours without any warning. They could be doing their laundry, playing with kids, attending school, or waiting for their flight. In these darkest hours of Japan how are they going to recover? How will the world sympathize with Japan?

At the very moment when the tsunami hit Japanese coasts, some people are complaining about their daily jobs and problems. Some people are thinking that they are very bored and wishing they could die. Some people aren’t very thankful of what they have. Others are even trying to compete with others and tend not to share what they have. Several are fighting over some properties. What they didn’t know is that while they are complaining about what was happening to them and think that God is punishing them, someone out there is crying out for help. Someone out there is very terrified to lose someone he loved. Someone out there is running for his life.

At the very least, almost all people are too greedy to think for others’ welfare. They do not care about what happened to others as long as they already got what they wanted. They do not care how many people died in every calamity as long as they are safe and their businesses are. It’s very sad but this is the ugly truth. Admit it or not you might feel like you’re one of those people being talked about. Human as we are, this is just normal.

When you look into your own problems, it is true that you might feel sorry for yourself, not contented, or depressed. But try to look around you and you will notice that all people have problems whether financially, emotionally, physically, or psychologically. You are not the only one living in this world so be sensitive enough because others might just need your help.

10,000,000 people in Japan are said to be starving according to N.Y. times. You could offer a piece of bread so that one of those people will be relieved of hunger. Others can also offer and thus if more others can offer, all those 10,000,000 can be relieved of hunger. Earthquake can be very devastating itself. Tsunami is a lot worse leaving few signs of life after devouring every kilometer of the coast. Volcanic eruption is the worst leaving only magma in land and ashes in the air.

People are dying everywhere. Please be human enough to sympathize with them and offer them help if you can. Believe it or not, it is by helping others that you can attain such fidelity or bliss that you’ve never felt before. Japan is in turmoil. Let’s try to help each other and offer our prayers.

Characteristics that an analyst must have in order to properly evaluate a DFD

2010-04-01T21:33:00.002+08:00

Before going through the characteristics that an analyst must have in order to properly evaluate a DFD, let us first define what Data Flow Diagram is and how to create it. After showing the basics of a DFD, I will enumerate and briefly explain the characteristics as based on the previous assignments.

What is DFD?

A data-flow diagram (DFD) is a graphical representation of the "flow" of data through an information system. DFDs can also be used for the visualization of data processing (structured design).

On a DFD, data items flow from an external data source or an internal data store to an internal data store or an external data sink, via an internal process.
A DFD provides no information about the timing or ordering of processes, or about whether processes will operate in sequence or in parallel. It is therefore quite different from a flowchart, which shows the flow of control through an algorithm, allowing a reader to determine what operations will be performed, in what order, and under what circumstances, but not what kinds of data will be input to and output from the system, nor where the data will come from and go to, nor where the data will be stored (all of which are shown on a DFD).

Data Flow Diagramming is a means of representing a system at any level of detail with a graphic network of symbols showing data flows, data stores, data processes, and data sources/destinations.

Purpose/Objective:

The purpose of data flow diagrams is to provide a semantic bridge between users and systems developers. The diagrams are:
• graphical, eliminating thousands of words;
• logical representations, modeling WHAT a system does, rather than physical models showing HOW it does it;
• hierarchical, showing systems at any level of detail; and
• Jargon less, allowing user understanding and reviewing.

The goal of data flow diagramming is to have a commonly understood model of a system. The diagrams are the basis of structured systems analysis. Data flow diagrams are supported by other techniques of structured systems analysis such as data structure d diagrams, data dictionaries, and procedure-representing techniques such as decision tables, decision trees, and structured English.

Data flow diagrams have the objective of avoiding the cost of:
• User/developer misunderstanding of a system, resulting in a need to redo systems or in not using the system.
• Having to start documentation from scratch when the physical system changes since the logical system, WHAT gets done, often remains the same when technology changes.
• Systems inefficiencies because a system gets "computerized" before it gets "systematized".
• Being unable to evaluate system project boundaries or degree of automation, resulting in a project of inappropriate scope.

Description:
Data Flow Diagrams are composed of the four basic symbols shown below

The External Entity symbol represents sources of data to the system or destinations of data from the system.
The Data Flow symbol represents movement of data.
The Data Store symbol represents data that is not moving (delayed data at rest).
The Process symbol represents an activity that transforms or manipulates the data (combines, reorders, converts, etc.).
Any system can be represented at any level of detail by these four symbols.

External Entities:
1. Are named with appropriate name.
2. Can be duplicated, one or more times, on the diagram to avoid line crossing.
3. Determine the system boundary. They are external to the system being studied. They are often beyond the area of influence of the developer.
4. Can represent another system or subsystem.
5. Go on margins/edges of data flow diagram.
________________________________________
Data Flows:
1. Are represented with a line with an arrowhead on one end. A fork in a data flow means that the same data goes to two separate destinations. The same data coming from several locations can also be joined.
2. Should only represent data, not control.
3. Are ALWAYS named. Name is not to include the word "data".
4. Are referenced by a combination of the identifiers of the constructs that the data flow connects. (14-A references a data flow from process 14 to external entity A)
________________________________________
Data Stores:
1. Are generic for physical files (index cards, desk drawers, magnetic disk, magnetic tape, shirt pocket, human memory, etc.)
2. Are named with an appropriate name, not to include the word "file", and numbered with a number preceded with a capital letter D
3. Can be duplicated, one or more times, to avoid line crossing.
4. Can show two or more systems that share a data store. This is done by adding a solid stripe on the left boundary. (Figure 5.34) This can occur in the case of one system updating the data store, while the other system only accesses the data. For ex ample, the data store could be a freight rate book that one system builds and maintains, but is used by the represented system.
5. Are detailed in the data dictionary or with data description diagrams.
________________________________________
Processes:
1. Show data transformation or change. Data coming into a process must be "worked on" or transformed in some way. Thus, all processes must have inputs and outputs. In some (rare) cases, data inputs or outputs will only be shown at more detailed levels of the diagrams. Each process in always "running" and ready to accept data.
2. Are represented by a rounded corner rectangle
3. Are named with one carefully chosen verb and an object of the verb. There is no subject. Name is not to include the word "process". Each process should represent one function or action. If there is an "and" in the name, you likely have more than o ne function (and process).
4. Have physical location shown only for existing physical systems or a physical design is being represented.
5. Are numbered within the diagram as convenient. Levels of detail are shown by decimal notation. For example, top level process would be Process 14, next level of detail Processes 14.1-14.4, and next level with Processes 14.3.1-14.3.6.
6. Should generally move from top to bottom and left to right.
Procedure:
The procedure for producing a data flow diagram is to:
1. Identify and list external entities providing inputs/receiving outputs from system;
2. Identify and list inputs from/outputs to external entities;
3. Create a context diagram with system at center and external entities sending and receiving data flows;
4. Identify the business functions included within the system boundary;
5. Identify the data connections between business functions;
6. Confirm through personal contact sent data is received and vice-versa;
7. Trace and record what happens to each of the data flows entering the system (data movement, data storage, data transformation/processing)
8. Attempt to connect any diagram segments into a rough draft;
9. Verify all data flows have a source and destination;
10. Verify data coming out of a data store goes in;
11. Redraw to simplify--ponder and question result;
12. Review with "informed";
13. Explode and repeat above steps as needed.

http://spot.colorado.edu/~kozar/DFDtechnique.html
http://en.wikipedia.org/wiki/Data_flow_diagram

After having a clear view on what is DFD and how to create it, here are the characteristics that a system analyst must have in order to evaluate DFDs properly.
CHARACTERISTICS

First, system analysts must have a wide background or knowledge of what a system must accomplish and how to realize these goals. If an analyst lacks sufficient information, he/she might miss some points in evaluating the DFD of the said system. Good DFD evaluation requires enough background on the process of the system, as well as the business process since the system is also based on the business processes that the company wants to automate.

Second, system analysts must have critical thinking. This means that he or she should analyze the DFD in order to fill missing parts, or omit unnecessary entities. The analyst must be able to restructure the DFD if necessary and provide a clear distinction on the levels of DFDs as to what correct amount of detail it must contain.

He or she must also know how to write DFDs properly. As stated above, there are symbols that DFDs use in order to represent the entities, data stores, processes or data flows. Symbols are critical since a small mistake could lead to vague DFDs. They should be able to see small or trivial things like wrong direction of arrows in data flows.

Systems analysts must also keep in mind that systems today are very dynamic and could change anytime. He or she should be open to these changes and adapt to them in order to evaluate properly those DFDs that were very complicated.

As far as I know, these are the characteristics that a good system analyst must have in order to evaluate DFDs properly.
If there are more characteristics that I miss, feel free to comment so I could include them.

Dialogue between a systems professional, John Juan, and a manager of a department targeted for a new information system, Peter Pedro

2010-04-01T21:28:00.000+08:00

Consider the following dialogue between a systems professional, John Juan, and a manager of a department targeted for a new information system, Peter Pedro:

Juan: The way to go about the analysis is to first examine the old system, such as reviewing key documents and observing the workers perform their tasks. Then we can determine which aspects are working well and which should be preserved.

Pedro: We have been through these types of projects before and what always ends up happening is that we do not get the new system we are promised; we get a modified version of the old system.

Juan: Well, I can assure you that will not happen this time. We just want a thorough understanding of what is working well and what isn’t.

Pedro: I would feel much more comfortable if we first started with a list of our requirements. We should spend some time up-front determining exactly what we want the system to do for my department. Then you systems people can come in and determine what portions to salvage if you wish. Just don’t constrain us to the old system.

Required:

a.Obviously these two workers have different views on how the systems analysis phase should be conducted. Comment on whose position you sympathize with the most.
b.What method would you propose they take? Why?
(3000 words)

Both John Juan and Peter Pedro have good points. Juan follows the basic steps in a software development life cycle. To give you a quick overview of the SDLC here is a diagram.

Brief explanations of the above diagram are as follows:

Initiation/planning

To generate a high-level view of the intended project and determine the goals of the project. The feasibility study is sometimes used to present the project to upper management in an attempt to gain funding. Projects are typically evaluated in three areas of feasibility: economical, operational or organizational, and technical. Furthermore, it is also used as a reference to keep the project on track and to evaluate the progress of the MIS team.[8] The MIS is also a complement of those phases. This phase is also called the analysis phase.
Requirements gathering and analysis

The goal of systems analysis is to determine where the problem is in an attempt to fix the system. This step involves breaking down the system in different pieces and drawing diagrams to analyze the situation, analyzing project goals, breaking need to be created and attempting to engage users so that definite requirements can be defined. Requirement Gathering sometimes require individual/team from client as well as service provider side to get a detailed and accurate requirements.

Design

In systems design functions and operations are described in detail, including screen layouts, business rules, process diagrams and other documentation. The output of this stage will describe the new system as a collection of modules or subsystems.
The design stage takes as its initial input the requirements identified in the approved requirements document. For each requirement, a set of one or more design elements will be produced as a result of interviews, workshops, and/or prototype efforts. Design elements describe the desired software features in detail, and generally include functional hierarchy diagrams, screen layout diagrams, tables of business rules, business process diagrams, pseudocode, and a complete entity-relationship diagram with a full data dictionary. These design elements are intended to describe the software in sufficient detail that skilled programmers may develop the software with minimal additional input.

Build or coding

Modular and subsystem programming code will be accomplished during this stage. Unit testing and module testing are done in this stage by the developers. This stage is intermingled with the next in that individual modules will need testing before integration to the main project.code will be test in every sections.

Testing

The code is tested at various levels in software testing. Unit, system and user acceptance testing are often performed. This is a grey area as many different opinions exist as to what the stages of testing are and how much if any iteration occurs. Iteration is not generally part of the waterfall model, but usually some occurs at this stage.

Types of testing:
• Data set testing.
• Unit testing
• System testing
• Integration testing
• Black box testing
• White box testing
• Regression testing
• Automation testing
• User acceptance testing
• Performance testing

Operations and maintenance

The deployment of the system includes changes and enhancements before the decommissioning or sunset of the system. Maintaining the system is an important aspect of SDLC. As key personnel change positions in the organization, new changes will be implemented, which will require system updates.

It is clearly stated that after in initiation phase, System Concept Development would follow. This defines the boundary of the concepts. In Pedro and Juan’s case, this is the phase where Juan examines the old system that Pedro’s company is using.

Next step is to plan. This is where Juan develops a plan for Pedro’s system based on the old system that Juan examines.

Then here comes Requirement Analysis Phase. This is where Juan listens to Pedro’s requirements on their new system. Juan will analyze user needs and develop user requirements. Juan will also create detailed functional requirements where Pedro can check if there are missing requirements.

a. Obviously these two workers have different views on how the systems analysis phase should be conducted. Comment on whose position you sympathize with the most.

For me, I sympathized with both parties since they both wanted to do their job in a way that they know is right. Since Juan is the analyst, who knows better on the systems analysis phase than Pedro, he must present to Pedro what are the steps involve during that phase and what are the consequences if ever Juan does not follow the steps. On the side of Pedro, he must also understand that there are required steps to be done before starting a list of requirements for the new systems.
But of course, since they both want to develop the new system properly, one of them should give way for the welfare of the system. Since Juan knows how to make the system correctly, Pedro should let Juan do his job. In return, Juan should fulfill the requirements set by Pedro later on in the requirements analysis phase. On how they will assure that, will be discussed in the succeeding paragraphs.

b. What method would you propose they take? Why?

I have encountered five (5) commonly used methods in developing a system. Each of them will be discussed briefly in order to compare and later on I will propose what methods they should take.

Every software development methodology has more or less its own approach to software development. There is a set of more general approaches, which are developed into several specific methodologies. These approaches are:

• Waterfall: linear framework type.
• Prototyping: iterative framework type
• Incremental: combination of linear and iterative framework type
• Spiral: combination linear and iterative framework type
• Rapid Application Development (RAD): Iterative Framework Type

Waterfall model

The waterfall model is a sequential development process, in which development is seen as flowing steadily downwards (like a waterfall) through the phases of requirements analysis, design, implementation, testing (validation), integration, and maintenance. The first formal description of the waterfall model is often cited to be an article published by Winston W. Royce in 1970 although Royce did not use the term "waterfall" in this article.

Basic principles of the waterfall model are:
• Project is divided into sequential phases, with some overlap and splashback acceptable between phases.
• Emphasis is on planning, time schedules, target dates, budgets and implementation of an entire system at one time.
• Tight control is maintained over the life of the project through the use of extensive written documentation, as well as through formal reviews and approval/signoff by the user and information technology management occurring at the end of most phases before beginning the next phase.

Incremental

Various methods are acceptable for combining linear and iterative systems development methodologies, with the primary objective of each being to reduce inherent project risk by breaking a project into smaller segments and providing more ease-of-change during the development process.

Basic principles of incremental development are:
• A series of mini-Waterfalls are performed, where all phases of the Waterfall development model are completed for a small part of the systems, before proceeding to the next incremental, or
• Overall requirements are defined before proceeding to evolutionary, mini-Waterfall development of individual increments of the system, or
• The initial software concept, requirements analysis, and design of architecture and system core are defined using the Waterfall approach, followed by iterative Prototyping, which culminates in installation of the final prototype (i.e., working system).

Spiral

The spiral model is a software development process combining elements of both design and prototyping-in-stages, in an effort to combine advantages of top-down and bottom-up concepts.

Basic principles:
• Focus is on risk assessment and on minimizing project risk by breaking a project into smaller segments and providing more ease-of-change during the development process, as well as providing the opportunity to evaluate risks and weigh consideration of project continuation throughout the life cycle.
• "Each cycle involves a progression through the same sequence of steps, for each portion of the product and for each of its levels of elaboration, from an overall concept-of-operation document down to the coding of each individual program."
• Each trip around the spiral traverses four basic quadarants: (1) determine objectives, alternatives, and constrainst of the iteration; (2) Evaluate alternatives; Identify and resolve risks; (3) develop and verify deliverables from the iteration; and (4) plan the next iteration.
• Begin each cycle with an identification of stakeholders and their win conditions, and end each cycle with review and commitment.

Rapid Application Development (RAD)

Rapid Application Development (RAD) is a software development methodology, which involves iterative development and the construction of prototypes. Rapid application development is a term originally used to describe a software development process introduced by James Martin in 1991.

Basic principles:
• Key objective is for fast development and delivery of a high quality system at a relatively low investment cost.
• Attempts to reduce inherent project risk by breaking a project into smaller segments and providing more ease-of-change during the development process.
• Aims to produce high quality systems quickly, primarily through the use of iterative Prototyping (at any stage of development), active user involvement, and computerized development tools. These tools may include Graphical User Interface (GUI) builders, Computer Aided Software Engineering (CASE) tools, Database Management Systems (DBMS), fourth-generation programming languages, code generators, and object-oriented techniques.
• Key emphasis is on fulfilling the business need, while technological or engineering excellence is of lesser importance.
• Project control involves prioritizing development and defining delivery deadlines or “timeboxes”. If the project starts to slip, emphasis is on reducing requirements to fit the timebox, not in increasing the deadline.
• Generally includes Joint Application Development (JAD), where users are intensely involved in system design, either through consensus building in structured workshops, or through electronically facilitated interaction.
• Active user involvement is imperative.
• Iteratively produces production software, as opposed to a throwaway prototype.
• Produces documentation necessary to facilitate future development and maintenance.
• Standard systems analysis and design techniques can be fitted into this framework.

Prototyping

Software prototyping, is the framework of activities during software development of creating prototypes, i.e., incomplete versions of the software program being developed.

Basic principles of prototyping are:
• Not a standalone, complete development methodology, but rather an approach to handling selected portions of a larger, more traditional development methodology (i.e. Incremental, Spiral, or Rapid Application Development (RAD)).
• Attempts to reduce inherent project risk by breaking a project into smaller segments and providing more ease-of-change during the development process.
• User is involved throughout the process, which increases the likelihood of user acceptance of the final implementation.
• Small-scale mock-ups of the system are developed following an iterative modification process until the prototype evolves to meet the users’ requirements.
• While most prototypes are developed with the expectation that they will be discarded, it is possible in some cases to evolve from prototype to working system.
• A basic understanding of the fundamental business problem is necessary to avoid solving the wrong problem.

Based on the five given definitions and basic principles of each method above, I would suggest using prototyping.
Since Pedro have traumas receiving a modified version of the old system, it means that the previous developers of the system does not focus more on user requirements or they lack user involvement during development. It is obvious that system developments need to involve user during design or any other phases in the development. Small-scale mock-ups of the system are developed following an iterative modification process until the prototype evolves to meet the users’ requirements only means that the system is continuously being assessed just to meet users requirements.
Furthermore, both parties should sign a contract to guarantee that both will confirm to the agreement. It should be very detailed since Pedro wants a system that really meets their requirements and slight changes may breach the contract if they are not careful enough.

References:
http://law.jrank.org/pages/5688/Contracts-Types-Contracts.html
http://en.wikipedia.org/wiki/Contract
http://en.wikipedia.org/wiki/Systems_Development_Life_Cycle
http://www.answers.com/topic/systems-analysis
http://www.answers.com/topic/systems-engineering
http://en.wikipedia.org/wiki/Dynamic_Systems_Development_Method
http://en.wikipedia.org/wiki/Software_development_methodology

Consider your school, how do you know that the life cycle was developed specifically for the university? How do we know it meets our needs?

2010-04-01T21:27:00.003+08:00

First let us define what is a system development life cycle.

The Systems Development Life Cycle (SDLC), or Software Development Life Cycle in systems engineering and software engineering, is the process of creating or altering systems, and the models and methodologies that people use to develop these systems. The concept generally refers to computer or information systems.
In software engineering the SDLC concept underpins many kinds of software development methodologies. These methodologies form the framework for planning and controlling the creation of an information system: the software development process.

A Systems Development Life Cycle (SDLC) is any logical process used by a systems analyst to develop an information system, including requirements, validation, training, and user (stakeholder) ownership. Any SDLC should result in a high quality system that meets or exceeds customer expectations, reaches completion within time and cost estimates, works effectively and efficiently in the current and planned Information Technology infrastructure, and is inexpensive to maintain and cost-effective to enhance.

Computer systems have become more complex and often (especially with the advent of Service-Oriented Architecture) link multiple traditional systems potentially supplied by different software vendors. To manage this level of complexity, a number of systems development life cycle (SDLC) models have been created: "waterfall"; "fountain"; "spiral"; "build and fix"; "rapid prototyping"; "incremental"; and "synchronize and stabilize".

SDLC models can be described along a spectrum of agile to iterative to sequential. Agile methodologies, such as XP and Scrum, focus on light-weight processes which allow for rapid changes along the development cycle. Iterative methodologies, such as Rational Unified Process and Dynamic Systems Development Method, focus on limited project scopes and expanding or improving products by multiple iterations. Sequential or big-design-upfront (BDUF) models, such as Waterfall, focus on complete and correct planning to guide large projects and risks to successful and predictable results.

Some agile and iterative proponents confuse the term SDLC with sequential or "more traditional" processes; however, SDLC is an umbrella term for all methodologies for the design, implementation, and release of software.
In project management a project can be defined both with a project life cycle (PLC) and an SDLC, during which slightly different activities occur. According to Taylor (2004) "the project life cycle encompasses all the activities of the project, while the systems development life cycle focuses on realizing the product requirements".

The systems development lifecycle (SDLC) is a type of methodology used to describe the process for building information systems, intended to develop information systems in a very deliberate, structured and methodical way, reiterating each stage of the life cycle. The systems development life cycle, according to Elliott & Strachan & Radford (2004), "originated in the 1960s to develop large scale functional business systems in an age of large scale business conglomerates. Information systems activities revolved around heavy data processing and number crunching routines".

Several systems development frameworks have been partly based on SDLC, such as the Structured Systems Analysis and Design Method (SSADM) produced for the UK government Office of Government Commerce in the 1980s. Eversince, according to Elliott (2004), "the traditional life cycle approaches to systems development have been increasingly replaced with alternative approaches and frameworks, which attempted to overcome some of the inherent deficiencies of the traditional SDLC".

Systems development phases
Systems Development Life Cycle (SDLC) adheres to important phases that are essential for developers, such as planning, analysis, design, and implementation, and are explained in the section below. There are several Systems Development Life Cycle Models in existence. The oldest model, that was originally regarded as "the Systems Development Life Cycle" is the waterfall model: a sequence of stages in which the output of each stage becomes the input for the next. These stages generally follow the same basic steps but many different waterfall methodologies give the steps different names and the number of steps seem to vary between 4 and 7. There is no definitively correct Systems Development Life Cycle model, but the steps can be characterized and divided in several steps.

Initiation/planning
To generate a high-level view of the intended project and determine the goals of the project. The feasibility study is sometimes used to present the project to upper management in an attempt to gain funding. Projects are typically evaluated in three areas of feasibility: economical, operational or organizational, and technical. Furthermore, it is also used as a reference to keep the project on track and to evaluate the progress of the MIS team.[8] The MIS is also a complement of those phases. This phase is also called the analysis phase.

Requirements gathering and analysis
The goal of systems analysis is to determine where the problem is in an attempt to fix the system. This step involves breaking down the system in different pieces and drawing diagrams to analyze the situation, analyzing project goals, breaking need to be created and attempting to engage users so that definite requirements can be defined. Requirement Gathering sometimes require individual/team from client as well as service provider side to get a detailed and accurate requirements.

Design
Strengths and weaknesses
Few people in the modern computing world would use a strict waterfall model for their Systems Development Life Cycle (SDLC) as many modern methodologies have superseded this thinking. Some will argue that the SDLC no longer applies to models like Agile computing, but it is still a term widely in use in Technology circles. The SDLC practice has advantages in traditional models of software development, that lends itself more to a structured environment. The disadvantages to using the SDLC methodology is when there is need for iterative development or (i.e. web development or e-commerce) where stakeholders need to review on a regular basis the software being designed. Instead of viewing SDLC from a strength or weakness perspective, it is far more important to take the best practices from the SDLC model and apply it to whatever may be most appropriate for the software being designed.
An alternative to the SDLC is Rapid Application Development, which combines prototyping, Joint Application Development and implementation of CASE tools. The advantages of RAD are speed, reduced development cost, and active user involvement in the development process.
It should not be assumed that just because the waterfall model is the oldest original SDLC model that it is the most efficient system. At one time the model was beneficial mostly to the world of automating activities that were assigned to clerks and accountants. However, the world of technological evolution is demanding that systems have a greater functionality that would assist help desk technicians/administrators or information technology specialists/analysts.
A software development process is a structure imposed on the development of a software product. Synonyms include software life cycle and software process. There are several models for such processes, each describing approaches to a variety of tasks or activities that take place during the process.

The largely growing body of software development organizations implement process methodologies. Many of them are in the defense industry, which in the U.S. requires a rating based on 'process models' to obtain contracts.
The international standard for describing the method of selecting, implementing and monitoring the life cycle for software is ISO 12207.

A decades-long goal has been to find repeatable, predictable processes that improve productivity and quality. Some try to systematize or formalize the seemingly unruly task of writing software. Others apply project management techniques to writing software. Without project management, software projects can easily be delivered late or over budget. With large numbers of software projects not meeting their expectations in terms of functionality, cost, or delivery schedule, effective project management appears to be lacking.

Organizations may create a Software Engineering Process Group (SEPG), which is the focal point for process improvement. Composed of line practitioners who have varied skills, the group is at the center of the collaborative effort of everyone in the organization who is involved with software engineering process improvement.

Planning
The important task in creating a software product is extracting the requirements or requirements analysis. Customers typically have an abstract idea of what they want as an end result, but not what software should do. Incomplete, ambiguous, or even contradictory requirements are recognized by skilled and experienced software engineers at this point. Frequently demonstrating live code may help reduce the risk that the requirements are incorrect.
Once the general requirements are gleaned from the client, an analysis of the scope of the development should be determined and clearly stated. This is often called a scope document.

Certain functionality may be out of scope of the project as a function of cost or as a result of unclear requirements at the start of development. If the development is done externally, this document can be considered a legal document so that if there are ever disputes, any ambiguity of what was promised to the client can be clarified.
Implementation, testing and documenting

Implementation is the part of the process where software engineers actually program the code for the project.
Software testing is an integral and important part of the software development process. This part of the process ensures that bugs are recognized as early as possible.

Documenting the internal design of software for the purpose of future maintenance and enhancement is done throughout development. This may also include the authoring of an API, be it external or internal.

Deployment and maintenance
Deployment starts after the code is appropriately tested, is approved for release and sold or otherwise distributed into a production environment.

Software Training and Support is important because a large percentage of software projects fail because the developers fail to realize that it doesn't matter how much time and planning a development team puts into creating software if nobody in an organization ends up using it. People are often resistant to change and avoid venturing into an unfamiliar area, so as a part of the deployment phase, it is very important to have training classes for new clients of your software.

Maintenance and enhancing software to cope with newly discovered problems or new requirements can take far more time than the initial development of the software. It may be necessary to add code that does not fit the original design to correct an unforeseen problem or it may be that a customer is requesting more functionality and code can be added to accommodate their requests. It is during this phase that customer calls come in and you see whether your testing was extensive enough to uncover the problems before customers do. If the labor cost of the maintenance phase exceeds 25% of the prior-phases' labor cost, then it is likely that the overall quality, of at least one prior phase, is poor. In that case, management should consider the option of rebuilding the system (or portions) before maintenance cost is out of control.

Bug Tracking System tools are often deployed at this stage of the process to allow development teams to interface with customer/field teams testing the software to identify any real or perceived issues. These software tools, both open source and commercially licensed, provide a customizable process to acquire, review, acknowledge, and respond to reported issues.

Models
Iterative processes
Iterative development prescribes the construction of initially small but ever larger portions of a software project to help all those involved to uncover important issues early before problems or faulty assumptions can lead to disaster. Iterative processes are preferred by commercial developers because it allows a potential of reaching the design goals of a customer who does not know how to define what they want.
Agile software development processes are built on the foundation of iterative development. To that foundation they add a lighter, more people-centric viewpoint than traditional approaches. Agile processes use feedback, rather than planning, as their primary control mechanism. The feedback is driven by regular tests and releases of the evolving software.

XP: Extreme Programming
Extreme Programming (XP) is the best-known iterative process. In XP, the phases are carried out in extremely small (or "continuous") steps compared to the older, "batch" processes. The (intentionally incomplete) first pass through the steps might take a day or a week, rather than the months or years of each complete step in the Waterfall model. First, one writes automated tests, to provide concrete goals for development. Next is coding (by a pair of programmers), which is complete when all the tests pass, and the programmers can't think of any more tests that are needed. Design and architecture emerge out of refactoring, and come after coding. Design is done by the same people who do the coding. (Only the last feature — merging design and code — is common to all the other agile processes.) The incomplete but functional system is deployed or demonstrated for (some subset of) the users (at least one of which is on the development team). At this point, the practitioners start again on writing tests for the next most important part of the system.

Waterfall processes
The waterfall model shows a process, where developers are to follow these steps in order:
1. Requirements specification (AKA Verification or Analysis)
2. Design
3. Construction (AKA implementation or coding)
4. Integration
5. Testing and debugging (AKA validation)
6. Installation (AKA deployment)
7. Maintenance

After each step is finished, the process proceeds to the next step, just as builders don't revise the foundation of a house after the framing has been erected.

There is a misconception that the process has no provision for correcting errors in early steps (for example, in the requirements). In fact, this is where the domain of requirements management comes in, which includes change control. The counter argument, by critics to the process, is the significantly increased cost in correcting problems through introduction of iterations. This is also the factor that extends delivery time and makes this process increasingly unpopular even in high risk projects.

This approach is used in high risk projects, particularly large defense contracts. The problems in waterfall do not arise from "immature engineering practices, particularly in requirements analysis and requirements management."
Often the supposed stages are part of review between customer and supplier, the supplier can, in fact, develop at risk and evolve the design but must sell off the design at a key milestone called Critical Design Review (CDR). This shifts engineering burdens from engineers to customers who may have other skills.

For many types of systems it is as important that the usability is as good as the functionality. There have been various attempts during the last fifteen years or more to encourage developers to focus on usability during the life cycle. These have had only limited success in that they have affected certain companies without fundamentally changing the overall software development process.

In our case (University of Southeastern Philippines), we will only know if the life cycle is developed specifically to meet our needs when the data used during requirement analysis phase were really the problems encountered by our school. Planning phase should be based on the school’s situation and deployment and implementation should be in accordance to the school’s welfare. In short, everything should be done to realize the goals set by the administration. Each phase in the life cycle development should be done carefully. We will know if it meets our needs if the problems stated were answered or given solutions.

references:

http://en.wikipedia.org/wiki/Systems_Development_Life_Cycle
http://en.wikipedia.org/wiki/Waterfall_model
http://en.wikipedia.org/wiki/Spiral_model
http://en.wikipedia.org/wiki/Iterative_and_incremental_development

Identify and discuss at least 3 systems development models

2010-04-01T21:24:00.000+08:00

A Systems Development Life Cycle (SDLC) is any logical process used by a systems analyst to develop an information system, including requirements, validation, training, and user (stakeholder) ownership. Any SDLC should result in a high quality system that meets or exceeds customer expectations, reaches completion within time and cost estimates, works effectively and efficiently in the current and planned Information Technology infrastructure, and is inexpensive to maintain and cost-effective to enhance.
Computer systems have become more complex and often (especially with the advent of Service-Oriented Architecture) link multiple traditional systems potentially supplied by different software vendors. To manage this level of complexity, a number of systems development life cycle (SDLC) models have been created: "waterfall"; "fountain"; "spiral"; "build and fix"; "rapid prototyping"; "incremental"; and "synchronize and stabilize".

SDLC models can be described along a spectrum of agile to iterative to sequential. Agile methodologies, such as XP and Scrum, focus on light-weight processes which allow for rapid changes along the development cycle. Iterative methodologies, such as Rational Unified Process and Dynamic Systems Development Method, focus on limited project scopes and expanding or improving products by multiple iterations. Sequential or big-design-upfront (BDUF) models, such as Waterfall, focus on complete and correct planning to guide large projects and risks to successful and predictable results.

History
The systems development lifecycle (SDLC) is a type of methodology used to describe the process for building information systems, intended to develop information systems in a very deliberate, structured and methodical way, reiterating each stage of the life cycle. The systems development life cycle, according to Elliott & Strachan & Radford (2004), "originated in the 1960s to develop large scale functional business systems in an age of large scale business conglomerates. Information systems activities revolved around heavy data processing and number crunching routines".

Several systems development frameworks have been partly based on SDLC, such as the Structured Systems Analysis and Design Method (SSADM) produced for the UK government Office of Government Commerce in the 1980s. Eversince, according to Elliott (2004), "the traditional life cycle approaches to systems development have been increasingly replaced with alternative approaches and frameworks, which attempted to overcome some of the inherent deficiencies of the traditional SDLC".

Systems development phases
Systems Development Life Cycle (SDLC) adheres to important phases that are essential for developers, such as planning, analysis, design, and implementation, and are explained in the section below. There are several Systems Development Life Cycle Models in existence. The oldest model, that was originally regarded as "the Systems Development Life Cycle" is the waterfall model: a sequence of stages in which the output of each stage becomes the input for the next. These stages generally follow the same basic steps but many different waterfall methodologies give the steps different names and the number of steps seem to vary between 4 and 7. There is no definitively correct Systems Development Life Cycle model, but the steps can be characterized and divided in several steps.

Waterfall model
The waterfall model is a sequential software development process, in which progress is seen as flowing steadily downwards (like a waterfall) through the phases of Conception, Initiation, Analysis, Design (validation), Construction, Testing and maintenance.

The waterfall development model has its origins in the manufacturing and construction industries; highly structured physical environments in which after-the-fact changes are prohibitively costly, if not impossible. Since no formal software development methodologies existed at the time, this hardware-oriented model was simply adapted for software development.
The first formal description of the waterfall model is often cited to be an article published in 1970 by Winston W. Royce (1929–1995). although Royce did not use the term "waterfall" in this article. Royce was presenting this model as an example of a flawed, non-working model (Royce 1970). This is in fact the way the term has generally been used in writing about software development—as a way to criticize a commonly used software practice.

Model
In Royce's original Waterfall model, the following phases are followed in order:
1. Requirements specification
2. Design
3. Construction (AKA implementation or coding)
4. Integration
5. Testing and debugging (AKA Validation)
6. Installation
7. Maintenance

To follow the waterfall model, one proceeds from one phase to the next in a purely sequential manner. For example, one first completes requirements specification, which are set in stone. When the requirements are fully completed, one proceeds to design. The software in question is designed and a blueprint is drawn for implementers (coders) to follow — this design should be a plan for implementing the requirements given. When the design is fully completed, an implementation of that design is made by coders. Towards the later stages of this implementation phase, separate software components produced are combined to introduce new functionality and reduced risk through the removal of errors.
Thus the waterfall model maintains that one should move to a phase only when its preceding phase is completed and perfected. However, there are various modified waterfall models (including Royce's final model) that may include slight or major variations upon this process.

Time spent early in the software production cycle can lead to greater economy at later stages. It has been shown that a bug found in the early stages (such as requirements specification or design) is cheaper in terms of money, effort and time, to fix than the same bug found later on in the process. ([McConnell 1996], p. 72, estimates that "a requirements defect that is left undetected until construction or maintenance will cost 50 to 200 times as much to fix as it would have cost to fix at requirements time.") To take an extreme example, if a program design turns out to be impossible to implement, it is easier to fix the design at the design stage than to realize months later, when program components are being integrated, that all the work done so far has to be scrapped because of a broken design.

This is the central idea behind Big Design Up Front (BDUF) and the waterfall model - time spent early on making sure that requirements and design are absolutely correct will save you much time and effort later. Thus, the thinking of those who follow the waterfall process goes, one should make sure that each phase is 100% complete and absolutely correct before proceeding to the next phase of program creation. Program requirements should be set in stone before design is started (otherwise work put into a design based on incorrect requirements is wasted); the program's design should be perfect before people begin work on implementing the design (otherwise they are implementing the wrong design and their work is wasted), etc.

A further argument for the waterfall model is that it places emphasis on documentation (such as requirements documents and design documents) as well as source code. In less designed and documented methodologies, should team members leave, much knowledge is lost and may be difficult for a project to recover from. Should a fully working design document be present (as is the intent of Big Design Up Front and the waterfall model) new team members or even entirely new teams should be able to familiarize themselves by reading the documents.

As well as the above, some prefer the waterfall model for its simple approach and argue that it is more disciplined. Rather than what the waterfall adherent sees as chaos, the waterfall model provides a structured approach; the model itself progresses linearly through discrete, easily understandable and explainable phases and thus is easy to understand; it also provides easily markable milestones in the development process. It is perhaps for this reason that the waterfall model is used as a beginning example of a development model in many software engineering texts and courses.

It is argued that the waterfall model and Big Design up Front in general can be suited to software projects which are stable (especially those projects with unchanging requirements, such as with shrink wrap software) and where it is possible and likely that designers will be able to fully predict problem areas of the system and produce a correct design before implementation is started. The waterfall model also requires that implementers follow the well made, complete design accurately, ensuring that the integration of the system proceeds smoothly.

Spiral model

The spiral model is a software development process combining elements of both design and prototyping-in-stages, in an effort to combine advantages of top-down and bottom-up concepts. Also known as the spiral lifecycle model (or spiral development), it is a systems development method (SDM) used in information technology (IT). This model of development combines the features of the prototyping model and the waterfall model. The spiral model is intended for large, expensive and complicated projects.

History
The spiral model was defined by Barry Boehm in his 1988 article "A Spiral Model of Software Development and Enhancement". This model was not the first model to discuss iterative development, but it was the first model to explain why the iteration matters.
As originally envisioned, the iterations were typically 6 months to 2 years long. Each phase starts with a design goal and ends with the client (who may be internal) reviewing the progress thus far. Analysis and engineering efforts are applied at each phase of the project, with an eye toward the end goal of the project.

Steps
The steps in the spiral model iteration can be generalized as follows:
1. The new system requirements are defined in as much detail as possible. This usually involves interviewing a number of users representing all the external or internal users and other aspects of the existing system.
2. A preliminary design is created for the new system.This phase is the most important part of "Spiral Model". In this phase all possible (and available) alternatives, which can help in developing a cost effective project are analyzed and strategies are decided to use them. This phase has been added specially in order to identify and resolve all the possible risks in the project development. If risks indicate any kind of uncertainty in requirements, prototyping may be used to proceed with the available data and find out possible solution in order to deal with the potential changes in the requirements.
3. A first prototype of the new system is constructed from the preliminary design. This is usually a scaled-down system, and represents an approximation of the characteristics of the final product.
4. A second prototype is evolved by a fourfold procedure:
1. evaluating the first prototype in terms of its strengths, weaknesses, and risks;
2. defining the requirements of the second prototype;
3. planning and designing the second prototype;
4. constructing and testing the second prototype.
Iterative and incremental development
Iterative and Incremental development is a cyclic software development process developed in response to the weaknesses of the waterfall model. It starts with an initial planning and ends with deployment with the cyclic interaction in between.

An iterative development model

The iterative and incremental development is an essential part of the Rational Unified Process, the Dynamic Systems Development Method, Extreme Programming and generally the agile software development frameworks.

The Basic idea
The basic idea behind iterative enhancement is to develop a software system incrementally, allowing the developer to take advantage of what was being learned during the development of earlier, incremental, deliverable versions of the system. Learning comes from both the development and use of the system, where possible key steps in the process are to start with a simple implementation of a subset of the software requirements and iteratively enhance the evolving sequence of versions until the full system is implemented. At each iteration, design modifications are made and new functional capabilities are added.

The Procedure itself consists of the Initialization step, the Iteration step, and the Project Control List. The initialization step creates a base version of the system. The goal for this initial implementation is to create a product to which the user can react. It should offer a sampling of the key aspects of the problem and provide a solution that is simple enough to understand and implement easily. To guide the iteration process, a project control list is created that contains a record of all tasks that need to be performed. It includes such items as new features to be implemented and areas of redesign of the existing solution. The control list is constantly being revised as a result of the analysis phase.

The iteration involves the redesign and implementation of a task from the project control list, and the analysis of the current version of the system. The goal for the design and implementation of any iteration is to be simple, straightforward, and modular, supporting redesign at that stage or as a task added to the project control list. The level of design detail is not dictated by the interactive approach. In a light-weight iterative project the code may represent the major source of documentation of the system; however, in a mission-critical iterative project a formal Software Design Document may be used. The analysis of an iteration is based upon user feedback, and the program analysis facilities available. It involves analysis of the structure, modularity, usability, reliability, efficiency, & achievement of goals. The project control list is modified in light of the analysis results.

Iterative development
Iterative development slices the deliverable business value (system functionality) into iterations. In each iteration a slice of functionality is delivered through cross-discipline work, starting from the model/requirements through to the testing/deployment. The unified process groups iterations into phases: inception, elaboration, construction, and transition.
• Inception identifies project scope, risks, and requirements (functional and non-functional) at a high level but in enough detail that work can be estimated.
• Elaboration delivers a working architecture that mitigates the top risks and fulfills the non-functional requirements.
• Construction incrementally fills-in the architecture with production-ready code produced from analysis, design, implementation, and testing of the functional requirements.
• Transition delivers the system into the production operating environment.
Each of the phases may be divided into 1 or more iterations, which are usually time-boxed rather than feature-boxed. Architects and analysts work one iteration ahead of developers and testers to keep their work-product backlog full.

Waterfall vs. Iterative Development
Waterfall development completes the project-wide work-products of each discipline in a single step before moving on to the next discipline in the next step. Business value is delivered all at once, and only at the very end of the project. Backtracking is possible in an iterative approach..
Implementation guidelines
Guidelines that drive the implementation and analysis include:
• Any difficulty in design, coding and testing a modification should signal the need for redesign or re-coding.
• Modifications should fit easily into isolated and easy-to-find modules. If they do not, some redesign is needed.
• Modifications to tables should be especially easy to make. If any table modification is not quickly and easily done, redesign is indicated.
• Modifications should become easier to make as the iterations progress. If they are not, there is a basic problem such as a design flaw or a proliferation of patches.
• Patches should normally be allowed to exist for only one or two iterations. Patches may be necessary to avoid redesigning during an implementation phase.
• The existing implementation should be analysed frequently to determine how well it measures up to project goals.
• Program analysis facilities should be used whenever available to aid in the analysis of partial implementations.
• User reaction should be solicited and analysed for indications of deficiencies in the current implementation.

Dynamic Systems Development Method

Dynamic Systems Development Method (DSDM) is a software development methodology originally based upon the Rapid Application Development methodology. DSDM is an iterative and incremental approach that emphasises continuous user involvement.
Its goal is to deliver software systems on time and on budget while adjusting for changing requirements along the development process. DSDM is one of a number of Agile methods for developing software, and it forms a part of the Agile Alliance.

As an extension of rapid application development, DSDM focuses on Information Systems projects that are characterised by tight schedules and budgets. DSDM addresses the most common failures of information systems projects, including exceeding budgets, missing deadlines, and lack of user involvement and top-management commitment. By encouraging the use of RAD, however, careless adoption of DSDM may increase the risk of cutting too many corners. DSDM consists of

• Three phases: pre-project phase, project life-cycle phase, and post-project phase.
• A project life-cycle phase subdivided into 5 stages: feasibility study, business study, functional model iteration, design and build iteration, and implementation.

In some circumstances, there are possibilities to integrate practices from other methodologies, such as Rational Unified Process (RUP), Extreme Programming (XP), and PRINCE2, as complements to DSDM. Another agile method that has some similarity in process and concept to DSDM is Scrum.
DSDM was developed in the United Kingdom in the 1990s by the DSDM Consortium, an association of vendors and experts in the field of software engineering created with the objective of "jointly developing and promoting an independent RAD framework" by combining their best practice experiences. The DSDM Consortium is a not-for-profit, vendor-independent organisation which owns and administers the DSDM framework. The first version was completed in January 1995 and was published in February 1995. The current version in use (as of April 2006) is Version 4.2: Framework for Business Centered Development, and was released in May 2003. In July 2006, DSDM Public Version 4.2 was made available for individuals to view and use; however, anyone reselling DSDM must still be a member of the not-for-profit consortium.

Principles
There are 9 underlying principles consisting of four foundations and five starting-points.
• User involvement is the main key in running an efficient and effective project, where both users and developers share a workplace, so that the decisions can be made accurately.
•
• The project team must be empowered to make decisions that are important to the progress of the project without waiting for higher-level approval.
•
• A focus on frequent delivery of products, with assumption that to deliver something "good enough" earlier is always better than to deliver everything "perfectly" in the end. By delivering product frequently from an early stage of the project, the product can be tested and reviewed where the test record and review document can be taken into account at the next iteration or phase.
•
• The main criteria for acceptance of a "deliverable" is delivering a system that addresses the current business needs. Delivering a perfect system which addresses all possible business needs is less important than focusing on critical functionalities.
•
• Development is iterative and incremental and driven by users’ feedback to converge on an effective business solution.
•
• All changes during the development are reversible.
•
• The high level scope and requirements should be base-lined before the project starts.
•
• Testing is carried out throughout the project life-cycle. (See Test-driven development for comparison).
•
• Communication and cooperation among all project stakeholders is required to be efficient and effective.

the following are my references on the models i have chosen:

http://en.wikipedia.org/wiki/Systems_Development_Life_Cycle
http://en.wikipedia.org/wiki/Waterfall_model
http://en.wikipedia.org/wiki/Spiral_model
http://en.wikipedia.org/wiki/Iterative_and_incremental_development

Discuss the role of a systems analyst as a project manager

2010-04-01T21:20:00.000+08:00

First and foremost, let us define again what a system analyst is and compare it to what a project manager is.
A systems analyst is responsible for researching, planning, coordinating and recommending software and system choices to meet an organization's business requirements. The systems analyst plays a vital role in the systems development process. A successful systems analyst must acquire four skills: analytical, technical, managerial, and interpersonal. Analytical skills enable systems analysts to understand the organization and its functions, which helps him/her to identify opportunities and to analyze and solve problems. Technical skills help systems analysts understand the potential and the limitations of information technology. The systems analyst must be able to work with various programming languages, operating systems, and computer hardware platforms. Management skills help systems analysts manage projects, resources, risk, and change. Interpersonal skills help systems analysts work with end users as well as with analysts, programmers, and other systems professionals.

Because they must write user requests into technical specifications, the systems analysts are the liaisons between vendors and the IT professionals of the organization they represent[1] They may be responsible for developing cost analysis, design considerations, and implementation time-lines. They may also be responsible for feasibility studies of a computer system before making recommendations to senior management.

A systems analyst performs the following tasks:
• Interact with the customers to know their requirements
• Interact with designers to convey the possible interface of the software
• Interact/guide the coders/developers to keep track of system development
• Perform system testing with sample/live data with the help of testers
• Implement the new system
• Prepare High quality Documentation

Nature of the Work

Nearly all organizations rely on computer and information technology (IT) to conduct business and operate efficiently. Computer systems analysts use IT tools to help enterprises of all sizes achieve their goals. They may design and develop new computer systems by choosing and configuring hardware and software, or they may devise ways to apply existing systems' resources to additional tasks.

Most systems analysts work with specific types of computer systems—for example, business, accounting, and financial systems or scientific and engineering systems—that vary with the kind of organization. Analysts who specialize in helping an organization select the proper system hardware and software are often called system architects or system designers. Analysts who specialize in developing and fine-tuning systems often have the more general title of systems analysts.

To begin an assignment, systems analysts consult with an organization’s managers and users to define the goals of the system and then design a system to meet those goals. They specify the inputs that the system will access, decide how the inputs will be processed, and format the output to meet users' needs. Analysts use techniques such as structured analysis, data modeling, information engineering, mathematical model building, sampling, and a variety of accounting principles to ensure their plans are efficient and complete. They also may prepare cost-benefit and return-on-investment analyses to help management decide whether implementing the proposed technology would be financially feasible.
When a system is approved, systems analysts oversee the implementation of the required hardware and software components. They coordinate tests and observe the initial use of the system to ensure that it performs as planned. They prepare specifications, flow charts, and process diagrams for computer programmers to follow; then they work with programmers to “debug,” or eliminate errors, from the system. Systems analysts who do more in-depth testing may be called software quality assurance analysts. In addition to running tests, these workers diagnose problems, recommend solutions, and determine whether program requirements have been met. After the system has been implemented, tested, and debugged, computer systems analysts may train its users and write instruction manuals.

In some organizations, programmer-analysts design and update the software that runs a computer. They also create custom applications tailored to their organization's tasks. Because they are responsible for both programming and systems analysis, these workers must be proficient in both areas. (A separate section on computer software engineers and computer programmers appears elsewhere in the Handbook.) As this dual proficiency becomes more common, analysts are increasingly working with databases, object-oriented programming languages, client–server applications, and multimedia and Internet technology.

Training, Other Qualifications, and Advancement

Training requirements for computer systems analysts vary depending on the job, but many employers prefer applicants who have a bachelor's degree. Relevant work experience also is very important. Advancement opportunities are good for those with the necessary skills and experience.
Education and training. When hiring computer systems analysts, employers usually prefer applicants who have at least a bachelor's degree. For more technically complex jobs, people with graduate degrees are preferred. For jobs in a technical or scientific environment, employers often seek applicants who have at least a bachelor's degree in a technical field, such as computer science, information science, applied mathematics, engineering, or the physical sciences. For jobs in a business environment, employers often seek applicants with at least a bachelor's degree in a business-related field such as management information systems (MIS). Increasingly, employers are seeking individuals who have a master's degree in business administration (MBA) with a concentration in information systems.

Advancement. With experience, systems analysts may be promoted to senior or lead analyst. Those who possess leadership ability and good business skills also can become computer and information systems managers or can advance into executive positions such as chief information officer. Those with work experience and considerable expertise in a particular subject or application may find lucrative opportunities as independent consultants, or they may choose to start their own computer consulting firms.
Project manager

A project manager is a professional in the field of project management. Project managers can have the responsibility of the planning, execution, and closing of any project, typically relating to construction industry, architecture, computer networking, telecommunications or software development.
Many other fields in the production, design and service industries also have project managers.

A project manager is the person accountable for accomplishing the stated project objectives. Key project management responsibilities include creating clear and attainable project objectives, building the project requirements, and managing the triple constraint for projects, which are; cost, time, and quality (also know as scope).
A project manager is often a client representative and has to determine and implement the exact needs of the client, based on knowledge of the firm they are representing. The ability to adapt to the various internal procedures of the contracting party, and to form close links with the nominated representatives, is essential in ensuring that the key issues of cost, time, quality and above all, client satisfaction, can be realized.

Project Management
Project management is a carefully planned and organized effort to accomplish a specific (and usually) one-time objective, for example, construct a building or implement a major new computer system. Project management includes developing a project plan, which includes defining and confirming the project goals and objectives, identifying tasks and how goals will be achieved, quantifying the resources needed, and determining budgets and timelines for completion. It also includes managing the implementation of the project plan, along with operating regular 'controls' to ensure that there is accurate and objective information on 'performance' relative to the plan, and the mechanisms to implement recovery actions where necessary. Projects usually follow major phases or stages (with various titles for these), including feasibility, definition, project planning, implementation, evaluation and support/maintenance. (Program planning is usually of a broader scope than project planning, but not always - note: the terms program and programme have significant variations in their meaning in different geographical areas, e.g. Europe and USA.)

Stated above were the similarities and differences of a system analyst and a project manager. According to Mr. Nilo Badilles( Head of IT Infrastructure, Stanfilco, DOLE Philippines ), when you say “system analyst as project manager” it simply means that a system analyst should carry the job of a project manager including all its task and roles like what was stated above. Hence a system analyst can also function as a project manager if he or she ensures that the key issues of cost, time, quality and above all, client satisfaction, can be realized.

sources that helps me differentiate between project manager and system analyst:

http://en.wikipedia.org/wiki/Systems_analyst
http://en.wikipedia.org/wiki/Project_management

Characteristics of a good systems analysist

2010-04-01T21:18:00.000+08:00

Before stating the characteristics of a good system analyst, I would like to point out first its definition since it is vital to our understanding in order for us to give related answers. while searching the internet these were the definitions i have encountered and were all referenced after the article.

A systems analyst is responsible for researching, planning, coordinating and recommending software and system choices to meet an organization's business requirements. The systems analyst plays a vital role in the systems development process. A successful systems analyst must acquire four skills: analytical, technical, managerial, and interpersonal. Analytical skills enable systems analysts to understand the organization and its functions, which helps him/her to identify opportunities and to analyze and solve problems. Technical skills help systems analysts understand the potential and the limitations of information technology. The systems analyst must be able to work with various programming languages, operating systems, and computer hardware platforms. Management skills help systems analysts manage projects, resources, risk, and change. Interpersonal skills help systems analysts work with end users as well as with analysts, programmers, and other systems professionals.

Because they must write user requests into technical specifications, the systems analysts are the liaisons between vendors and the IT professionals of the organization they represent. They may be responsible for developing cost analysis, design considerations, and implementation time-lines. They may also be responsible for feasibility studies of a computer system before making recommendations to senior management.

A systems analyst performs the following tasks:
• Interact with the customers to know their requirements
• Interact with designers to convey the possible interface of the software
• Interact/guide the coders/developers to keep track of system development
• Perform system testing with sample/live data with the help of testers
• Implement the new system
• Prepare High quality Documentation

Many systems analysts have morphed into business analysts. And, the Bureau of Labor Statistics reports that "Increasingly, employers are seeking individuals who have a master’s degree in business administration (MBA) with a concentration in information systems."

Here are some other definitions of system analyst: (according to accounting dictionary)

One who is engaged in systems analysis involving identification, measurement, and recommendation of system alternatives to management for final selection. After an intensive investigation of the information needs of the different levels of management, the systems analyst should identify the available system alternatives. These include: (1) acquisition of a new system; (2) modification of the old system; and (3) use of a third party's services, such as a timeshare outside service bureau, which could eliminate or continue the use of the old system. For each available alternative, feasibility studies should be conducted before a recommendation is made to management for final selection.

Here are more profound explanations of the four skills needed:

Analytical skill is the ability to visualize, articulate, and solve complex problems and concepts, and make decisions that make sense based on available information. Such skills include demonstration of the ability to apply logical thinking to gathering and analyzing information, designing and testing solutions to problems, and formulating plans.
To test for analytical skills one might be asked to look for inconsistencies in an advertisement, put a series of events in the proper order, or critically read an essay. Usually standardized tests and interviews include an analytical section that requires the examine to use their logic to pick apart a problem and come up with a solution.
Although there is no question that analytical skills are essential, other skills are equally required as well. For instance in systems analysis the systems analyst should focus on four sets of analytical skills: systems thinking, organizational knowledge, problem identification, and problem analyzing and solving.

It also includes the way we describe a problem and subsequently finding out the solutions.
Management in all business and human organisation activity is simply the act of getting people together to accomplish desired goals and objectives. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.

Management can also refer to the person or people who perform the act(s) of management.
In for-profit work, management has as its primary function the satisfaction of a range of stakeholders. This typically involves making a profit (for the shareholders), creating valued products at a reasonable cost (for customers), and providing rewarding employment opportunities (for employees). In nonprofit management, add the importance of keeping the faith of donors. In most models of management/governance, shareholders vote for the board of directors, and the board then hires senior management. Some organizations have experimented with other methods (such as employee-voting models) of selecting or reviewing managers; but this occurs only very rarely.

In the public sector of countries constituted as representative democracies, voters elect politicians to public office. Such politicians hire many managers and administrators, and in some countries like the United States political appointees lose their jobs on the election of a new president/governor/mayor.

"Interpersonal skills" refers to mental and communicative algorithms applied during social communications and interaction to reach certain effects or results. The term "interpersonal skills" is used often in business contexts to refer to the measure of a person's ability to operate within business organizations through social communication and interactions. Interpersonal skills are how people relate to one another.

As an illustration, it is generally understood that communicating respect for other people or professionals within will enable one to reduce conflict and increase participation or assistance in obtaining information or completing tasks. For instance, to interrupt someone who is currently preoccupied with the task of obtaining information needed immediately, it is recommended that a professional use a deferential approach with language such as, "Excuse me, are you busy? I have an urgent matter to discuss with you if you have the time at the moment." This allows the receiving professional to make their own judgement regarding the importance of their current task versus entering into a discussion with their colleague. While it is generally understood that interrupting someone with an "urgent" request will often take priority, allowing the receiver of the message to judge independently the request and agree to further interaction will likely result in a higher quality interaction. Following these kinds of heuristics to achieve better professional results generally results in a professional being ranked as one with 'good interpersonal skills.' Often these evaluations occur in formal and informal settings.

Having positive interpersonal skills increases the productivity in the organization since the number of conflicts is reduced. In informal situations, it allows communication to be easy and comfortable. People with good interpersonal skills can generally control the feelings that emerge in difficult situations and respond appropriately, instead of being overwhelmed by emotion.

While browsing the internet, I came to know some characteristics that a good system analyst must have. (Which was also stated by my classmates in their previous posts.)

1. The system analyst must be able to communicate in writing and orally.

2. The analyst must easily get along with people.

3. The analyst must be a good listener and be able to react to what people say.

4. The analyst must be knowledgeable of technology. The analyst is not expected to know the intricacies of programming, but a decent general knowledge of concepts and terms is essential.

5. The analyst must be knowledgeable of business. The analyst is not expected to be an expert in business but a decent understanding of the client's world is required.

Source: http://answers.yahoo.com/question/index?qid=20080725042042AA2MqMh

I also found some things that are useful like:

SKILLS, KNOWLEDGE, ABILITIES AND TASKS
(Technical and Functional Expertise)

Skills
Note: The technical and functional skills listed below are based on general occupational qualifications for Computer Systems Analysts commonly recognized by most employers. Typically, you will not be required to have all of the skills listed to be a successful performer. Recruitment and selection standards for an individual state job must be based on the specific knowledge, skills, and abilities for that job as indicated in the job announcement and job description in the Employee Work Profile.
1. Understanding written sentences and paragraphs in work related documents.
2. Writing computer programs for various purposes.
3. Determining causes of operating errors and deciding what to do about it.
4. Analyzing needs and product requirements to create a design.
5. Communicating effectively in writing as appropriate for the needs of the audience.
6. Conducting tests and inspections of products, services, or processes to evaluate quality or performance.
7. Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times.
8. Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems.
9. Talking to others to convey information effectively.
10. Identifying complex problems and reviewing related information to develop and evaluate options and implement solutions.

Knowledge

Note:The technical and functional knowledge statements listed below are based on general occupational qualifications for Computer Systems Analysts commonly recognized by most employers. Typically, you will not be required to have all of the knowledge listed to be a successful performer. Recruitment and selection standards for an individual state job must be based on the specific knowledge, skills, and abilities for that job as indicated in the job announcement and job description in the Employee Work Profile.

The Knowledge of:
1. Circuit boards, processors, chips, electronic equipment, and computer hardware and software, including applications and programming.
2. Structure and content of the English language including the meaning and spelling of words, rules of composition, and grammar.
3. Principles and methods for curriculum and training design, teaching and instruction for individuals and groups, and the measurement of training effects.
4. Arithmetic, algebra, geometry, calculus, statistics, and their applications.
5. Principles and processes for providing customer and personal services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction.

Abilities
Note: The technical and functional abilities listed below are based on general occupational qualifications for Computer Systems Analysts commonly recognized by most employers. Typically, you will not be required to have all of the abilities listed to be a successful performer. Recruitment and selection standards for an individual state job must be based on the specific knowledge, skills, and abilities for that job as indicated in the job announcement and job description in the Employee Work Profile.

The Ability to:
1. Read and understand information and ideas presented in writing.
2. Communicate information and ideas in writing so others will understand.
3. Choose the right mathematical methods or formulas to solve a problem.
4. Listen to and understand information and ideas presented through spoken words and sentences.
5. Apply general rules to specific problems to produce answers that make sense.
6. See details at close range (within a few feet of the observer).
7. Communicate information and ideas in speaking so others will understand.
8. Come up with a number of ideas about a topic (the number of ideas is important, not their quality, correctness, or creativity).
9. Tell when something is wrong or is likely to go wrong. It does not involve solving the problem, only recognizing there is a problem.
10. Combine pieces of information to form general rules or conclusions (includes finding a relationship among seemingly unrelated events).

Tasks
Note: The following is a list of sample tasks typically performed by Computer Systems Analysts. Employees in this occupation will not necessarily perform all of the tasks listed.
Tasks
1. Analyze information processing or computation needs and plan and design computer systems, using techniques such as structured analysis, data modeling and information engineering.
2. Assess the usefulness of pre-developed application packages and adapt them to a user environment.
3. Confer with clients regarding the nature of the information processing or computation needs a computer program is to address.
4. Define the goals of the system and devise flow charts and diagrams describing logical operational steps of programs.
5. Determine computer software or hardware needed to set up or alter system.
6. Develop, document and revise system design procedures, test procedures, and quality standards.
7. Expand or modify system to serve new purposes or improve work flow.
8. Interview or survey workers, observe job performance and/or perform the job in order to determine what information is processed and how it is processed.
9. Provide staff and users with assistance solving computer related problems, such as malfunctions and program problems.
10. Recommend new equipment or software packages.

(Source: http://jobs.virginia.gov/careerguides/computersystemsanalyst.htm)

Characteristics listed above were taken from the source being referenced at the end of the article taken.

On the above mentioned skills, these were the skills that I have:

1. I can communicate well to others verbally or in writing.
2. I can get along with people easily.
3. I’m a good listener and knowledgeable on technology and business.
4. I am open-minded, thus allowing new concepts and changes to improve.

I may say having these skills constitutes to a good system analyst since it’s a job of an analyst to mediate business and technology. It means that system analysts see to it that business requirements were met while implementing the current system that they are developing.

Some Government Open Standards Policies and Initiatives

2010-02-27T05:51:00.004+08:00

The OpenDocument Format Alliance (ODF Alliance) hascongratulated Russia for its recent commitment to evaluate the economic benefits of ODF, and for adopting an Action Plan to embrace open standards.

The “Action Plan on Open Source Software Development and Usage in the Russian Government,” as presented for publication by Russia's Ministry for Information technologies and Communications, envisions legislative requirements to mandate the procurement of software based on how well it adheres to “widely used standards (primarily ISO standards), and creates conditions and requirements for government contracts that [would otherwise] want to use closed / proprietary specifications.”

Possible challenges when governments adopts open standards

2010-02-27T05:50:00.002+08:00

In line with their national IT policies favouring open standards, many government IT software procurement policies have specified that products and solutions should support and implement open standards before they can be considered. However, there are several challenges to overcome if this is to be put into practice. The reality is that, sometimes, open standards may not be available or are not mature enough for a required technology. Also, in some cases, the usage of a de facto standard is so entrenched that it is not practical to ignore it.

One way to overcome some of the problems highlighted above is to recommend, in cases where open standards are either not available or mature enough, some other specification (e.g., a de facto standard) for use in the meantime. This interim specification should be chosen with care. It should be one that is widely used and, as far as possible, the specification should be publicly published and available for implementation so that software that can support it is available from different sources or vendors. Examples of these include the zip data compression file format and the PDF format for office documents and brochures

LSB and SSO

2010-02-27T05:46:00.001+08:00

Single sign-on (SSO) is a property of access control of multiple, related, but independent software systems. With this property a user logs in once and gains access to all systems without being prompted to log in again at each of them. Single sign-off is the reverse property whereby a single action of signing out terminates access to multiple software systems.

As different applications and resources support different authentication mechanisms, single sign-on has to internally translate to and store different credentials compared to what is used for initial authentication.

Future Technology

2009-11-25T09:39:00.002+08:00

A new generation of "green" vehicle tyres that can boost fuel efficiency without sacrificing safety and durability is rolling their way through the research pipeline.

The new tyres could help add an extra mile or two per gallon to a car's fuel economy. That's the topic of the cover story of the current issue of Chemical & Engineering News, (C&EN) ACS' weekly newsmagazine.

C&EN Senior Editor Alexander Tullo explains that rolling resistance, the friction that tyres encounter when rolling, are a major factor in a vehicle's fuel economy. It can determine up to 20 percent of fuel economy.

Overcoming it accounts for 4 percent of global carbon dioxide emissions from burning fossil fuels.

For years, tyre makers and their raw material suppliers have been eyeing lower rolling resistance as a way to boost fuel economy and promote a cleaner environment. But they have been thwarted by a principle in the tyre world called the "magic triangle of tire technology". It holds that an improvement to rolling resistance has to come at the expense of wet-road grip and durability.

That barrier is now falling, thanks to the development of new materials, including new forms of silica and nanomaterials.

These new materials include a nanogel that improves abrasion resistance, grip and rolling resistance of tires as well as a newly-developed resin that helps tires retain air longer.

But there's a catch: Motorists still will have to keep tires properly inflated to take full advantage of the new technology, the article notes.

Nanotech

Six nanotechnology applications to reduce carbon emissions (Nanowerk News) With concern over climate change escalating around Europe, a new report highlights six nanotechnologies that can be used to reduce carbon emissions. The six technologies, identified by the UK-based company Cientifica, are either available now or will be on the market within the next two years. 'All of the key applications are related to our enhanced control of materials at the nanoscale, whether lighter, stronger materials for transportation, better thermal insulators or more efficient ways of storing energy. The key players read like a Who's Who of global industry,' said Cientifica CEO Tim Harper.

Aerogels are the first technology to make it into the paper. On the market since 2003, aerogels are sometimes known as frozen smoke. They are the lightest substance that can be made, weighing just twice as much as air. They are created using nano-sized pockets of air entangled in silica. As aerogels are transparent, lightweight, strong and insulating, they are highly attractive as a substitute for glass in architectural applications such as skylights and roofing. The gels can also be used for the transportation of liquefied natural gas. Thin film solar cells address many of the weaknesses of current solar technologies. The components used today are based on silicon and are both expensive and brittle. Organic thin film, or plastic solar cells, use nanoparticles and polymers.

Currently in use in Turkey and in the Philippines, and awaiting approval in the US, fuel-borne catalysts work by enabling diesel fuel to burn more efficiently in the engine, increasing fuel economy and reducing particle emissions. Trials have indicated that fuel efficiency could be increased by up to 10%, while the catalysts could also reduce soot emissions by around 15%. Fuel cells are currently undergoing trials worldwide, and fuel cell powered vehicles are expected to make their way onto the market from 2009. A fuel cell is a cell device which uses electrochemical reaction between hydrogen and oxygen to convert chemical energy into electrical energy. The fuel cell then uses stored chemical energy to generate power. Before fuel cell vehicles can be used on a large scale, an infrastructure for hydrogen filling stations must be constructed.

The penultimate technology pinpointed by Cientifica is the supercapacitator. Capacitators use physical charge separation between two electrodes to store charge. They are being trialled in mobile phones and hybrid electric vehicles, but have wide ranging potential applications. Their lightweight, low-cost production of energy could replace lead acid or even lithium-ion batteries.

Finally, nanocomposite materials are expected to replace steel in some constructions. Nanocomposite materials are polymers to which another material has been added in order to change the properties of the bulk material. They contribute to the reduction of emissions by reducing the weight of vehicles, and thus cutting fuel consumption. Boeing intends to replace all of the outside of its 787 aircraft with composites, and 50% of all materials in the aircraft. The automotive industry is also replacing exterior parts with nanocomposites.

http://spectrum.ieee.org/blog/semiconductors/devices/tech-talk/nanotechnologys_role_in_reduci

http://www.nanowerk.com/news/newsid=1614.php

Elective 2 groupings and criteria

2009-11-24T18:18:00.002+08:00

Elective 2 – Human‐Computer Interaction (HCI)
TEAMS
Team 1 – Module1
Abellana, Maria Teresa
Amora, Jonel
Dizon, Kate Mariel
Gonzales, Lorena
Lerit, Princess
Mercurio, Lizyl

Team 2 – Module 2
Adarna, Karren
Brua, Angel Mae
Duran, George Dan Gil
Hernandez, Hannah Rhea
Longjas, Charess
Mijares, Jade Jonathan
Sandoval, Ace Andrion
Concepcion, Ronic Winmar

Team 3 – Module 3
Adlaon, Kristine Mae
Caguimbaga, Sheryl
Gascal, John Melgar
Jabines, Esalle Joy
Luengo, John Deo
Montejo, Cherry Ann
Sanico, Flodey Joyce

Team 4 – Module 4
Alcoriza, Mariechelle Jean
Diamante, Mary Rossini
Gaum, Sherwin
Labor, Leover
Magaway, Ermilyn Anne
Paniamba‐an, Jalil
Quadizar, Charmaine Anne
Momville, Ymreb

MODULES

1. Fundamentals of HCI  (Chaps. 1 and 6, PACT framework)
- History of HCI
- Principles of Usability and User‐Centred Design
- Role of People, Activities, Context, and Technology (PACT) in the design of interactive systems

2. HCI and Understanding People (Chaps. 3‐5)
- Cognitive Psychology and Social Science as they relate to HCI
- Design of interactive systems to address accessibility requirements and cultural diversity

3. Methods of Interactive System Design (Chaps. 2, 7‐9)
- Methods for Capturing User Requirements
- Prototyping
- Participatory Design and Theories related to the conceptual and physical design of user interfaces

4. HCI Evaluation Methods (Chaps. 10‐13)
- HCI evaluation techniques
- Heuristic Evaluation
- Usability Testing

Additional Readings:  Chaps. 14‐15

Textbook:
Sharp, H. Rogers, Y. & Preece, J. (2007). Interaction design: Beyond human‐computer interaction. 2nd
ed. New York: Wiley.
  Workshop Criteria

Presentation (10 marks) will be awarded based on the following criteria:
Overall appearance:  organization, simplicity, use of color/etc. for effectiveness
- Readability
- Consistency of font and layout
- No typographical errors
- Introduction and conclusion body has suitable detail
- Logical flow of ideas
- Clear development of ideas
- Clear, articulate, and audible
- Confident, relaxed and natural

Material/Preparation (10 marks) will be awarded based on the following criteria:
- Conduciveness of venue
- Equipment (computer, LCD/overhead projector, sound system) preparation
- Dynamics and activities to keep audience interested and engaged

Leading Discussion (10 marks) will be awarded based on the following criteria:
- Questions are well answered
- Posing questions to other students
- Stimulate a level of inquiry and debate
- Ability to sum up key ideas
- Ability to listen

Elective 2 subject under Ms. Maureen Mamilic

Project 1: Alien Interaction Greeting

2009-11-24T18:08:00.002+08:00

TEAMS

Team: AI ADDBOT

Tabanyag, Davemar
Tangian, Thomas
Catamora, Anthony
Paniamba-an, Jalil

Team: SUPER STIX-O

Biloy, Ronnie
Cane, Chris Jan
Halilio, Julaysa
Lañada, Sheena

Team: STUDIOWORKS

Adarna, Karren
Brua, Angel Mae
Gascal, Melgar John
Hernandez, Hannah Rhea

Team: T-ANGLE

Gaum, Sherwin
Jabines, Esalle Joy
Quadizar, Charmaine Anne

Team: GATE 4567

Gabayeron, Mary Grace
Lerit, Princess
Longjas, Charess
Raña, Juvy

Team: M-LYNX

Caguimbaga, Sheryl
Diamante, Rossini
Gonzales, Lorena
Montejo, Cherry Ann

Team: EGORE

Duran, George Dan Gil
Gador, Riza Eve
Macaraeg, Michaelangelo
Mijares, Jade Jonathan

Team: KOKEY

Amora, Jonel
Dizon, Kate Mariel
Labor, Leover
Momville, Ymreb

Team: MA-KRI-MA

Alcroza, Mariechelle Jean
Abellana, Maria Teresa
Kristine Mae Adlaon

Team: ALCORDO.ORG

Alcordo, Ashbury
Lee, Robert Marvin
Lovitos, Harley

Hydropower

2009-11-24T18:04:00.001+08:00

Hydropower, hydraulic power or water power is power that is derived from the force or energy of moving water, which may be harnessed for useful purposes.

Prior to the widespread availability of commercial electric power, hydropower was used for irrigation, and operation of various machines, such as watermills, textile machines, sawmills, dock cranes, and domestic lifts.

Another method used a trompe, which produces compressed air from falling water, which could then be used to power other machinery at a distance from the water.

Waterwheels and mills

Hydropower has been used for hundreds of years. In India, water wheels and watermills were built; in Imperial Rome, water powered mills produced flour from grain, and were also used for sawing timber and stone. The power of a wave of water released from a tank was used for extraction of metal ores in a method known as hushing. Hushing was widely used in Britain in the Medieval and later periods to extract lead and tin ores. It later evolved into hydraulic mining when used during the California gold rush.

In China and the rest of the Far East, hydraulically operated "pot wheel" pumps raised water into irrigation canals. In the 1830s, at the peak of the canal-building era, hydropower was used to transport barge traffic up and down steep hills using inclined plane railroads. Direct mechanical power transmission required that industries using hydropower had to locate near the waterfall. For example, during the last half of the 19th century, many grist mills were built at Saint Anthony Falls, utilizing the 50-foot (15 m) drop in the Mississippi River. The mills contributed to the growth of Minneapolis.

Hydraulic power pipes

Hydraulic power networks also existed, using pipes carrying pressurized liquid to transmit mechanical power from a power source, such as a pump, to end users. These were extensive in Victorian cities in the United Kingdom. A hydraulic power network was also in use in Geneva, Switzerland. The world famous Jet d'Eau was originally only the over pressure valve of this network.

Research for alternative power source was encourage by our Multimedia Systems Development project named "The Alien Interaction Greeting".

Lock-in Issue and Being out of the Box

2009-07-13T14:34:00.001+08:00

Lock-in benefit companies. Manufacturers of computer hardware sometimes design unusual or proprietary connectors. The reasons for such designs vary; some are intended to quietly force customers into a vendor lock-in situation, or force upgrading customers to replace more components than would otherwise be necessary; others are the result of practical considerations such as cost, packaging, ease of design, unusual or enhanced features; and still others result from an ignorance of standards, or even an absence of standards. There may be little immediate financial incentive for a vendor to provide backward compatibility or interoperability.

With open standards, there is a greater possibility to prevent vendor lock-in. Thus, making inviting more users to use open standards than proprietary systems.

Triple E Tactics

2009-07-13T14:33:00.000+08:00

First, let us elaborate what is EEE.

"Embrace, extend and extinguish," also known as "Embrace, extend, and exterminate," is a phrase that the U.S. Department of Justice found was used internally by Microsoft to describe its strategy for entering product categories involving widely used standards, extending those standards with proprietary capabilities, and then using those differences to disadvantage its competitors.

In the 1980s and 1990s, public, royalty-free standards were hailed as the best solution to vendor lock-in. The weakness of such standards was that if one software vendor achieved a dominant market share, EEE tactics could be used to obsolete the standard.

Since the late nineties, the use of free/open source software (FOSS) has been pushed as a stronger solution. Because FOSS software can be modified and distributed by anyone, the availability of functionality cannot tie a user to one distributor. Also, FOSS tends to adhere faithfully to standards. The ineffectiveness of distributor lock-in means there's no incentive for FOSS developers to invent new data formats if usable (royalty-free) standards exist.

In particular, copylefted FOSS is particularly resistant to the above mentioned "EEE" tactics since anyone distributing modified versions must also distribute the source code to their modifications.

As of 2004, IBM is promoting and contributing to the development of certain FOSS projects to weaken the market dominance of competitors such as Microsoft. This is interesting, not only because IBM was once one of the biggest users of the vendor lock-in tactic, but also because IBM is simultaneously funding and promoting software patentability and "trusted computing", the two biggest impediments to FOSS development.

National Considerations

2009-07-13T14:31:00.002+08:00

There are plenty of Government movement to adopt open standards. Here are some examples:

The commonwealth of Massachusetts has proposed a plan to phase out office productivity applications from Microsoft and other providers in favor of those based on "open" standards, including the recently approved OpenDocument standard.

(The state, which expects to save money by adopting these standards,
last year launched a project to make more efficient use of open-source
software by encouraging sharing between agencies.)

http://news.zdnet.com/2100-3513_22-144466.html

The UK government has said it will accelerate the use of open source software in public services.

(Open source software will be adopted
"when it delivers best value for money",
the government said.)

http://news.bbc.co.uk/2/hi/technology/7910110.stm

THE EUROPEAN PUBLIC SECTOR SWITCHES ON TO OPEN STANDARDS

Government agencies opt for open source as IBM announces a range of new
deals

http://lwn.net/Articles/38174/

Almost a dozen governments are announcing significant forward
strides in their move to adopt Linux, confirming the overwhelming momentum
behind the open source operating system. Country by country, governments
around the world are adopting Linux in record numbers to save costs,
consolidate workloads, increase efficiency and integrate their
infrastructure.

The main issue behind these movements were basically the same.

The state expects to save more money by adopting these standards.

Closed Standards: Important or Not?

2009-07-13T14:31:00.001+08:00

I've learned that proprietary standards are very often purpose-built and aim to solve a limited problem set. Because of this, the underlying business models, which the standard aims to support, are stable. The closed nature of the work also means that the associated ecosystem is slow to grow as the owners of the standard keep close control of their standard.

Unlike open standards, typically no formal standards organization engages in proprietary standards. It is, however, possible that at some point the owners of the proprietary standard open the standard and introduce it to a standards organization for formal standardization.

Open Standards: Important or not?

2009-07-13T14:28:00.000+08:00

Numerous benefits are obtained if an organization ensures that its technological and IT procurements and implementations follow open standards as far as possible. First and foremost, there is less chance of being locked in by a specific technology and/or vendor.

Since the specifications are known and open, it is always possible to get another party to implement the same solution adhering to the standards being followed. Another major benefit is that it will be easier for systems from different parties or using different technologies to interoperate and communicate with one another.

As a result, there will be improved data interchange and exchange. It will not be necessary to use the same software or software from a particular vendor to read or write data files.

http://en.wikibooks.org/wiki/FOSS_Open_Standards/Importance_and_Benefits_of_Open_Standards

Openness in Standards

2009-07-13T14:26:00.003+08:00

1. Availability
- Its openness that all may read and participate in the standards development process.
2. Maximize End-User Choice
- Healthy competitiveness is being observed. The customers can choose any particular group or vendor.
3. No Royalty
- Well, its free of charge
4. No Discrimination
- Does not favor any implementer over the other
5. Extension or subset
- Implementation may be extended or could be in a subset form.
6. Predatory practices

its importance...
A unique feature of principles is that, unlike concepts and procedures, they are discovered rather than invented. Principles are the only kind of content which represents "truth" in any significant way.

Certainly, facts (which can only be learned on a memorization level) are often either true or false, but they are trivial compared to principles. They are particulars rather than generalities. Also, a procedure can either produce the desired outputs (the goal) or not. But procedures don't provide us with an understanding of how things work, and procedures can often be changed and still produce the desired outputs. Furthermore, there are often several different procedures for accomplishing the same goal.

http://www.indiana.edu/~idtheory/methods/module_5_2.html

What are standards?

2009-07-13T14:26:00.001+08:00

A standard is an established norm or requirement. It is usually a formal document that establishes uniform engineering or technical criteria, methods, processes and practices.

National/Regional/International standards is one way of overcoming technical barriers in inter-local or inter-regional commerce caused by differences among technical regulations and standards developed independently and separately by each local, local standards organization, or local company. Technical barriers arise when different groups come together, each with a large user base, doing some well established thing that between them is mutually incompatible. Establishing national/regional/international standards is one way of preventing or overcoming this problem.

http://en.wikipedia.org/wiki/Standard

OPEN and STANDARD... But why?

2009-07-13T14:23:00.000+08:00

Open standards, open source, open architecture: all sound appealing, but what do they mean?

Standards represent common agreements that enable communications, directly in the case of Information Technology (IT) standards.

Open source is used to describe an open process of software development. Often open source development makes use of open standards for operating systems or software development tools, but the purpose of open source is to support continuous software improvement while the purpose of open standards is to support common agreements that enable communications available to all.

http://en.wikipedia.org/wiki/Open_standard

Open Standards and FOSS

2009-07-13T14:22:00.000+08:00

FOSS or Free Open Source Software

- programs that have licenses that allow users to freely run the program for any purpose, modify the program as they want, and also to freely distribute copies of either the original version or their own modified version.

One major reason for the growth and use of FOSS technology is because users have access to the source so it is much easier to fix faults and improve the applications. In combination with the open license, this simplifies the development process for many enterprises and gives them flexibility that simply isn't available within the confines of a proprietary or commercial product.

http://www.webopedia.com/TERM/F/FOSS.html

An open standard is a standard that is publicly available and has various rights to use associated with it, and may also have various properties of how it was designed (e.g. open process).

The terms "open" and "standard" have a wide range of meanings associated with their usage. The term "open" is usually restricted to royalty-free technologies while the term "standard" is sometimes restricted to technologies approved by formalized committees that are open to participation by all interested parties and operate on a consensus basis.

The definitions of the term "open standard" used by academics, the European Union and some of its member governments or parliaments such as Denmark, France, and Spain preclude open standards requiring fees for use, as do the New Zealand and the Venezuelan governments. On the standard organization side, the W3C ensures that its specifications can be implemented on a Royalty-Free (RF) basis.
Creation and Management of an Open Standard

* Its development and management process must be collaborative and democratic:
o Participation must be accessible to all those who wish to participate and can meet fair and reasonable criteria imposed by the organization under which it is developed and managed.
o The processes must be documented and, through a known method, can be changed through input from all participants.
o The process must be based on formal and binding commitments for the disclosure and licensing of intellectual property rights.
o Development and management should strive for consensus, and an appeals process must be clearly outlined.
o The standard specification must be open to extensive public review at least once in its life-cycle, with comments duly discussed and acted upon, if required.

http://www.sun.com/software/standards/definition.xml
http://en.wikipedia.org/wiki/Open_standard

Importance of standards

2009-07-13T14:20:00.000+08:00

Numerous benefits are obtained if an organization ensures that its technological and IT procurements and implementations follow standards as far as possible. First and foremost, there is less chance of being locked in by a specific technology and/or vendor. Since the specifications are known and open, it is always possible to get another party to implement the same solution adhering to the standards being followed.

Another major benefit is that it will be easier for systems from different parties or using different technologies to interoperate and communicate with one another. As a result, there will be improved data interchange and exchange. It will not be necessary to use the same software or software from a particular vendor to read or write data files. For example, if a multinational organization requires that all its offices worldwide use office software applications that can read and write files using the open document format - an open, standardized XML-based file format from the Organization for the

Advancement of Structured Information Standard(OASIS). An individual office will have the flexibility of using whatever office software that is best suited for it and at the same time be able to read, write and exchange documents with other offices in the organization.

http://en.wikibooks.org/wiki/FOSS_Open_Standards/Importance_and_Benefits_of_Open_Standards

Global Warming?

2009-06-23T17:25:00.000+08:00

Global warming is the increase in the average temperature of the Earth's near-surface air and oceans since the mid-20th century and its projected continuation. Global surface temperature increased 0.74 ± 0.18 °C (1.33 ± 0.32 °F) during the last century. The Intergovernmental Panel on Climate Change (IPCC) concludes that increasing greenhouse gas concentrations resulting from human activity such as fossil fuel burning and deforestation are responsible for most of the observed temperature increase since the middle of the 20th century.

The IPCC also concludes that natural phenomena such as solar variation and volcanoes produced most of the warming from pre-industrial times to 1950 and had a small cooling effect afterward. These basic conclusions have been endorsed by more than 45 scientific societies and academies of science, including all of the national academies of science of the major industrialized countries.

http://en.wikipedia.org/wiki/Global_warming

Effects of Global Warming

2009-06-23T17:20:00.004+08:00

Most of the consequences of global warming would result from physical changes:

Effects on weather
*Extreme weather
*Increased evaporation
*Cost of more extreme weather
*Local climate change
Glacier retreat and disappearance
Oceans
*Sea level rise
*Temperature rise
*Acidification
*Shutdown of thermohaline circulation
*Oxygen depletion

Climate changes characterized as global warming are leading to large-scale irreversible effects at continental and global scales. The likelihood and magnitude of the effects are observed and predicted to be increasing and accelerating.

Climate Change Factors

2009-06-23T17:16:00.000+08:00

Climate change is the result of a great many factors including the dynamic processes of the Earth itself, external forces including variations in sunlight intensity, and more recently by human activities. External factors that can shape climate are often called climate forcings and include such processes as variations in solar radiation, deviations in the Earth's orbit, and the level of greenhouse gas concentrations. There are a variety of climate change feedbacks that will either amplify or diminish the initial forcing.

Most forms of internal variability in the climate system can be recognized as a form of hysteresis, where the current state of climate does not immediately reflect the inputs. Because the Earth's climate system is so large, it moves slowly and has time-lags in its reaction to inputs. For example, a year of dry conditions may do no more than to cause lakes to shrink slightly or plains to dry marginally. In the following year however, these conditions may result in less rainfall, possibly leading to a drier year the next. When a critical point is reached after "x" number of years, the entire system may be altered inexorably. In this case, resulting in no rainfall at all. It is this hysteresis that has been mooted to be the possible progenitor of rapid and irreversible climate change.

http://en.wikipedia.org/wiki/Climate_change

What are greenhouse gasses?

2009-06-23T17:11:00.001+08:00

* water vapor
* carbon dioxide
* methane
* nitrous oxide
* ozone
* CFCs

Greenhouse gases are gases in an atmosphere that absorb and emit radiation within the thermal infrared range. This process is the fundamental cause of the greenhouse effect. Common greenhouse gases in the Earth's atmosphere include water vapor, carbon dioxide, methane, nitrous oxide, ozone, and chlorofluorocarbons.

In our solar system, the atmospheres of Venus, Mars and Titan also contain gases that cause greenhouse effects.

Greenhouse gases, mainly water vapor, are essential to helping determine the temperature of the Earth; without them this planet would likely be much colder. Although many factors such as the sun and the water cycle are responsible for the Earth's weather and energy balance, if all else was held equal and stable, the planet's average temperature should be considerably lower without greenhouse gases.

When these gases are ranked by their contribution to the greenhouse effect, the most important are:[6]

* water vapor, which contributes 36–72%
* carbon dioxide, which contributes 9–26%
* methane, which contributes 4–9%
* ozone, which contributes 3–7%

http://en.wikipedia.org/wiki/Greenhouse_gas

S.W.O.T. ANALYSIS for Kimbel Library Strategic Plan

2009-04-03T17:04:00.003+08:00

(example SWOT analysis of Kimbel Library)

In considering the process of SWOT analysis, think about the following questions:

• In general, what conclusions can we draw about priorities for action from this SWOT analysis? What should we do more of? Less of?
• What should we stop doing? Or start doing?
• What are the priorities for action in each area?
• Regarding strengths: What strengths must we capitalize on in order to reach our goals and how will we do so? What leverage can be gained from our strengths?
• Regarding weaknesses: Which weaknesses must we shore up in order to reach our vision and how will we do so? What must we improve?
• Regarding opportunities: Which opportunities should we seize in order to reach our vision and how should we go about it.
• Regarding threats: What can we do to minimize the impact of these threats so that we can reach our vision? What are the priorities for action?

LIBRARY STRENGTHS (internal)

A defined mission statement

A library / information component of the University Core Curriculum “to locate and process information….”

Excellent reputation for customer service

Active Library Instruction program with proven results, such as customizing library instruction to fit individual class needs

Practice of hiring and training good student workers

Increased allocations to departments for acquisitions
Increased liaison activities to garner more input from faculty for collection development and foster faculty/librarians relations

Decreased turnaround time for interlibrary loan requests for materials not available from Kimbel Library’s collections

Proven record of accomplishment

Well-designed and helpful web page that is user-friendly

Open communication with other campus constituents through Library Dean as member of Deans Council

Support and collaboration of faculty in library initiatives

Good collections in certain subject areas

Collaboration with ITS for technology services and infrastructure

Library faculty and staff serve on national, state and local boards and committees enhancing visibility of Library and CCU

Students can continue using KL services after graduation

Kimbel Library’s participation in the SC State Borrowers Program enables students, faculty, and staff to use (visit and borrow) materials at other libraries throughout the state

Kimbel Library is open to the local community (at no charge for access)

Full-service in-house computer lab

Library is open more days per year/hours per week than most other campus services

Remote access to WebPac, resulting in 24/7 service to CCU community

Renovated facility provides a pleasant atmosphere conducive to research and study

Adequate number of public computers; no waiting to do research, no signing up, etc.
All computers are maintained in good working order at all times

Now provide new, much needed meeting rooms/study rooms for students and faculty

Entire Library faculty and staff perform as a team

LIBRARY WEAKNESSES (internal)

Students cannot always find the materials they need in Kimbel Library.

Lack of funding in the budget for electronic resources in high demand by faculty & students

Regular replacement of computers for students and library staff to keep pace with advances in technology; no on-going source of funds to upgrade and purchase library technology

Provides equal opportunities for local and distance learners, including services at off-campus sites (Myrtle Beach, Georgetown, and coming soon, Litchfield)

Library budget receives minimal or no annual increases to cover standard cost increases for materials

Inadequate holdings in some subject areas

Library receives no additional funding in support of new degree programs

Age and functionality of Kimbel Library building

Non-central location of library on campus

Insufficient travel funds for opportunities for training to meet changing technology and profession

Insufficient travel funds for opportunities for professional enrichment/enhancement and for service on state and national committees.

One-year CCU budget planning cycle is inadequate compared to multi-year plans, particularly for large expenditures
Lack of funding opportunities through university advancement

No pursuit of grant opportunities

Absence of current user surveys and data

Lack of a strategic plan to anticipate evolving needs and accomplish long-range goals

Library Instruction program does not reach most upper level writing/research intensive courses.

Inability to provide Reference librarian coverage on Saturdays and late evenings as business increases

Lack of new staff positions (slots); staffing not keeping up with growth of student body

Inadequate amount of custodial help, especially in light of recently expanded facilities

Campus lease agreements on equipment, such as photocopiers, often inadequate for library’s needs. (For instance, copiers must be leased for 5 years, but, because of very heavy use, wear out in 4 years or less)

Not enough copiers available to satisfy demand

No universal one-card system available on campus that would eliminate coin (change) machine and exchanges of money for copies (paper, computer printouts and microfilm)

LIBRARY OPPORTUNITIES (external)

State lottery funding of educational technology needs can benefit the library’s resources and equipment.

Consortia purchasing of electronic resources via PASCAL as a cost-saving measure and as a vehicle to promote increased partnerships

Electronic and digital collections save shelf space and facilitate access

Coastal’s commitment to the productive use of technology in teaching and learning
Curriculum changes provide opportunities to expand collection and services

New learning models, including distance learning, that incorporate information technology

Growing population in area and increase in enrollments augment customer base on and off campus

Replacement of retiring staff may bring innovative re-organization plans and replacements with different skills

Future changes in university administration and management (could also be a threat)

Relevance of a library collection (depth/authority) in an age of instant and shallow information

Although students cannot find some materials they need in KL, using ILL and the State Borrowing Program broadens the scope of their research and informs them of possibilities concerning information retrieval

Newly renovated facilities present opportunities for new services to patrons and groups that haven’t or seldom used the library before

The newly renovated facility coupled with our web driven system, is a good tool for recruiting students and faculty

Librarians are willing to serve on local, state and national committees and to commit to ongoing community involvement in their areas of expertise (within and without the profession)

Librarians are enthusiastic about presenting at state and national conferences

LIBRARY THREATS (external)

Journal paper subscription costs continue to rise and consume a larger portion of the materials budget.

Electronic full-text resources costs getting higher – high demand for these resources from faculty & students

Management of electronic resources

State funding for higher education continues to decline with potential shortfalls in revenue projections and competing demands State resources
Restrictive copyright and licensing agreements for purchases and interlibrary loans

Promotion of distance learning expands need for access to online resources

Individual departments acquiring library materials and services (print or electronic) directly with vendors, thereby by-passing the Kimbel Library where university-wide access for all users is assured

Users find information they need faster and cheaper elsewhere (other than Kimbel Library)

Perceptions that technology decreases the need for professional librarians and misconception that electronic resources will negate the need for buildings

Changes in library science challenge the staff to keep current

Workforce shortages projected in library science

SC continues to rank low among its neighbors in percentage of national average per capita income (82.5%)

Short life span of hardware and software

Dependence on student assistant labor

Offering new services with no increase in staffing

Even after renovation, there is very little growth room in the building. What little space created is not necessarily viewed by the campus as space the Library needs to provide services now

Lack of ongoing building maintenance

Lack of security consciousness

Funding diverted to new campus programs/projects before basic campus needs are addressed

library opportunities and threats

2009-04-01T06:44:00.000+08:00

Opportunities

1.Academic Plan
• curriculum change
• collaboration and teaching
• raised profile of Library
• redefined role of Library
• environment for change
• learning commons
• “ahead of the curve” - initiate change
• distance education and delivery of services
• new learning models/information technology
New academic planning initiatives at the University level provide an environment for
change and a new curriculum. An increasing emphasis on collaboration and teaching
may lead to a redefined role and raised profile for the Library. Many Division/Branch
Heads and librarians feel that the Library should be “ahead of the curve” and initiate
change.
Expanding disciplines and interdisciplinary studies may require the provision of more
pertinent and responsive user services. These could include online access to core course
materials, self-directed interlibrary loans, the development of a learning commons and
other improvements in facilities for Library users. The adoption of new learning models
and the increased incorporation of information technology in learning activities may
require expanded and integrated instruction and training programs for students and
faculty. These could focus on faculty research assistants, information technology,
evaluation of Web resources, or the use of personal bibliographic software.
The growing role of distance education and the delivery of services to students at a
distance can contribute to the development of the ‘virtual librarian.’ An increasing
10
participation by the University in the wider community could result in the provision of
for-profit research services to the private sector.

2. New Sources of Funding
• cooperation and partnerships
• non-traditional sources
• links with industry
• non-government sources
• donors
Budget reductions can ‘shock’ the organization, force reassessment of priorities, and
make it consider non-traditional funding sources. Some librarians feel that the latter could
include library suppliers or publishers. There is general agreement that the Library should
continue to expand its fund raising activities, seek out new donors, and establish links
with the private sector and other non-government sources of funding. Wherever possible,
it should seek endowments for collections, facilities, and staff.
Co-operation and partnerships will be vital, as will support from new granting agencies
such as the Canadian Foundation for Innovation and the Canadian Institutes for Health
Research. Staff suggestions for new in-house funding sources include the production and
marketing of posters, cards, etc. developed from Special Collections materials, and the
operation of a Friends of the Library gift shop.

3. Staff Renewal
• injection of new skills
• innovative replacement of retiring staff
• reorganization
• career development
An innovative approach to the replacement of retiring staff offers the possibility of
improvements in services and productivity, as well as the injection of new skills into the
organization. Staff renewal can provide opportunities for reorganization, the re-allocation
of resources, and the rethinking of current practices. Career development and the
effective use of training could be critical components of a staff renewal program.
The Library could better utilize the talents and skills of all staff, especially the knowledge
of its senior employees. For example, a number of staff members feel that there should
be staff involvement in the strategic planning process. Others note that to obtain
maximum value from training, the Library should provide the chance to use such training
in the workplace. The Library could also make greater use of external learning
opportunities such as conferences and workshops, where staff could be encouraged to
demonstrate their information skills expertise.
11
4. Partnerships and Profile
• local, regional, international
• gateway location – Pacific Rim
• growth
• international profile
• linkages
The opportunity is there for the Library to build and strengthen partnerships at the local,
regional, national, and international levels, based on its Pacific Rim gateway location. On
12
campus, the Library can build partnerships with faculty by establishing closer ties to
teaching programs. Through its services to the off-campus community, the Library could
contribute to an enlarged UBC presence within the Greater Vancouver area. Within the
province, the Library could work for greater post-secondary institutional co-operation, as
well as gain recognition for its de facto provincial role.
National agreements could enable the Library to focus on its strengths and unique
resources, while participation in national site licenses offers the possibility of providing
Library users with wider access to more resources at less cost than the Library would pay
on its own. Participation in co-operative collection development, global resource sharing,
and expanded international information networking could establish linkages that would
benefit Library users and raise the Library’s international profile as it shared not only its
resources but also its expertise with other institutions.

Threats

1. Restrictive Copyright and Licensing Agreements
• including archiving issues
The purchase, lease, or subscription costs of electronic materials continue to hamper the
Library’s ability to provide convenient access to all available electronic resources to its
user community. Licensing agreements place limits on who has access to specific
electronic resources and the number of simultaneous users who can use them. In many
instances, it is not clear who owns and retains electronic backfiles when subscriptions are
cancelled. To date, publishers and copyright holders have been unwilling to grant libraries
the right to scan print materials and make them available to users in electronic format.
This continues to be a major barrier to the provision and distribution of electronic course
reserves in support of teaching and learning activities.
2. Alternative Information Providers
• internal as well as external
• vendors bypass libraries and go direct to users
• users find information elsewhere
• cheaper/faster alternate suppliers
The Library may be faced with internal as well as external competition in providing
information. As some staff members have noted, the Library does not have an exclusive
campus mandate to provide information resources, and other campus departments, such
as ITServices, could become competitors in the electronic environment. Vendors of
electronic resources and databases can bypass libraries and market their products directly
to users, and they may do so to a greater extent.
Many users already find information elsewhere, and others may be willing to go to
alternate suppliers who are cheaper or who can provide faster service. Negative user
attitudes and apathy towards the UBC Library may make such alternative suppliers more
13
attractive. The failure or inability to keep up with new developments in information
technology could also lead to the loss of Library users. Some staff members feel that
undue fear about competition could hamper the Library in recognizing its strengths and
meeting the needs of its users.
3. Rate of Change in Information Field and Information Technology
• difficult for staff to keep up
• difficult for organization to adapt
• misconception of role of library vs. what information technology can provide
• managing electronic resources
• misconception that electronic library will not need buildings
• short life span of hardware and software
• not listening to users/not anticipating evolving needs
Changes in how the University offers its courses, e.g. degree programs delivered via the
internet and other online and distance education initiatives, may affect the Library and its
staff. Some staff members are concerned that computing resources may be seen as more
important than staff, and that this may lead to a reduction in the ability of individual units
to customize services to fit unique user demands. Already it is becoming increasingly
difficult for Library staff to keep up with the rapid and accelerating rate of change in both
information technology and the information field. The management of electronic
resources is becoming more complex and time-consuming.
It is not easy for the organization to adapt – what will be the role of an academic library in
the future? Many librarians feel that there is a misconception on the part of users about
the role of the Library and its services and of what information technology can provide.
There is also the mistaken belief in the minds of some users that the ‘electronic’ library
would not need buildings or physical facilities but could exist as a virtual entity. The
short life span of hardware and software imposes financial pressures on the Library.
Most librarians would agree that not listening to users and staff, and not anticipating
evolving user needs would be fatal.
4. Funding and the Economy
• less funding
• less control over some of the funding
• BC government financial difficulties
• budget cutbacks
• weak Canadian $
• failure to maintain facilities
• failure to ensure preservation of collection
• cost of living in Vancouver and recruitment of new staff
• increasing cost of materials
• escalating cost of technology
14
It is clear that if BC government financial difficulties continue, there may be less
provincial funding for the University and thus for the Library. There could be continuing
budget cutbacks. Moreover, the University may have less control over some of the
funding, which may be designated for specific purposes. Some librarians are concerned
that more corporate sponsorship and an increasing reliance on private sector funding may
pose a threat to academic freedom.
Some staff members feel that there may be increasing pressure to charge for services, and
that less value may be placed on the needs and functions of the humanities component of
research libraries. Funding shortfalls could result in the inability to meet basic program
needs equitably across all disciplines, the inability to maintain facilities, the inability to
keep up with new technology, and the inability to ensure preservation of collection.
Some librarians feel that the increasing cost of information resources, both print and
electronic, coupled with a weak Canadian dollar and strong foreign currencies could
result in a ‘dumbed down’ collection, forcing users to go elsewhere to meet their
information needs. Lack of funding could mean fewer staff, low salaries, and low morale.
The cost of living in Vancouver already makes it difficult to recruit staff, and funding
limitations that restrict hiring of librarians to new graduates could compromise the
Library’s ability to maintain services and to develop new ones quickly. Some staff
members feel that funding restrictions could lead to more centralized decision-making.
5. Dependence on Other Institutions
• lack of autonomy
• CANet
• CISTI
• NTIS
• SFU
Increasingly the Library is giving up its autonomy as it enters into more co-operative
ventures and partnerships. The Library is now dependent on other institutions and
organizations such as CANet, CISTI, NTIS, and Simon Fraser University for the
maintenance of key components of its information technology infrastructure or the
provision of specific electronic resources to UBC users. Rather than owning resources,
more and more the Library is providing temporary access to resources held remotely.
15

laboratory.. (gel daot man gud yahoo mao dri nlng nko gsave pra mabasa ninyo. )

2009-03-26T08:19:00.000+08:00

A computer lab, also known as a computer suite is typically a room which contains many networked computers for public use. Computer labs can be found in libraries, schools, government buildings, science labs, community centers, companies with IT departments that requires such a place for their employees to do their jobs, and research centers. They are distinct from Internet cafes in that the usage of the computer lab is typically free for those with access. Printers, scanners, and other peripherals may augment the lab setup.
Security
Because they are shared by multiple users, computers in typical labs often have security software installed. This software may limit, trace, or block certain activities, or may quickly restore computers back to their original configurations. Macintosh computers may have software such as the older At Ease, the newer MacAdministrator or Deep Freeze Mac. Windows computers may have protection software such as Fortres or Faronics Deep Freeze, and often contain network applications, like Novell NetWare for network security and administration. Due to the high number of computers in a lab, many lab administrators choose to use remote administration software such as VNC. Computer labs in schools often have classroom management software installed to manage and control student computer activity from the teacher’s computer, to monitor or prevent web browsing and to remotely control student computers.
The computers are often in a computer network. The computers may also be thin clients.
In addition, some companies such as Kinkos or Mail Boxes Etc. provide labs with computers to use for an hourly fee. Computers are used for research and other reasons.

The Computer Laboratory (comlab) is used by students to study the various applications of computers and other information technologies to tourism. It houses computers equipped with the latest versions of microsoft office, open source programs, academic versions of softwares used in the travel industry such as Galileo, web development programs, and statistical applications.

Lab Use Policy
University of Utah
Student Computing Facilities
Acceptable Use Policy
I. INTRODUCTION
The University of Utah Student Computing Labs are intended to be used for educational purposes and the legitimate business of the University in a manner consistent with the public trust.
This policy establishes guidelines for appropriate use of student-fee funded Student Computing Facilities.
II. REFERENCES
University of Utah Policy and Procedures:
1-15: Information Resources Policy http://www.admin.utah.edu/ppmanual/1/1-15.html
2-32: Discrimination and Sexual Harassment http://www.admin.utah.edu/ppmanual/2/2 32.html
2-6A: Sexual Harassment and Consensual Relationships http://www.admin.utah.edu/ppmanual/2/2 6a.html
8-10: Code of Student Rights and Responsibilities http://www.admin.utah.edu/ppmanual/8/8 10.html
8-12: Code of Faculty Rights and Responsibilities http://www.admin.utah.edu/ppmanual/8/8 12 1.html
2-9: Staff Disciplinary Actions and Dismissal http://www.admin.utah.edu/ppmanual/2/2 9.html
III. ACCESS TO STUDENT COMPUTING LABS
A. Student computing labs are funded primarily from student computing fees and are for the use of University of Utah students, faculty and staff. Others may use these labs as participants in University sponsored activities. Labs may develop procedures to issue temporary passes to participants in University sponsored activities.
B. Individuals using the facilities may be asked to verify their University status by showing a University ID or by logging into computer systems. Individuals not authorized to use the facility may be required to leave.
C. Computer Accounts are assigned to control access to some computing resources.
1. Users are responsible for all uses of the Computer Account. User IDs and passwords must not be shared with other users. Users must log out at the end of each session.
2. Knowingly using a Computer Account assigned to another person is a violation of University policy.
IV. USE OF STUDENT COMPUTING LABS
A. Appropriate use of computing resources, which are supported by student fees, include academic study, instruction, and independent study or research. University related work by departments and recognized student and campus organizations of the University are acceptable.
B. Inappropriate uses include interfering with the work of others, wasting resources, using the resource for private economic purposes, gambling, and any activities that involve the violation of state or federal laws and University policies and procedures. During peak times when computer workstations are in demand, recreational use such as playing games may be disallowed.
C. The University of Utah endorses and promotes intellectual and academic freedom principles and encourages access to information. While users generally have the right to read and view materials of their choice, this right is balanced by the rights of others to work in a setting free of intimidation, harassment, or hostility. Child pornography and obscenity are illegal. Activities that create a hostile and/or intimidating environment for others are prohibited under University of Utah Policy and Procedure 2-6A and 2-32.
V. ACADEMIC ENVIRONMENT
A. Users are expected to respect the rights of other users to create an environment suitable to academic pursuits. The following activities are prohibited.
1. Activities that disrupt the work of others, including but not limited to unnecessary noise.
2. Activities that encroach on others' legitimate expectations of privacy.
B. Users are expected to behave in ways that enhance the environment for others and promote the reliable operation of laboratory computer systems.
1. Eating or drinking in the labs is prohibited.
2. Users must cooperate with the staff of the computing facility and behave in a respectful manner to them.
3. Users must not abuse laboratory computer systems or other equipment.
4. Users should report problems with computer lab equipment.
C. Parents are responsible for their minor children's behavior, safety, and the content of information resources viewed or accessed by them in University facilities. Children who are not University of Utah students or participants in University sponsored activities must not be allowed to use lab systems or interfere with the work of others. Children must not be left unattended in lab facilities.
VI. COPYRIGHT PROTECTION
Users must not make or use illegal copies of copyrighted or patented materials, information, or software, or to store such copies on University systems, or to transmit such information and software over University Networks.
Almost all forms of original expression that are fixed in a tangible medium are subject to copyright protection, even if no formal copyright notice is attached. Written text, video, recorded sound, digital images, and computer software are some examples of works that are usually copyrighted.
For more information regarding copyrights please refer to the following site: http://www.lib.utah.edu/circ/copyrightpage.htm
VII. USE OF STUDENT COMPUTING LAB HARDWARE AND SOFTWARE
A. Some lab systems are configured for specific applications such as image scanning, video editing, teleconferencing, or similar purposes. Users who require the specific resources provided by these systems have priority.
B. Users are required to use the lab computer in a manner that does not have a detrimental impact on the stability and functionality of the systems or networks. The following activities are specifically prohibited.
1. Changing system or software configurations
2. Installing any software without prior permission from lab staff.
3. Disconnecting hardware, installing hardware, or changing hardware configurations.
4. Engaging in any activity intended to compromise system security, compromise the privacy of other users, or obstruct the work of others. This includes but is not limited to port scanning, network sniffing, keystroke logging, using remote control software, password cracking, and similar activities.
5. Using lab systems to attack, interfere with the proper operation of, or compromise the security of other computer or network systems.
6. Using lab systems to send forged e-mail, send bulk mail, send unsolicited commercial e-mail, or to fraudulently misrepresent the user=s identity in any communication.
7. Using lab systems to initiate any communication intended to intimidate, coerce, harass, or threaten others.
8. Using lab systems to distribute or develop viruses, worms, or similar software.
9. Illegally sharing copyrighted materials with others.
10. Installing any server software such as FTP, telnet/ssh, Web, SMTP, file sharing, and game servers. This includes but is not limited to "peer to peer" file sharing software such as KaZaA, Gnutella, or similar programs.
11. Some labs permit attachment of FireWire and USB devices such as cameras and camcorders for course-related work. Other labs impose more restrictive rules. Check with laboratory staff for specific information regarding these uses.
C. Laptops may only be connected to network jacks specifically provided for this purpose. Disconnecting lab systems to connect laptop computers is prohibited. Connecting laptops to unused network jacks is also prohibited. All use of laptops in University computing facilities is governed by University policies and state and federal law.
VIII. POLICY ENFORCEMENT
A violation of the provisions of this policy may result in the withdrawal of access and may subject the user to disciplinary action or academic sanctions consistent with University policies and procedures.

North Carolina State University may never build another computer lab.
Instead the university has installed racks of equipment in windowless rooms where students and professors never go.
The project is called the Virtual Computing Lab, and users enter it remotely, from their own computers in dormitory rooms or libraries. They get all the features they've had in the past, including access to expensive software packages, like 3-D modeling tools and advanced statistical programs, that they need for courses. But now the programs run on powerful computer servers behind the scenes, instead of on desktop PC's. And this lab never closes.
"You bring the lab to the students instead of bringing the students to the lab," says Sarah R. Stein, assistant vice provost for information-technology special projects.
Perhaps more important, the virtual lab doesn't have the limitations of being controlled only by the university's information-technology department. Unlike in physical labs, professors can install anything they want in the virtual laboratory.
Students say they like the convenience. Administrators are happy because the virtual lab is far cheaper to build and maintain than a physical lab. No one has to watch over rooms with rows of PC's.
Officials here also say that the virtual lab could be the beginning in a more fundamental shift, one that could change the way technology staffs on campuses do business. The goal of the virtual-lab approach is to build Web-based tools that professors can control on their own, without having to ask permission from a staff member to add something to a university computer.
"I got tired of telling users what they couldn't do," says Samuel F. Averitt, vice provost for information technology at North Carolina State. "The central-IT guy is about control and ownership. We're trying to get out of that business, and say, Do it however you want to do it."
The approach is catching on. Colleges across North Carolina are adopting the model, and George Mason University is scheduled to open a virtual lab, based on North Carolina State's, next month. George Mason is working with 14 other public colleges to offer the services to those campuses as well.
Replacing a Broken System
Before officials at North Carolina State began setting up the virtual system, about four years ago, computer labs on the campus were known for their glitches. For one thing, professors complained of slow turnaround when they asked for new software to be installed for their courses.
"Faculty would say, 'I've got this new application; can you install it for me?'" says Thomas K. Miller III, vice provost for distance education and learning-technology applications. "And it would take a year."
Students were annoyed because computers would crash so often. The problem was that staff members would load dozens of advanced programs on each machine, often with conflicting components.
Student labs were just one pressing issue facing the technology staff. The legislature had recently cut support for the state's supercomputer center, which shut down in 2003 as a result. The university had been the facility's biggest user, and campus officials were left scrambling to provide advanced researchers with the processing power needed to keep their experiments going.
"We were headed toward a crisis point," says Mr. Averitt.
The university suddenly needed to build high-end facilities for researchers and to update public computer labs for students. But it couldn't afford to do both, at least not the old-fashioned way.
That's when the idea for the virtual computer lab — one bank of servers that could meet both needs — was born. North Carolina State, which won a $2.4-million grant from Intel Corporation and a $1.2-million grant from IBM to support the approach, has refined and expanded the concept since the lab opened, in 2004.
The resulting upgrade to the university's data centers has allowed researchers to log on to clusters of servers that act as a virtual supercomputer, as is done at many colleges.
But the most innovative aspect is that students got access to the servers as well.
Computing Everywhere
The university has no plans to shut down its old-fashioned computer labs, and officials insist that students will always need public computers to gather around for group projects or to use if they do not have computers of their own. But officials hope that they can stop building traditional computer labs from now on, even as the student body grows.
"What we have done already is not open a new one over the past three years, even though our enrollment has increased," says Henry E. Schaffer, coordinator of special IT projects and faculty collaboration.
The virtual lab has some drawbacks. When users first log in and choose the software application they want to use, the system can take 10 to 15 minutes to set up (although students or professors can make reservations so that their software is ready at a set time). And students need to use a broadband Internet connection; dial-up is too slow to support the service. But officials say that most students have high-speed connections these days and that any minor delays are still less disruptive than having to drive to the campus or walk to a physical lab.
The result is that students spend more time using specialized applications than they used to, says Michael Rappa, director of the university's Institute for Advanced Analytics. That can help when it comes time to apply for a job. "Employers in this sphere want to hire people who have exposure to the complex tools that businesses use," he says.
On a recent day in one of the university's busiest computer labs, located in the main library, several students said they liked the mix of on-campus and off-campus computing choices.
"Most of the time I work from my home or in the library," said Morgan Evans, a sophomore who was getting software for a calculus course. "It was convenient, but sort of slow."
At George Mason, the executive director of instructional technology, Sharon P. Pitt, says the university is adopting the model in partnership with universities across Virginia, using software developed by North Carolina State.
The approach is consistent with the way the Web as a whole is changing, she says, as companies like Amazon and Google offer more Web-based services run from a distant server rather than a user's hard drive.
"These days," she says, "it's not as much about the physical facility as it is about the virtual facility."

Computer security has been among the laboratory's research interests for many years, along with related topics such as cryptology, formal methods, hardware design, biometrics, and the robustness of distributed systems in general.
We hold meetings, seminars, and workshops which are described in more detail in subsequent pages. Attendance is not restricted to members of the Computer Laboratory; we welcome visitors from other universities, companies, and other organisations.
Much of our best research has been inspired by tackling real problems, and our funding comes from a wide range of sources; we collaborate with commerce and industry both in the UK and overseas. We are always happy to discuss potential projects, commercial sponsorship and consultancy assignments.

Computer Lab & Services
Computer Lab
The CCLab has MACs and PCs for your convenience. Scanners are available, as are digital cameras. A 5-4x Write CD Duplicator is in the MAC lab for CD creation and copying. There are lab assistants to help you with the software (i.e. Photoshop).
Computer Rentals
Digital Cameras
Video Cameras
Fax Service
Most Campus Copy Centers are equipped with FAX machines. You can send and receive FAXes to just about anywhere. To receive a FAX, be sure that the party sending a fax to you includes a cover sheet with your name and phone number. To send a FAX, simply bring in the document (in good condition, please) and let us do the rest.
THE PRICE: To send/receive a fax it costs $0.50 a sheet, not including the coversheet (plus any additional long distance charges).
Scanners
The scanners scan exlusively at 600 dpi (the resolution of the printer). Limited
touchup can be done at the printer. These touchups include:
• Resizing (up to 400%)
• Rotating (90 deg. increments)
• Copying
• Cropping
• Overlaying photos (transparency)
• Masking (covering up a portion of the picture)
It is not uncommon for a customer to label their documents with numbers where
they would like to have photos placed. They number the backs of their photos
accordingly, place them in a shoebox and bring them to us to scan into the
document. Please remember to leave room for the picture in the document.

Civil engineering lab
Services
Laboratory Access
The SCE Computer Lab (N208) is open 24 hours daily. The Laboratory door is controlled by an Access Control System. All SCE students are required to use magnetic cards when entering the SCE computer Laboratory (Room N208). The Computer Lab Supervisor, Mr. Maung Maung Tar, is responsible for issuing the magnetic cards.
Usage
1. All computers in the Computer Lab 1 (N208A) and Computer Lab 2 (N208C) can only be used by all SCE students, unless otherwise stated.
2. SCE students are lodged with the responsibility to take care of the computers they use. Penalties will be accorded to those who violate regulations and/or who are found to have stolen/damaged facilities therein.
3. Students must follow the Acceptable Use Policies on computing and network resources. Please see details at
http://itserv.ait.ac.th/helpdesk/aup/index.html
4. A user account must be used by its owner only. Users must not share his/her password with others and are responsible for his/her own user account.
5. No food or drinks are allowed in the Lab. Students are to maintain the Laboratory in good order.
Printers and Scanner
The Computer Laboratory has two high-capacity printers, one in each lab, as well as a color laser printer located at the Lab Supervisor’s room (N208F) and a scanner in Lab 1 (N208A), available for all SCE students.
Print Quota
1. A master’s student has 2,250 pages print quota for all 4 semesters. This quota is given at the beginning of the 1 st semester.
2. A doctoral student has 1,500 pages/year print quota. Whatever quota remains at the end of the year is carried forward to next academic year.
3. Students can check their print quota balance by visiting:
http://www.sce.ait.ac.th/facilities/computerlab/pquota
4. Those who need to print more than his/her print quota have to pay at the Cashier, Finance Department, through “SCE’s Computer Stationery Acccount (No. 10 7 003 011 07001 308 9999) and show receipts to the Lab Supervisor (please see item 5 for printing charges).
Printing Charges
• Printing in color costs Baht 10 /page.
• The printing charge for black & white print-outs is Baht 1.5 per page.
Printing Paper
The Lab staff will put printing papers into the lab printers on a regular basis. Students will no longer receive papers directly.
Lockers
About 300 lockers, located in Room N208, are available for students’ use.
Seminar Room
JICA Computer Training Studio (N208B) is used for seminars, training and courses that require the use of computers. It is equipped with an LCD projector, an overhead projector, a slide projector and 13 computers. Students can reserve the studio for their thesis defense. Visit http://www.sce.ait.ac.th/facilities/computerlab/jica.asp
Discussion Rooms
There are 3 discussion rooms (N208G) in the SCE computer laboratory. Students can contact the Computer Lab Supervisor for reservation.

Computer Lab Use Guidelines
•
• The Gates Computer Lab at the Bryan Public Library is available for organizations to use to teach their members computer skills. The person making the reservation must have a library card in good standing. Reservations can be made up to 3 months in advance but at least 2 weeks before the requested use date. The lab cannot be reserved on Saturdays and Sundays. Reservations must be made in person. We will be happy to answer questions over the telephone, but we will not confirm the date until you sign the reservation form. Any Youth Services librarian can make the reservation.
The lab may be booked for periods when the library is open, but patrons must be finished 30 minutes before closing. There are 10 classroom computers and one instructor computer.
Users are not required to have a library card. The groups using the lab are expected to be not for profit organizations, but under certain circumstances, with the approval of the Community Librarian, a business could reserve the lab to teach their employees new techniques.
The computers must be used as they are. The Library cannot download software for the group. Exceptions may be made for Texas State Library workshops. Groups booking the lab must provide their own instructor. The Library will not provide support for the lab other than routine logon, setup of projector. The patron making the reservation is responsible for the care of the equipment. The instructor must take responsibility for patrons under the age of 18 who use the Internet.
No food or drink is allowed in the lab.
Reservations must be made in person. We will be happy to answer questions over the telephone, but we will not confirm the date until you sign the reservation form.

MIS ass # 5 ..

2009-03-17T16:30:00.000+08:00

Before stating my side, I would like to define first the different kinds of changes involved in this article.

Automation (roboticization) or industrial automation or numerical control is the use of control systems such as computers to control industrial machinery and processes, reducing the need for human intervention.[1] In the scope of industrialization, automation is a step beyond mechanization. Whereas mechanization provided human operators with machinery to assist them with the physical requirements of work, automation greatly reduces the need for human sensory and mental requirements as well. Processes and systems can also be automated.

Paradigm shifts
A paradigm is a system of thought based on a central fundamental premise.

Paradigms are central to human culture. They are learned, taught, passed on and often serve to define membership in a culture or subculture. "The passing of paradigms within a society is, in effect the process of acculturation and socialization. Paradigms influence how we govern ourselves, how our public institutions are configured and operate, our economic systems and institutions, the structures of our organizations, and how we manage people and other resources. Imagine the whole system of thought being change. In business, this means a lot of changes on their current paradigm.

Rationalization of procedures is the process of constructing a logical justification for a belief, decision, action or lack thereof that was originally arrived at through a different mental process. It is a defense mechanism in which unacceptable behaviors or feelings are explained in a rational or logical manner; this avoids the true explanation of the behavior or feeling in question.

Business process reengineering (BPR) is, in computer science and management, an approach aiming at improvements by means of elevating efficiency and effectiveness of the business process that exist within and across organizations. The key to BPR is for organizations to look at their business processes from a "clean slate" perspective and determine how they can best construct these processes to improve how they conduct business.

I believe the tasks requiring subjective assessment or synthesis of complex sensory data, such as scents and sounds, as well as high-level tasks such as strategic planning, currently require human expertise. In many cases, the use of humans is more cost-effective than mechanical approaches even where automation of industrial tasks is possible.

The widespread impact of industrial automation raises social issues, among them its impact on employment.

Critics of automation contend that increased industrial automation causes increased unemployment; this was a pressing concern during the 1980s. One argument claims that this has happened invisibly in recent years. After learning the value of HUMAN in a business, I believed AUTOMATION is the most radical among the changes.

Before a premise was made and paradigms were formulated, before processes in a business were made, before procedures were being implemented, we, humans already exist. Since automation greatly affects the business’ profitability, many heads were after the productivity brought by machines neglecting the core component of a business, which is people.

Fin Mgt. reporting

2009-02-27T17:36:00.000+08:00

Financial Management Reporting [Del.ico.us] [Digg This] [Technorati] [Addblink] [Furl It] [Reddit] [Stumble Upon] [Add to Favorites]
Group 1: (March 9 and 11)

* Risk, return and valuation
* Capital budgeting(include leasing)
* cost of capital

Group 2:(March 16)

* Dividends policy
* Preferrred and common stock

Group 3:(March 20)

* Term loan and leasing
* Long term Debt

Group 4(March 25)

* Merger and acquisitions
* Failure and reorganization

Group
ALCORDO, ASHBURY FRANKLIN E 1
CONCEPCION, RONIC WINMAR B 2
DE PERALTA, JOHN DAVID C 3
DURAN, GEORGE DAN G 4
GASCAL, MELGAR JOHN E 1
LAGANSON, JONARD D 2
LEE, ROBERT MARVIN E 3
LOVITOS, HARLEY E 4
LUSAN, SIMON ED T 1
MACARAEG, MICHELANGELO C 2
MELECIO, JAYMAR A 3
MIJARES, JADE JONATHAN C 4
PANIAMBA-AN, JALIL O 1
TANGIAN, THOMAS A 2

ABELLANA, MARIA TERESA G 1
ADARNA, KARREN D 2
ADLAON, KRISTINE MAE M 3
ALCORIZA, MARIECHELLE JEAN M 4
BRUA, ANGEL MAE B 1
CAGUIMBAGA, SHERYL L 2
DIAMANTE, MARY ROSSINI C 3
DIZON, KATE MARIEL A 4
GADOR, RIZA EVE G 1
GONZALES, LORENA R 2
HERNANDEZ, HANNAH RHEA O 3
MOMVILLE, YMREB P 4
MONTEJO, CHERRY ANN G 3

Note: There will be quiz every after the report. Reporter's grade is based on the average score of the class.

Security and Quality Assurance

2009-02-24T10:31:00.001+08:00

Computer security is a branch of technology known as information security as applied to computers. The objective of computer security can include protection of information from theft or corruption, or the preservation of availability, as defined in the security policy.
Computer security imposes requirements on computers that are different from most system requirements because they often take the form of constraints on what computers are not supposed to do. This makes computer security particularly challenging because it is hard enough just to make computer programs do everything they are designed to do correctly. Furthermore, negative requirements are deceptively complicated to satisfy and require exhaustive testing to verify, which is impractical for most computer programs. Computer security provides a technical strategy to convert negative requirements to positive enforceable rules. For this reason, computer security is often more technical and mathematical than some computer science fields.
Typical approaches to improving computer security (in approximate order of strength) can include the following:
• Physically limit access to computers to only those who will not compromise security.
• Hardware mechanisms that impose rules on computer programs, thus avoiding depending on computer programs for computer security.
• Operating system mechanisms that impose rules on programs to avoid trusting computer programs.
• Programming strategies to make computer programs dependable and resist subversion.
Software quality assurance (SQA) consists of a means of monitoring the software engineering processes and methods used to ensure quality. It does this by means of audits of the quality management system under which the software system is created. These audits are backed by one or more standards, usually ISO 9000 or CMMI.
Software quality assurance is distinct from software quality control which includes reviewing requirements documents, and software testing. SQA encompasses the entire software development process, which includes processes such as software design, coding, source code control, code reviews, change management, configuration management, and release management. Whereas software quality control is a control of products, software quality assurance is a control of processes.
Software quality assurance is related to the practice of quality assurance in product manufacturing. There are, however, some notable differences between software and a manufactured product. These differences stem from the fact that the manufactured product is physical and can be seen whereas the software product is not visible. Therefore its function, benefit and costs are not as easily measured. What's more, when a manufactured product rolls off the assembly line, it is essentially a complete, finished product, whereas software is never finished. Software lives, grows, evolves, and metamorphoses, unlike its tangible counterparts[1]. Therefore, the processes and methods to manage, monitor, and measure its ongoing quality are as fluid and sometimes elusive as are the defects that they are meant to keep in check.

Reference:
www.wikipedia.com

ass # 7... IS plan implementation

2009-02-16T18:22:00.000+08:00

Here are some steps in IS plan implementation

1. Create the mission model

The mission model, generally shorter than 30 pages presents end-result characterizations of the essential raison d=etre of the enterprise.
2. Develop a high-level data model
The high-level data model is an Entity Relationship diagram created to meet the data needs of the mission descriptions. No attributes or keys are created.

3. Create the resource life cycles (RLC) and their nodes

Resources are drawn from both the mission descriptions and the high level data model. Resources and their life cycles are the names, descriptions and life cycles of the critical assets of the enterprise, which, when exercised achieve one or more aspect of the missions.
4. Allocate precedence vectors among RLC nodes

Tied together into a enablement network, the resulting resource life cycle network forms a framework of enterprise=s assets that represent an order and set of inter-resource relationships.
5. Allocate existing information systems and databases to the RLC nodes

The resource life cycle network presents a Alattice-work@onto which the Aas is@ business information systems and databases can be Aattached.
6. Allocate standard work break down structures (WBS) to each RLC node

Detailed planning of the Adifference projects.
7. Load resources into each WBS node
Once the resources are determined, these are loaded into the project management meta entities of the meta data repository, that is, metrics, project, work plan and deliverables.

8. Schedule the RLC nodes through a project management package facilities.

The entire suite of projects is then scheduled on an enterprise-wide basis.
9. Produce and review of the ISP

The scheduled result is predicable: Too long, too costly, and too ambitious.
10. Execute and adjust the ISP through time.

As the ISP is set into execution, technology changes occur that affect resource loadings.

In summary, any technique employed to achieve an ISP must be accomplishable with less than 3% of the IT budget. Additionally, it must be timely, useable, maintainable, able to be iterated into a quality product, and reproducible. IT organizations, once they have completed their initial set of databases and business information systems will find themselves transformed from a project to a release environment.
The continuous flow environment then becomes the only viable alternative for moving the enterprise forward. It is precisely because of the release environment that enterprise-wide information systems plans that can be created, evolved, and maintained are essential.

outsourcing

2009-02-02T13:50:00.000+08:00

Reasons for outsourcing

Organizations that outsource are seeking to realize benefits or address the following issues:

* Cost savings. The lowering of the overall cost of the service to the business. This will involve reducing the scope, defining quality levels, re-pricing, re-negotiation, cost re-structuring. Access to lower cost economies through offshoring called "labor arbitrage" generated by the wage gap between industrialized and developing nations.
* Cost restructuring. Operating leverage is a measure that compares fixed costs to variable costs. Outsourcing changes the balance of this ratio by offering a move from fixed to variable cost and also by making variable costs more predictable.
* Improve quality. Achieve a step change in quality through contracting out the service with a new service level agreement.
* Knowledge. Access to intellectual property and wider experience and knowledge.
* Contract. Services will be provided to a legally binding contract with financial penalties and legal redress. This is not the case with internal services.
* Operational expertise. Access to operational best practice that would be too difficult or time consuming to develop in-house.
* Access to talent. Access to a larger talent pool and a sustainable source of skills, in particular in science and engineering.
* Capacity management. An improved method of capacity management of services and technology where the risk in providing the excess capacity is borne by the supplier.
* Catalyst for change. An organization can use an outsourcing agreement as a catalyst for major step change that can not be achieved alone. The outsourcer becomes a Change agent in the process.
* Enhance capacity for innovation. Companies increasingly use external knowledge service providers to supplement limited in-house capacity for product innovation.
* Reduce time to market. The acceleration of the development or production of a product through the additional capability brought by the supplier.
* Commodification. The trend of standardizing business processes, IT Services and application services enabling businesses to intelligently buy at the right price. Allows a wide range of businesses access to services previously only available to large corporations.
* Risk management. An approach to risk management for some types of risks is to partner with an outsourcer who is better able to provide the mitigation.
* Venture Capital. Some countries match government funds venture capital with private venture capital for startups that start businesses in their country.

Criticisms of outsourcing

Public opinion

There is a strong public opinion regarding outsourcing (especially when combined with offshoring) that outsourcing damages a local labor market. Outsourcing is the transfer of the delivery of services which affects both jobs and individuals. It is difficult to dispute that outsourcing has a detrimental effect on individuals who face job disruption and employment insecurity; however, its supporters believe that outsourcing should bring down prices, providing greater economic benefit to all. There are legal protections in the European Union regulations called the Transfer of Undertakings (Protection of Employment). Labor laws in the United States are not as protective as those in the European Union. A study has attempted to show that public controversies about outsourcing in the U.S. have much more to do with class and ethnic tensions within the U.S. itself, than with actual impacts of outsourcing. [21]

activity no. 1 (SE)

2009-01-29T13:02:00.000+08:00

Activity Sheet No. 1

Name:

Question:
Manny’s Manufacturing must decide whether to build or buy a software package to keep track of its inventory. Manny’s computer experts estimate that it will cost $325m000 to buy the necessary programs. To build the programs in-house, programmers will cost $5,000each per month. What factors should Manny consider in making his decision? When is it better to build? To buy?
Discussion (min. 250 words)

Question:
Brooks says that adding people to a late project makes it even later (Brooks 1975). Some schedule estimation techniques seem to indicate that adding people to a project can shorten development time. Is this a contradiction? Why or why not?
Discussion (min. 250 words)

SE activity schedule

2009-01-29T12:59:00.000+08:00

directory Activity Sheet No. 1
Due: January 31, 2009
Offline Jan 28, 2009
directory Activity Sheet No. 2
Due: February 7, 2009
Offline Jan 28, 2009
directory Activity Sheet No. 3
Due: February 14, 2009
Offline Jan 28, 2009
directory Activity Sheet No. 4
Due: February 21, 2009
Offline Jan 28, 2009
directory Activity Sheet No. 5
Due: February 28, 2009
Offline Jan 28, 2009
directory Activity Sheet No. 6
Due: March 7, 2009

SE assgn

2009-01-20T14:29:00.002+08:00

Name of Reporter : Ymreb P. Momville
Group Number:

I. Topic:
II. Objective of Report:
1) To discuss examples of explicit declared constraints and explicit informal constraints.
2) To enumerate some SQL-like notation and OCL notation.
3) To expound on constraints over two associations.
III. Glossary

1. Constraints. In information theory refers to the degree of statistical dependence between or among variables.

2. Explicit declaration. Requires that you declare every variable before you use it. You can remove this requirement and permit implicit declaration.

3. SQL. Abbreviation of structured query language, and pronounced either see-kwell or as separate letters. SQL is a standardized query language for requesting information from a database.

4. Notation. A system of figures or symbols used in a specialized field to represent numbers, quantities, tones, or values.

5. OCL. Used to formulate well-formedness rules in the UML metamodel. Is a textual language to annotate UML diagrams.

6. Attribute. A factor of an object or other kind of entity
7. Object. A language mechanism for binding data with methods that operate on that data
• Object-oriented programming (OOP), in which an object is an instance of a class or array
8. Set theory. The symbols used to build formulas stating concepts of set theory. Below is one such notation, which I have adapted from Paul Bernays' Axiomatic Set Theory to work with the limited character set available to E2.
9. Class. A class is a type definition of an Object Oriented Programming object in the C++ and C# languages.
It is only a definition, until an instance of this class, an actual object is created, it cannot be used.
10. Explicit .very specific, clear, or detailed

IV. Discussion

First, I will define some terminologies listed here. After discussing them, I will start discussing about explicit declared constraints. I will show them some diagrams and sample equations. In my research, I learned that Object-oriented programming (OOP) is a programming paradigm that uses "objects" and their interactions to design applications and computer programs. Programming techniques may include features such as encapsulation, modularity, polymorphism, and inheritance. It was not commonly used in mainstream software application development until the early 1990s. Many modern programming languages now support OOP.

It is a type of programming in which programmers define not only the data type of a data structure, but also the types of operations (functions) that can be applied to the data structure. In this way, the data structure becomes an object that includes both data and functions. In addition, programmers can create relationships between one object and another. For example, objects can inherit characteristics from other objects.

I also learned that The Object Constraint Language is a declarative language for describing rules that apply to UML models developed at IBM and now part of the UML standard. Initially OCL was only a formal specification language extension to UML. OCL may now be used with any Meta-Object Facility OMG metamodel, including UML. The Object Constraint Language is a precise text language that provides constraint and object query expressions on any Meta-Object Facility model or metamodel that cannot otherwise be expressed by diagrammatic notation. OCL is a key component of the new OMG standard recommendation for transforming models, the QVT specification.
I also discovered that SQL (Structured Query Language) is a database computer language designed for the retrieval and management of data in relational database management systems (RDBMS), database schema creation and modification, and database object access control management.[1][2]

V. Illustrations
*In this section, include drawings, models, illustrations discussed in the report and discuss each briefly. *
Modeling, especially software modeling, has traditionally been a synonym for producing diagrams. Most models consist of a number of "bubbles and arrows" pictures and some accompanying text. The information conveyed by such a model has a tendency to be incomplete, informal, imprecise, and sometimes even inconsistent.
Many of the flaws in the model are caused by the limitations of the diagrams being used. A diagram simply cannot express the statements that should be part of a thorough specification. For instance, in the UML model shown in Figure 1, an association between class Flight and class Person, indicating that a certain group of persons are the passengers on a flight, will have multiplicity many (0..*) on the side of the Person class. This means that the number of passengers is unlimited. In reality, the number of passengers will be restricted to the number of seats on the airplane that is associated with the flight. It is impossible to express this restriction in the diagram.

In this example, the correct way to specify the multiplicity is to add to the diagram the following OCL constraint:
context Flight
inv: passengers->size() <= plane.numberOfSeats
Tool Architecture

The tool consists of four major modules:
1. a UML specification diagram parser
2. a UML instance diagram parser
3. an OCL parser
4. a library of OCL operations written in AsmL
The specification diagram parser module takes as input a UML specification diagram from a UML model that is given in an Extensible Markup Language (XML) file that is written in the XML Metadata Interchange (XMI) format. XMI is a widely used interchange format for sharing objects using XML and is developed by the OMG. The XML file containing the UML model should be valid based on a Data Type Definition (DTD) for UML 1.3, which was released by the OMG. The OCL parser extracts OCL constraints in the specification diagram and translates them into AsmL code that call OCL operations in the library of OCL operations written in AsmL. The UML instance diagram parser module reads a UML instance diagram from the same file containing the UML model.

USEP_SE ( SE group LINK)

2009-01-16T13:25:00.000+08:00

http://www.groups.yahoo.com/group/USEP_SE

WAN

2009-01-16T13:20:00.002+08:00

Wide Area Network (WAN) is a computer network that covers a broad area (i.e., any network whose communications links cross metropolitan, regional, or national boundaries ^[1]). Contrast with personal area networks (PANs), local area networks (LANs), campus area networks (CANs), or metropolitan area networks (MANs) which are usually limited to a room, building, campus or specific metropolitan area (e.g., a city) respectively. The largest and most well-known example of a WAN is the Internet.

WANs [a] are used to connect LANs and other types of networks together, so that users and computers in one location can communicate with users and computers in other locations. Many WANs are built for one particular organization and are private. Others, built by Internet service providers, provide connections from an organization's LAN to the Internet. WANs are often built using leased lines. At each end of the leased line, a router connects to the LAN on one side and a hub within the WAN on the other. Leased lines can be very expensive. Instead of using leased lines, WANs can also be built using less costly circuit switching or packet switching methods. Network protocols including TCP/IP deliver transport and addressing functions. Protocols including Packet over SONET/SDH, MPLS, ATM and Frame relay are often used by service providers to deliver the links that are used in WANs. X.25 was an important early WAN protocol, and is often considered to be the "grandfather" of Frame Relay as many of the underlying protocols and functions of X.25 are still in use today (with upgrades) by Frame Relay.

Academic research into wide area networks can be broken down into three areas: Mathematical models, network emulation and network simulation.

Performance improvements are sometimes delivered via WAFS or WAN optimization.

http://en.wikipedia.org/wiki/Wide_Area_Network

Definition: A WAN spans a large geographic area, such as a state, province or country. WANs often connect multiple smaller networks, such as local area networks (LANs) or metro area networks (MANs).

The world's most popular WAN is the Internet. Some segments of the Internet, like VPN-based extranets, are also WANs in themselves. Finally, many WANs are corporate or research networks that utilize leased lines.

WANs generally utilize different and much more expensive networking equipment than do LANs. Key technologies often found in WANs include SONET, Frame Relay, and ATM.

http://compnetworking.about.com/cs/lanvlanwan/g/bldef_wan.htm

datacom reporting.. topics

2009-01-13T13:09:00.002+08:00

REPORTING TOPICS AND SCHEDULES

group 1
o Netware Overview, Neware NOS, and File and Print Services
o Additional Netware Services, NetWare Clients and NetWare

group 2
protocols

o Windows NT Capabilities and Services
o Windows NT Clients, Windows NT Protocols and Windows NT

group 3
Tools

o Windows NT, Netware Interoperability and Windows NT traces
o Gathering Information, LAN traffic analysis, testing LAN activity and

Assessment of LAN costs
o Summary of Data Rates, Dial-up and Leased Lines Switched-56

group4
o ISDN Concepts, Protocols and Implementation
o ATM concepts, Protocols and Implementation

group 5
o Voice Over Alternative Technologies Virtual Private Networks
o Selection of WAN, Services and ATM, LAN/WAN Solutions.

First Report Paniambaan and Company December 23, 2008
Second Report Sandoval, J. and Company January 6, 2008
Third Report Duguran and Company January 13, 2008
Fourth Report Hernandez and Company January 20, 2008
Fifth Report Momville and Company January 27, 2008

Note: In any cases you cannot present your topic in the scheduled date due to
unforeseen holidays or legal school activities, your schedule will be moved the
following Monday, so as with the succeeding schedules……You should be ready
on your topics on the scheduled dates, otherwise you will not be given another
schedule, except for valid reasons….For considerations, pls. see subject outline
posted on the files area of our group…

MIS ass # 4

2008-12-13T16:04:00.000+08:00

Before answering the question identify and discuss the steps for "critical success factors" approach, let us first have a quick review on the history of critical success factors and its definition.

Critical Success Factors

The idea of identifying critical success factors as a basis for determining the information needs of managers was proposed by Daniel (1961) but popularized by Rockart (1979). The idea is very simple: in any organization certain factors will be critical to the success of that organization, in the sense that, if objectives associated with the factors are not achieved, the organization will fail - perhaps catastrophically so. Rockart (1979: 85), by referring to Daniel (1961), gives the following as an example of the CSFs: new product development, good distribution, and effective advertising for the food processing industry - factors that remain relevant today for many firms.

Competitive advantage, following Porter (1985), was taken to mean, the ability of a firm to provide better value for its customers through lower prices, higher quality, or benefits not available elsewhere. The primary purpose was to test the idea that the information intensive areas of an organization could be identified within the value chain by using the CSF technique to indicate the critical areas and, thereby, enable the identification of corporate information needs. Corporate information needs were defined as those needs for information that must be satisfied if the organization is to achieve its strategic aims. The proposition was that those parts of the value chain that were perceived by organizational members to be of critical significance would be the areas in which effort ought to be concentrated so that the information systems could be effective.

The case studies were carried out in UK universities by applying a qualitative research strategy simultaneously with the cases testing the SIM methodology in the pharmaceutical and publishing sectors in Finland. Qualitative, open-ended interviews were conducted to identify the critical areas, related information needs and the use of information systems. Grounded theory was applied to define the CSFs in both the UK and Finnish studies. An understanding of the production, marketing and managerial processes within the Finnish companies and the market conditions within which the companies operated was gained by an examination of relevant documentation. The SIM study relied on theoretical sampling – the cases were chosen for replicating the test to provide examples from very knowledge-based fields of polar types in order to ensure valid findings

Identifying the things that really matter for success

So many important matters can compete for your attention in business that it's often difficult to see the "wood for the trees". What's more, it can be extremely difficult to get everyone in the team pulling in the same direction and focusing on the true essentials.

That's where Critical Success Factors (CSFs) can help. CSFs are the essential areas of activity that must be performed well if you are to achieve the mission, objectives or goals for your business or project.
By identifying your Critical Success Factors, you can create a common point of reference to help you direct and measure the success of your business or project.

As a common point of reference, CSFs help everyone in the team to know exactly what's most important. And this helps people perform their own work in the right context and so pull together towards the same overall aims.
The idea of CSFs was first presented by D. Ronald Daniel in the 1960s. It was then built on and popularized a decade later by John F. Rockart, of MIT's Sloan School of Management, and has since been used extensively to help businesses implement their strategies and projects.

Inevitably, the CSF concept has evolved, and you may have seen it implemented in different ways. This article provides a simple definition and approach based on Rockart's original ideas.
Rockart defined CSFs as:

"The limited number of areas in which results, if they are satisfactory, will ensure successful competitive performance for the organization. They are the few key areas where things must go right for the business to flourish. If results in these areas are not adequate, the organization's efforts for the period will be less than desired."
He also concluded that CSFs are "areas of activity that should receive constant and careful attention from management."
Critical Success Factors are strongly related to the mission and strategic goals of your business or project. Whereas the mission and goals focus on the aims and what is to be achieved, Critical Success Factors focus on the most important areas and get to the very heart of both what is to be achieved and how you will achieve it.

Using the Tool: An Example
CSFs are best understood by example. Consider a produce store "Farm Fresh Produce", whose mission is:

"To become the number one produce store in Main Street by selling the highest quality, freshest farm produce, from farm to customer in under 24 hours on 75% of our range and with 98% customer satisfaction."

(For more on this example, and how to develop your mission statement, see our article on Vision Statements and Mission Statements.)

The strategic objectives of Farm Fresh are to:
• Gain market share locally of 25%.
• Achieve fresh supplies of "farm to customer" in 24 hours for 75% of products.
• Sustain a customer satisfaction rate of 98%.
• Expand product range to attract more customers.
• Have sufficient store space to accommodate the range of products that customers want.

In order to identify possible CSFs, we must examine the mission and objectives and see which areas of the business need attention so that they can be achieved. We can start by brainstorming what the Critical Success Factors might be (these are the "Candidate" CSFs.)
Using the Tool: Summary Steps
In reality, identifying your CSFs is a very iterative process. Your mission, strategic goals and CSFs are intrinsically linked and each will be refined as you develop them.

Here are the summary steps that, used iteratively, will help you identify the CSFs for your business or project:

Step One: Establish your business's or project's mission and strategic goals (click here for help doing this.)

Step Two: For each strategic goal, ask yourself "what area of business or project activity is essential to achieve this goal?" The answers to the question are your candidate CSFs.
Step Three: Evaluate the list of candidate CSFs to find the absolute essential elements for achieving success - these are your Criticial Success Factors.

As you identify and evaluate candidate CSFs, you may uncover some new strategic objectives or more detailed objectives. So you may need to define your mission, objectives and CSFs iteratively.

Step Four: Identify how you will monitor and measure each of the CSFs.

Step Five: Communicate your CSFs along with the other important elements of your business or project's strategy.

Step Six: Keep monitoring and reevaluating your CSFs to ensure you keep moving towards your aims. Indeed, whilst CSFs are sometimes less tangible than measurable goals, it is useful to identify as specifically as possible how you can measure or monitor each one.

Key Points
Critical Success Factors are the areas of your business or project that are absolutely essential to it success. By identifying and communicating these CSFs, you can help ensure your business or project is well-focused and avoid wasting effort and resources on less important areas. By making CSFs explicit, and communicating them with everyone involved, you can help keep the business and project on track towards common aims and goals.

Those are the steps on the given example. Now I found 8 steps in general, I don’t know if this is the real one.

#1 Decide – You decide, right now and here that you will reach the goals you set for 2008. This isn’t about an all you have to do is ask and you will receive, life model. This is about you demanding from your surroundings, behaviors, and self.

#2 Acknowledge the Root Cause – Look, notice and feel the negative blockages, self thoughts, talk, and outside influences. It is not important that you figure out how you got the negative thoughts that stop you from moving forward, it is more important you set up ways to avoid having the same behavior in the future.

#3 Place a Stake in the Ground – Pledge and commit to yourself, family, friends, customers, associates, vendors, suppliers and influential contacts that you will transition your behaviors and create improved results.
#4 Set SMART Goals – SMART (Specific, Measurable, Attainable, Realistic, Timely) goals.
Plan your work - work your plan. Lack of system produces that "I'm swamped" feeling. - Normal Vincent Peale

#5 Determine Your Biggest Return on Investment (ROI) – Look at all the CSF’s, you created a SMART goal for. Which one will give you the largest ROI? Start working the CSF that is going to bring you the largest ROI.
A ROI can be measured by financial, time, efficiency, consistency, effectiveness or perceived value, to mention a few.

#6 When do you want this goal to be completed? – You need to put an end date on your strategy or in another year, you will be right where you are today.
If you have a large goal that will be on going, break the strategy down to smaller steps, this allows you to get pieces completed and will keep you moving forward. Without a timeline there is no end, and using an end date, creates your reality.
Keep in mind there is always the opportunity to obtain additional resources to help you reach your goals. You can outsource customer service, administration and business operations management to a virtual professional. Virtual Professionals handle parts of your business you don’t have time to complete, don’t like to perform of may not have the skill set to perform. You don’t have to do it alone.

#7 Implement, Implement, Implement – You can plan all you want however, if you do not take action than you have just created yourself some interesting wallpaper.

#8 Measure Your Success – The success you reach is your definition of success. It could be money, increased clients; more referrals, increased time and balance for you and your family. Success is any number of things to you. Whatever that definition is, make sure to celebrate the success.

MIS ass # 3

2008-12-13T16:03:00.000+08:00

Discuss the purpose of IS planning and identify its major challenges?

Since all of us know what IS means already, maybe some of us still needs to be enlightened of
what is planning and its purpose. To start with, I will define planning and give its purpose.

Estimating and planning are critical to the success of any software development
project of any size or consequence. Plans guide our investment decisions: We
might initiate a specific project if we estimate it to take six months and 1 million
but would reject the same project if we thought it would take two years and
4 million. Plans help us know who needs to be available to work on a project
during a given period. Plans help us know if a project is on track to deliver the
functionality that users need and expect. Without plans we open our projects to
any number of problems.

Yet planning is difficult, and plans are often wrong. Teams often respond to
this by going to one of two extremes: They either do no planning at all, or they
put so much effort into their plans that they become convinced that the plans
must be right. The team that does no planning cannot answer the most basic
questions, such as “When will you be done?” and “Can we schedule the product
release for June?” The team that over plans deludes themselves into thinking that
any plan can be “right.” Their plan may be more thorough, but that does not
necessarily mean it will be more accurate or useful.
That estimating and planning are difficult is not news. We’ve known it for a
long time. In 1981, Barry Boehm drew the first version of what Steve McConnell

Why Do It?

If estimating and planning are difficult, and if it’s impossible to get an accurate
estimate until so late in a project, why do it at all? Clearly, there is the obvious
reason that the organizations in which we work often demand that we provide
estimates. Plans and schedules may be needed for a variety of legitimate reasons,
such as planning marketing campaigns, scheduling product release activities,
training internal users, and so on. These are important needs, and the difficulty
of estimating a project does not excuse us from providing a plan or schedule that
the organization can use for these purposes. However, beyond these perfunctory
needs, there is a much more fundamental reason to take on the hard work of estimating
and planning.

Estimating and planning are not just about determining an appropriate
deadline or schedule. Planning—especially an ongoing iterative approach to
planning—is a quest for value. Planning is an attempt to find an optimal solution
to the overall product development question: What should we build? To answer
this question, the team considers features, resources, and schedule. The
question cannot be answered all at once. It must be answered iteratively and incrementally.
At the start of a project we may decide that a product should contain
a specific set of features and be released on August 31. But in June we may
decide that a slightly later date with slightly more features will be better. Or we
may decide that slightly sooner with slightly fewer features will be better.

A good planning process supports this by
Ÿ Reducing risk
Ÿ Reducing uncertainty
Ÿ Supporting better decision making
Ÿ Establishing trust
Ÿ Conveying information

Reducing Risk

Planning increases the likelihood of project success by providing insights into
the project’s risks. Some projects are so risky that we may choose not to start
once we’ve learned about the risks. Other projects may contain features whose
risks can be contained by early attention.
The discussions that occur while estimating raise questions that expose potential
dark corners of a project. Suppose you are asked to estimate how long it
will take to integrate the new project with an existing mainframe legacy system
that you know nothing about. This will expose the integration features as a potential
risk. The project team can opt to eliminate the risk right then by spending
time learning about the legacy system. Or the risk can be noted and the
estimate for the work either made larger or expressed as a range to account for
the greater uncertainty and risk.

Reducing Uncertainty

Throughout a project, the team is generating new capabilities in the product.
They are also generating new knowledge—about the product, the technologies
in use, and themselves as a team. It is critical that this new knowledge be acknowledged
and factored into an iterative planning process that is designed to
help a team refine their vision of the product. The most critical risk facing most
projects is the risk of developing the wrong product. Yet this risk is entirely ignored
on most projects. An agile approach to planning can dramatically reduce
(and ideally eliminate) this risk.

The often-cited CHAOS studies (Standish 2001) define a successful project
as on time, on budget, and with all features as initially specified. This is a dangerous
definition because it fails to acknowledge that a feature that looked good
when the project was started may not be worth its development cost once the
team begins on the project. If I were to define a failed project, one of my criteria
would certainly be “a project on which no one came up with any better ideas
than what was on the initial list of requirements.” We want to encourage
projects on which investment, schedule, and feature decisions are periodically
reassessed. A project that delivers all features on the initial plan is not necessarily
a success. The product’s users and customer would probably not be satisfied if
wonderful new feature ideas had been rejected in favor of mediocre ones simply
because the mediocre features were in the initial plan.

Supporting Better Decision Making

Estimates and plans help us make decisions. How does an organization decide
whether a particular project is worth doing if it does not have estimates of the
value and the cost of the project? Beyond decisions about whether or not to start
a project, estimates help us make sure we are working on the most valuable
projects possible. Suppose an organization is considering two projects; one is estimated
to make ¤1 million, and the second is estimated to make ¤2 million.
First, the organization needs schedule and cost estimates to determine whether
these projects are worth pursuing. Will the projects take so long that they miss a
market window? Will the projects cost more than they’ll make? Second, the
organization needs estimates and a plan so that it can decide which to pursue.
The organization may be able to pursue one project, both projects, or neither if
the costs are too high.

Organizations need estimates in order to make decisions beyond whether or
not to start a project. Sometimes the staffing profile of a project can be more important
than its schedule. For example, a project may not be worth starting if it
will involve the time of the organization’s chief architect, who is already fully
committed on another project. However, if a plan can be developed that shows
how to complete the new project without the involvement of this architect, the
project may be worth starting.

Many of the decisions made while planning a project are tradeoff decisions.
For example, on every project we make tradeoff decisions between development
time and cost. Often the cheapest way to develop a system would be to hire one
good programmer and allow her ten or twenty years to write the system, allowing
her years of detouring to perhaps master the domain, become an expert in
database administration, and so on. Obviously, though, we can rarely wait twenty
years for a system, and so we engage teams. A team of thirty may spend a year
(thirty person-years) developing what a lone programmer could have done in
twenty. The development cost goes up, but the value of having the application
nineteen years earlier justifies the increased cost.
We are constantly making similar tradeoff decisions between functionality
and effort, cost, and time. Is a particular feature worth delaying the release?
Should we hire one more developer so that a particular feature can be included
in the upcoming release? Should we release in June or hold off until August and
have more features? Should we buy this development tool? To make these decisions
we need estimates of both the costs and benefits.

Establishing Trust

Frequent reliable delivery of promised features builds trust between the developers
of a product and the customers of that product. Reliable estimates enable reliable
delivery. A customer needs estimates to make important prioritization and
tradeoff decisions. Estimates also help a customer decide how much of a feature
to develop. Rather than investing twenty days and getting everything, perhaps
investing ten days of effort will yield 80% of the benefit. Customers are reluctant
to make these types of tradeoff decisions early in a project unless the developers’
estimates have proved trustworthy.
Reliable estimates benefit developers by allowing them to work at a sustainable
pace. This leads to higher-quality code and fewer bugs. These, in turn, lead
back to more reliable estimates because less time is spent on highly unpredictable
work such as bug fixing.

Conveying Information

A plan conveys expectations and describes one possibility of what may come to
pass over the course of a project. A plan does not guarantee an exact set of features
on an exact date at a specified cost. A plan does, however, communicate
and establish a set of baseline expectations. Far too often a plan is reduced to a
single date, and all of the assumptions and expectations that led to that date are
forgotten.
Suppose you ask me when a project will be done. I tell you seven months but
provide no explanation of how I arrived at that duration. You should be skeptical
of my estimate. Without additional information you have no way of determining
whether I’ve thought about the question sufficiently or whether my estimate is
realistic.
Suppose, instead, that I provide you a plan that estimates completion in
seven to nine months, shows what work will be completed in the first one or two
months, documents key assumptions, and establishes an approach for how we’ll
collaboratively measure progress. In this case you can look at my plan and draw
conclusions about the confidence you should have in it.

What Makes a Good Plan?

A good plan is one that stakeholders find sufficiently reliable that they can use it
as the basis for making decisions. Early in a project, this may mean that the plan
says that the product can be released in the third quarter, rather than the second,
and that it will contain approximately a described set of features. Later in
the project, to remain useful for decision making, this plan will need to be more
precise.
Suppose you are estimating and planning a new release of the company’s
flagship product. You determine that the new version will be ready for release in
six months. You create a plan that describes a set of features that are certain to
be in the new version and another set of features that may or may not be included,
depending on how well things progress.
Others in the company can use this plan to make decisions. They can prepare
marketing materials, schedule an advertising campaign, allocate resources
to assist with upgrading key customers, and so on. This plan is useful—as long
as it is somewhat predictive of what actually happens on the project. If development
takes twelve months instead of the planned six, this was not a good plan.
However, if the project takes seven months instead of six, the plan was probably
still useful. Yes, the plan was incorrect, and yes, it may have led to some
slightly mistimed decisions. But a seven-month delivery of an estimated sixmonth
project is generally not the end of the world and is certainly within the
PMI’s margin of error for a budgetary estimate. The plan, although inaccurate,
was even more likely useful if we consider that it should have been updated regularly
throughout the course of the project. In that case, the one-month late delivery
should not have been a last-minute surprise to anyone.

Major challenges

Management and employee co-operation, availability of resources, the ability to change
one’s mindset, are some of the common hindrances that need to worked out with sheer
conviction and determination.

Management and employee cooperation is of course a hindrance in IS planning. Since plans
cannot be implemented without the cooperation of employees and good management.

Availability of resources is also a major problem while planning. If your resources were
limited you have to make a plan that would suit the budget or the facilities available, thus
making IS planning more complicated.

Those were the major problems that could encounter while planning. I hope readers could
get my point why I defined planning thoroughly. Since little knowledge is dangerous, I prefer
to give broader one so you could widen your perspective about the topic.

MIS ass # 2

2008-12-13T16:02:00.000+08:00

1.What should be the nature of the relationship between the business plan and the IS plan?

Before knowing the nature of relation of business plan and the IS plan, let us first define them in order to have a broad knowledge about what they are. To start with, I discuss business plan. According to my sources will be stated below, a business plan contains title page, executive summary, description of the business, description of the product service, market analysis, competitive analysis, and operations management. So here’s the definition of business plan first before going to its components.

A business plan is a written document describing the nature of the business, the sales and marketing strategy, and the financial background, and containing a projected profit and loss statement
A business plan is also a road map that provides directions so a business can plan its future and helps it avoid bumps in the road. The time you spend making your business plan thorough and accurate, and keeping it up-to-date, is an investment that pays big dividends in the long term.
Your business plan should conform to generally accepted guidelines regarding form and content. Each section should include specific elements and address relevant questions that the people who read your plan will most likely ask. Generally, a business plan has the following components.

Title Page and Contents
A business plan should be presented in a binder with a cover listing the name of the business, the name(s) of the principal(s), address, phone number, e-mail and website addresses, and the date. You don't have to spend a lot of money on a fancy binder or cover. Your readers want a plan that looks professional, is easy to read and is well-put-together.
• Executive Summary
The executive summary, or statement of purpose, succinctly encapsulates your reason for writing the business plan. It tells the reader what you want and why, right up front. The
Description of the Business The business description usually begins with a short explanation of the industry. When describing the industry, discuss what's going on now as well as the outlook for the future. Do the necessary research so you can provide information on all the various markets within the industry, including references to new products or developments that could benefit or hinder your business. Base your observations on reliable data and be sure to footnote and cite your sources of information when necessary. Remember that bankers and investors want to know hard facts--they won't risk money on assumptions or conjecture.
Description of the Product or Service The business description can be a few paragraphs to a few pages in length, depending on the complexity of your plan. If your plan isn't too complicated, keep your business description short, describing the industry in one paragraph, the product in another, and the business and its success factors in two or three more paragraphs.
Market Analysis
A thorough market analysis will help you define your prospects as well as help you establish pricing, distribution, and promotional strategies that will allow your company to be successful vis-à-vis your competition, both in the short and long term.
• Cost-plus pricing is used mainly by manufacturers to assure that all costs, both fixed and variable, are covered and the desired profit percentage is attained.
•
• Demand pricing is used by companies that sell their products through a variety of sources at differing prices based on demand.
•
• Competitive pricing is used by companies that are entering a market where there's already an established price and it's difficult to differentiate one product from another.
•
• Markup pricing is used mainly by retailers and is calculated by adding your desired profit to the cost of the product.
Competitive Analysis
The purpose of the competitive analysis is to determine:
• the strengths and weaknesses of the competitors within your market.
• strategies that will provide you with a distinct advantage.
• barriers that can be developed to prevent competition from entering your market.
• any weaknesses that can be exploited in the product development cycle.
.
Operations and Management
The operations and management component of your plan is designed to describe how the business functions on a continuing basis. The operations plan highlights the logistics of the organization, such as the responsibilities of the management team, the tasks assigned to each division within the company, and capital and expense requirements related to the operations of the business.

Every year, $300-700 million dollar corporations spend about 5% of their gross income on information systems and their supports. That's from about $15,000,000 to $35,000,000! A significant part of those funds support enterprise databases, a philosophy of database system applications that enable corporations to research the past, control the present, and plan for the future.
Even though an information system costs from $1,000,000 to $10,000,000, and even through most chief information officers (CIOs) can specify exactly how much money is being spent for hardware, software, and staff, CIOs cannot however state with any degree of certainty why one system is being done this year versus next, why it is being done ahead of another, or finally, why it is being done at all.
Many enterprises do not have model-based information systems development environments that allow system designers to see the benefits of rearranging an information systems development schedule. Consequently, the questions that cannot be answered include:
• What effect will there be on the overall schedule if an information system is purchased versus developed?
• At what point does it pay to hire an abnormal quantity of contract staff to advance a schedule?
• What is the long term benefit from 4GL versus 3GL?
• Is it better to generate 3GL than to generate/use a 4GL?

If these questions were transformed and applied to any other component of a business (e.g., accounting, manufacturing, distribution and marketing), and remained unanswered, that unit's manager would surely be fired!
We not only need answers to these questions NOW!, we also need them quickly, cost effectively, and in a form that they can be modeled and changed in response to unfolding realities. This paper provides a brief review of a successful 10-step strategy that answers these questions.
Too many half-billion dollar organizations have only a vague notion of the names and interactions of the existing and under development information systems. Whenever they need to know, a meeting is held among the critical few, an inventory is taken, interactions confirmed, and accomplishment schedules are updated.
This ad hoc information systems plan was possible only because all design and development was centralized, the only computer was a main-frame, and the past was acceptable prologue because budgets were ever increasing, schedules always slipping, and information was not yet part of the corporation's critical edge.
Well, today is different, really different! Budgets are decreasing, and slipped schedules are being cited as preventing business alternatives. Confounding the computing environment are different operating systems, DBMSs, development tools, telecommunications (LAN, WAN, Intra-, Inter-, and Extra-net), and distributed hard- and software.
The above statement explains the relationship between business plan and the IS plan. It stated clearly the nature of their relationship.

2. What are the two most frequently experienced causes of frustration in IS professionals and users while working on an IS plan?(at least 1000 words)

Computers have many beneficial impacts, but unfortunately, frustration is a universal experience for computer users. The annoyances of losing work when a crash occurs, struggling to understand an error message or spending too much time to clear spam and viruses have become symbolic of the struggles associated with modern technologies. Computers can be the cause of many problems, and usually at the worst time possible.

Some problems stem from the users’ lack of knowledge, poor training, or unwillingness to read instructions or take tutorials. Often frustration results from flaws in the computer hardware, software, networking, troubling interactions among components supplied by diverse manufacturers, or the result of malicious actions by other users.
A number of preliminary research steps are necessary to guide developers who are working on the goal of making computer usage less frustrating for users. A first step is to gain a better understanding of what frustrates users of computers. Then taxonomies of frustrating experiences can be developed and means to measure their severity and frequency can be identified. These three steps should lead to solutions with enough supporting evidence so that requests for improvements will be well received by all parties involved.

Computers can be valuable tools, and networked resources via the Internet can be beneficial to many different populations and communities. Unfortunately, when people are unable to reach their task goals due to frustrating experiences, this can hinder the effectiveness of technology. This research summary provides information about the user frustration research that has been performed at the University of Maryland and Towson University. Causes of user frustration are discussed in this research summary, along with the surprising finding that nearly one-third to one-half of the time spent in front of the computer is wasted due to frustrating experiences. Furthermore, when interfaces are planned to be deceptive and confusing, this can lead to increased frustration. Implications for designers and users are discussed.

User frustration with information and computing technology is a pervasive and persistent problem. When computers crash, network congestion causes delays, and poor user interfaces trigger confusion there are dramatic consequences for individuals, organizations, and society. These frustrations, not only cause personal dissatisfaction and loss of self-efficacy, but may disrupt workplaces, slow learning, and reduce participation in local and national communities. Our exploratory study of 107 student computer users and 50 workplace computer users shows high levels of frustration and loss of 1/3–1/2 of time spent. This paper reports on the incident and individual factors that cause of frustration, and how they raise frustration severity. It examines the frustration impacts on the daily interactions of the users. The time lost and time to fix problem, and importance of task, strongly correlate with frustration levels for both student and workplace users. Differences between students and workplace users are discussed in the paper, as are implications for researchers.

MIS assgn #1

2008-11-29T02:24:00.001+08:00

"I hope the world doesn't end now, but if it'll be so I don't care because mankind was created to end, in fact since the day we were born we begin to die."

This statement strikes me when I was browsing the internet while answering my assignment. In the past, technology was used to help mankind survive.
Then man deeply changed nature and now the survival of the whole ecosystem depends upon human action. Man had to progress to survive; now he must advance to save himself and the whole biosphere.

Mankind is often afraid of what he has created but now he can't stop the technological progress, not even if he wants to.

So what’s with the thing called ‘technology” had to do with our current and future lives? I know you had an idea but let me give you an example of definition of technology.

Technology is a broad concept that deals with a species' usage and knowledge of tools and crafts, and how it affects a species' ability to control and adapt to its environment. However, a strict definition is elusive; "technology" can refer to material objects of use to humanity, such as machines, hardware or utensils, but can also encompass broader themes, including systems, methods of organization, and techniques. The term can either be applied generally or to specific areas: examples include "construction technology", "medical technology", or "state-of-the-art technology".

The human race's use of technology began with the conversion of natural resources into simple tools. The prehistorical discovery of the ability to control fire increased the available sources of food and the invention of the wheel helped humans in travelling in and controlling their environment. Recent technological developments, including the printing press, the telephone, and the Internet, have lessened physical barriers to communication and allowed humans to interact on a global scale. However, not all technology has been used for peaceful purposes; the development of weapons of ever-increasing destructive power has progressed throughout history, from clubs to nuclear weapons.

Technology has affected society and its surroundings in a number of ways. In many societies, technology has helped develop more advanced economies (including today's global economy) and has allowed the rise of a leisure class. Many technological processes produce unwanted by-products, known as pollution, and deplete natural resources, to the detriment of the Earth and its environment. Various implementations of technology influence the values of a society and new technology often raises new ethical questions. Examples include the rise of the notion of efficiency in terms of human productivity, a term originally applied only to machines, and the challenge of traditional norms.

Philosophical debates have arisen over the present and future use of technology in society, with disagreements over whether technology improves the human condition or worsens it. Neo-Luddism, anarcho-primitivism, and similar movements criticize the pervasiveness of technology in the modern world, claiming that it harms the environment and alienates people; proponents of ideologies such as transhumanism and techno-progressivism view continued technological progress as beneficial to society and the human condition. Indeed, until recently, it was believed that the development of technology was restricted only to human beings, but recent scientific studies indicate that other primates and certain dolphin communities have developed simple tools and learned to pass their knowledge to other generations.

Now I hope you got a better idea why I posted the first quote out of nowhere. It’s because we, information technology students were thought to develop new and advance technology for the welfare of humankind in general. But have we ever considered what were the consequences brought by the things we have created and the things we plan to create in the future? The quote says “Mankind is often afraid of what he has created but now he can't stop the technological progress, not even if he wants to.” Are we ready to face the side effects of technology? In fact we were the ones who developed it. Maybe we saw the bright side and never consider the dark side. After reading some articles about how technology ruins our nature, I was not able to think if I could expound the phrase “think of your self worthy to be called as IT professional”. But I got a better solution to that.

Well, I wouldn’t prefer being just an IT professional. I would prefer being a responsible IT professional. What’s the difference? Simple. First we define responsible. According to Mr. Webster, being responsible is being answerable or accountable, as for something within one's power, control, or management. Or simply having a capacity for moral decisions and therefore accountable; capable of rational thought or action.

Being in my course today is like a curse. It’s not that I don’t want it, but I really do feel it. I know my classmates felt the same. Anyways, imagining yourself ten years from now is a bit difficult. Since everything around us is constantly changing, maybe my plans today would vary to my plans tomorrow.

After I heard Mr. Randy Gamboa’s sermon, confusion arouse on my mind. It’s not that I don’t have any plans. It’s the opposite. Honestly I have many plans. I just don’t have the courage to choose or to answer the question. I admitted when I enrolled at university of southeastern Philippines under institute of computing, I was undecided whether what course to take. I don’t even know what was the real work of information technologist. I just know that “IT” stands for information technology. I never knew it was this tough. I never knew the path was so steep. I never knew that the words “sleep well” and “eat well” were not possible.

Being a worthy IT professional, as what I have said lately, you have to be responsible too. You have to foresee possible hindrances that may occur during plan execution. Here’s my strategic plan to attain my goals in life. Not only being responsible and worthy IT professionals but also my other goals like having a big and happy family as we all wish like that of a fairytales. Maybe my ultimate goal was to find NIRVANA (true happiness) and it would be possible if I attain my specific goals. Since I would have to lay plan or plans in the next ten years of my life, it wouldn’t be appropriate if I make a strategic plan for the whole ten years since strategic plan is defined as the planning of all the activities of a business to ensure competitive advantage and profitability in a short period of time. So maybe I’ll break my plan into pieces. So I’ll start the planning in my first year.

But first of all, let us define strategy. A strategy is a long term plan of action designed to achieve a particular goal, most often "winning". Strategy is differentiated from tactics or immediate actions with resources at hand by its nature of being extensively premeditated, and often practically rehearsed. Strategies are used to make the problem or problems easier to solve, and also for you to understand it more.

The word derives from the Greek word stratēgos, which derives from two words: stratos (army) and ago (ancient Greek for leading). Stratēgos referred to a 'military commander' during the age of Athenian Democracy.

Strategy is adaptable by nature rather than rigid set of instructions. Strategy is the subcomponent to tactics. The simplest explanation of this is the analogy of a sports scenario. If a football team were to organize a plan in which the ball is passed in a particular sequence between specifically positioned players, their success is dependent on each of those players both being present at the exact location, and remembering exactly when, from whom and to whom the ball is to be passed; moreover that no interruption to the sequence occurs. By comparison, if the team were to simplify this plan to a strategy where the ball is passed in the pattern alone, between any of the team, and at any area on the field, then their vulnerability to variables is greatly reduced, and the opportunity to operate in that manner occurs far more often. This manner is a strategy.

Of course, since I’m not a regular student now, I would prefer not to fail again in order to graduate earlier. That’s my general plan. So let’s sort it out to be specific. I would prefer to use my spare time to answer assignments like this. Though I admit I’m late again. And the rest will be allocated to study some quizzes and to make some projects. I also plan to do projects earlier in order not to cram in the future semesters just like what happened to my MIS I and HRM subjects. I would never do that again. Since I have only four subjects this semester, there’s no reason I would fail in any of those if I were responsible enough. Anyways, forget the past. I failed. That’s it. I look to failures as stepping stones to success. So, I would not mind if it would took me many stepping stones. The important thing is to reach my goals. I do not count how many times I fall, or how many times I was misguided. So the first step was to finish my studies as early as possible. And anyways, it wouldn’t be worthy if I just finished my studies unprepared. So before graduation I would take necessary steps in order for me to be fully-developed. One way is to attend seminars like what the teachers encourage us to do. I would also make use of the available resources like books, friends, internet and others not mentioned.

Assuming I fulfilled my previous goals, I would proceed to level two. This includes getting a better job. Since this is my first job, it is important to perform well so my colleagues and my bosses would appreciate my effort and put their trust to me. Since information technology is my course I would prefer working on companies that would enhance my skills and broaden my knowledge about some things not learned in school. The experience that would make me more flexible would help me in the future. Getting started is the hardest thing to do, so I plan to be more careful about the decisions I will be making that would affect me in the near future. Since it will be my first time in work, I would be open to criticism and accept it wholeheartedly. I would even make move to improve myself using their advices, suggestions, comments, compliments or whatever they call it. I would be open to new ideas which were not introduced to me before. I would also practice good camaraderie since work alone sucks and we all need to mingle with others. Maybe I would start saving for my tuition if I’ll enroll to get my master’s degree. Since I cannot serve two masters at the same time I would prefer spending my first two years on the field and another two years on my master’s degree. After that, I would prepare myself for the next step.

So here’s the third step. I’m planning to go abroad. Sad to say, but I know majority of us do. We all want to go out. I mean if we can get fair salary here why not stay here. But we all know we couldn’t raise a family if we just work here. Maybe for some people who’s already stable in life or for those few lucky ones who succeeded in business. But for a middle class like me, I would prefer getting a stable job outside for I know working here is like hell. I’m sorry for the word but I do already have an idea of what my life would have be if I stay here. Some say you can work through internet, but I prefer to work there. I really do love to stay there. The adventure of learning new culture and the risks of having your life in a place where you’re a stranger both get into my nerves. I can’t even imagine going to places like I’ve seen in Hollywood. After I settle in abroad, preferably Australia, though their currency is not that big, I would try to sort things out and make the most of it. Maybe I would save all my salary to buy new house and lot, and a brand new car as everybody dreamed. How wonderful it is to live there peacefully without having to worry what to eat next meal. Of course, if I get all my goals fulfilled, I would start to relocate my family too so they would experience what they haven’t experienced for the rest of their lives. After that, I’ll plan my next step.

So after being settled, maybe I would return the favor by having a charity. We all know that “it’s better to give than to receive”. So I’m returning back a little favor. Since blessings pour to my life maybe I would share it to people who never had a blessing like this before. It’s a great feeling if you help even though in a small way. At least it’s the thought that counts. Maybe I would also look back to people who helped me attain my goals. If not to them, I wouldn’t be here at my place right now, assuming I attained all my previous goals. If God permits and I’ll become a billionaire, maybe I would invest in a business that would make use of my knowledge as IT professional. Maybe a technology development center that will fund inventors that government cannot support. Of course I’ll do it in my own course I’ll do it in my own country first. And if it is a success slowly spread it to the world. My company would be responsible to the activities performed and would make sure it would do less harm to the environment. Since I, the founder of that company originated from a school which value nature and know its responsibilities, I too posses that core value which is guiding me everyday in attaining my goals, big or small. The fourth step was all about returning the blessings, helping others and the like. The fifth goal which is the last was my dream since I was young.

So here’s my last step. In my younger years, I always wanted to travel across the world. Be with respected people and visit famous places. Do everything extraordinary. Like skiing, bungee jumping, surfing, reaching the highest peak of Mount Everest, touching the deepest secret of Mariana’s trench and exploring wildest adventures of the thickest forest ever exists. I mean, my fifth goal was all about doing everything I never done before, of course excluding bad things. And of course I’m expecting some changes of my plans since I’m a little bit immature while typing this article. Maybe some of my goals will mature too. And eventually some will be eliminated. So there’s a room for changes in my plan. This provides flexibility if the main plan was not implemented, there were sub-plans or plan B.

My strategies for attaining my goals were very simple. They were so accurate and detailed. Maybe as years pass some details will be added. Along the way, we encounter problems or what we call hindrances in attaining or goals. Here are some list of hindrances that I though I might encounter. Some hindrances not predicted were not listed.

Hindrances are as follows:
Mortgage and Loans
Credit card Debts
Poor saving habits
Low income
huge budget

Some definitions assuming you don’t understand:

Mortgage - an agreement by which somebody borrows money from a money-lending organization such as a bank or savings-and-loan association and gives that organization the right to take possession of property given as security if the loan is not repaid.

Loan - If you are letting somebody else temporarily use physical property or money of yours, it is quite acceptable, especially in less formal contexts, to use the verb loan, as in I loaned him some lunch money. In more formal settings lend is by far the safer choice: According to the terms of this agreement, we will lend you the stipulated amount of cash. The verb loan can be used only with reference to the temporary lending of physical property or assets. If the context is not literal or physical, lend is the only choice: The evidence lends [not loans] credence to the witness's previous testimony.The subtle use of strings lends [not loans] fluidity to the composition.

Of course, if there were hindrances, there will be actions that should be taken right?
First was made a huge effort to set aside money for steady savings comprising of 10% of salary. I’m now aware of the monthly proper means of budgeting. I can now better manage my budget., if there is extra unused money. I would directly set it aside to add to debt payment. Made the savings funds untouchable. Paying more than the minimum on my credit card debts. For projects I get, I allot 20% of it into savings, the rest I set them aside for bigger payments on my debts. I took in more projects and collaborated with marketers for more projects.

Action that needs to be taken:
1. Make it consistent
2. Get more projects that you can still manage effectively
3. Find or develop a project that can produce a residual income

So far so good, it is a slow process. I feel good I can achieve eliminating the the hindrances. Knowing the hindrances and making the adjustments to yourself is already an achievement. After eliminating the hindrances, I’m putting on my project plan to start on action on increasing the savings and look for opportunities for investing. The more detailed the better.

So I hoped after reading my plans, and posting this on forums, it would not end there. I would be glad to see those plans come true. It would be nice to achieve something you planned of attaining. Now I can tell my teacher I did not plan to fail.

risk management

2008-11-20T22:21:00.002+08:00

An Overview of Project Risk Management

In order to manage risks we have to understand what a risk is. In my view the best definition is that given by Larry Krantz, Chief Executive of Euro Log Ltd here in the UK. Larry says that 'A risk is a combination of constraint and uncertainty'. We all face constraints in our projects, and also uncertainty. So we can minimise the risk in the project either by eliminating constraints (a nice conceit) or by finding and reducing uncertainty.

The illustration plots uncertainty against constraint. The curved line indicates the 'acceptable level of risk', whatever that may be in the individual case. The risk may be reduced to an acceptable level by reducing either or both of uncertainty and constraint. In practice, few people have the opportunity to reduce constraint, so most focus on the reduction of uncertainty. It is also worth noting from the diagram that total elimination of risk is rarely achieved. So we have to consider how to manage that remaining risk most effectively.

Effective Risk Management

There are two stages in the process of Project Risk Management, Risk Assessment and Risk Control. Risk Assessment can take place at any time during the project, though the sooner the better. However, Risk Control cannot be effective without a previous Risk Assessment. Similarly, most people tend to think that having performed a Risk Assessment, they have done all that is needed. Far too many projects spend a great deal of effort on Risk Assessment and then ignore Risk control completely.

Risk Assessment has three elements:

Identify Uncertainties: Explore the entire project plans and look for areas of uncertainty.
Analyse Risks: Specify how those areas of uncertainty can impact the performance of the project, either in duration, cost or meeting the users' requirements.
Prioritise Risks: Establish which of those Risks should be eliminated completely, because of potential extreme impact, which should have regular management attention, and which are sufficiently minor to avoid detailed management attention.

In the same way, Risk Control has three elements, as follows:

Mitigate Risks.: Take whatever actions are possible in advance to reduce the effect of Risk. It is better to spend money on mitigation than to include contingency in the plan.
Plan for Emergencies.: For all those Risks which are deemed to be significant, have an emergency plan in place before it happens.
Measure and Control.: Track the effects of the risks identified and manage them to a successful conclusion.

http://www.netcomuk.co.uk/~rtusler/project/riskprin.html

this is our report in MIS 2...

2008-11-20T07:17:00.002+08:00

Unit VII. Justifying IT Investments
•The Cost-Benefit Perspective
•Management Accounting Perspective
•Financial Analysis Perspective
•Information Economics Perspective
(Kate Mariel Dizon, Ymreb Momville, John David de Peralta)

November 24, 2008 (Monday, 08:00-11:00)
Unit I. Evolution of Information Systems Planning
Unit II. Problems of Information Systems Planning

December 01, 2008 (Monday, 08:00-11:00)
Unit III. Basic Four-Stage Model of Information Systems Planning
Unit IV. Strategic Information Systems Planning

December 08, 2008 (Monday, 08:00-11:00)
Unit V. Organizational Information Requirements Analysis
Unit VI. Return of Investments

December 15, 2008 (Monday, 08:00-11:00)
VI. Justifying IT Investments
VIII. Project Planning

December 22, 2008 (Monday, 08:00-11:00)
IX. Guidelines for IS Planning

January 2009 - March 2009 (Monday, 08:00-11:00) - IC-Strategic Plan

http://rsg0927.forumsmotion.com/management-information-systems-2-f11/schedule-of-actvities-t235.htm

HRM assgn 9

2008-10-04T17:35:00.001+08:00

Here are some definitions of human resource management (personnel management) an their corresponding scopes or limits.

Administrative discipline of hiring and developing employees so that they become more valuable to the organization. It includes (1) conducting job analyses, (2) planning personnel needs, and recruitment, (3) selecting the right people for the job, (4) orienting and training, (5) determining and managing wages and salaries, (6) providing benefits and incentives, (7) appraising performance, ( resolving disputes, (9) communicating with all employees at all levels.

http://www.businessdictionary.com/definition/personnel-management.html

This definition has many components including resolving disputes which are not included in some other definitions.
But it does not include law matters and employment condition like the others.

________________________________________________________________________________________________________________________

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers.

Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, wellness, benefits, employee motivation, communication, administration, and training.

http://humanresources.about.com/od/glossaryh/f/hr_management.htm

This definition lacks other components like health and safety of the personnel. It does not include some matters concerned with the law, and some components like employment condition and many more.

________________________________________________________________________________________________________________________

Human resources is a term with which many organizations describe the combination of traditionally administrative personnel functions with performance, Employee Relations and resource planning. The field draws upon concepts developed in Industrial/Organizational Psychology. Human resources has at least two related interpretations depending on context. The original usage derives from political economy and economics, where it was traditionally called labor, one of four factors of production. The more common usage within corporations and businesses refers to the individuals within the firm, and to the portion of the firm's organization that deals with hiring, firing, training, and other personnel issues.

The objective of Human Resources is to maximize the return on investment from the organization's human capital and minimize financial risk. It is the responsibility of human resource managers to conduct these activities in an effective, legal, fair, and consistent manner.

http://en.wikipedia.org/wiki/Human_resources

The definition is more or less complete compared with the others which limit their scopes in certain aspects. The definition
is also more concern with the law and its implementation in the human resource management.

________________________________________________________________________________________________________________________

The part of management that is concerned with people and their relationships at work. Personnel management is the responsibility of all those who manage people, as well as a description of the work of specialists. Personnel managers advise on, formulate, and implement personnel policies such as recruitment, conditions of employment, performance appraisal, training, industrial relations, and health and safety. There are various models of personnel management, of which human resource management is the most recent.

http://dictionary.bnet.com/definition/personnel+management.html

This definition also does not include the implementation of law in human resource management. It only concerns matters within organization that focuses on conditions of employment, performance appraisal, training, industrial relations, and health and safety.

________________________________________________________________________________________________________________________

Business Definition for: Human Resource Management

A model of personnel management that focuses on the individual rather than taking a collective approach. Responsibility for human resource management is often devolved to line management. It is characterized by an emphasis on strategic integration, employee commitment, workforce flexibility, and quality of goods and services.

http://dictionary.bnet.com/definition/human+resource+management.html

The definition is only limited to individual rather than taking a collective approach. Since in human resource management, people were managed collectively and not individually. The definition also lacks in stating the components of human resource management like training, compensation and benefits, recruitment, appraising and many more.

HRM assgn 8

2008-09-28T19:58:00.001+08:00

Yesterday, i interviewed one of our neighbors. Mrs Rita Masiwel was working in PNB. I asked her some question regarding their Human Resource Management. But she was not able to answer some of my questions. Stated here was her explanation on what is the role of human resource management in their company and how does it affect them.

First she defines what is HR.

Human resources is an increasingly prominent field that is taking shape throughout industries and workplaces world wide. Recognizing the fact that people are a company's greatest asset, business leaders across the globe are coming to rely more and more upon an effective management policy that applies specifically to the area of human resources.

answers:

Human resource management has an important role to play in equipping institutions to meet the challenges of an expanding and increasingly competitive sector. Increases in staff numbers, contractual diversification and changes in the demographic profile of academic staff are reconfiguring the role and significance of human resource management. HR functions are responsive to current staffing needs, but can be proactive in reshaping institutional demographics and staff trends.

The existence of a human resources department is vital to overall productivity and efficiency of the strong workforce in any thriving company. In most professional organizations, the role of the human resources department is not sidelined or eclipsed by other departments. In fact, good human resources can be one of the most valued and respected departments in an organization; their job is people, and people are the company's most important asset.

Like what we have discussed in our sharing, humans are the most vital component of a company so, th industry should know what to do in order to manage the resources well

MIS assgn 10...

2008-09-28T19:54:00.001+08:00

When i was browsing the internet, i encountered many information environment. But digital libraries caught my attention. So i decided to choose this information environment.

History of digital libraries

The idea of easy, finger-tip access to information-what we conceptualize as digital libraries today-began with Vannenar Bush's Memex machine (Bush, 1945) and has continued to evolve with each advance in information technology. With the arrival of computers, the concept centered on large bibliographic databases, the now familiar online retrieval and public access systems that are part of any contemporary library. When computers were connected into large networks
forming the Internet, the concept evolved again, and research turned to creating libraries of digital information that could be accessed by anyone from anywhere in the world. Phrases like "virtual library," "electronic library," "library without walls" and, most recently, "digital library," all have been used interchangeably to describe this broad concept.

What is a digital library?

There is much confusion surrounding this phrase, stemming from three factors. First, the library community has used several different phrases over the years to denote this concept-electronic library, virtual library, library without walls-and it
never was quite clear what each of these different phrases meant. "Digital library" is simply the most current and most widely accepted term and is now used almost exclusively at conferences, online, and in the literature.

One thing digital libraries will not be is a single, completely digital system that provides instant access to all information, for all sectors of society, from anywhere in the world. This is simply unrealistic. This concept comes from the early days
when people were unaware of the complexities of building digital libraries. Instead, they will most likely be a collection of disparate resources and disparate systems, catering to specific communities and user groups, created for specific purposes. They also will include, perhaps indefinitely, paper-based collections. Further, interoperability across digital libraries-of technical architectures, metadata, and document formats-will also only likely be possible within relatively bounded systems developed for those specific purposes and communities.

For librarians, this definition of a digital library, and these characteristics, are the most logical because it expands and extends the traditional library, preserves the valuable work that they do, while integrating new technologies, new processes, and new media.

To start with, let us first know some related information that will help me identify my role in the environment.

There is now a critical mass of digital information resources that can be used to support researchers, learners, teachers and administrators in their work and study. The production of information is on the increase and ways to deal with this
effectively are required. There is the need to ensure that quality information isn’t lost amongst the masses of digital data created everyday. If we can continue to improve the management, interrogation and serving of ‘quality’ information there is huge potential to enhance knowledge creation across learning and research
communities.

Nowadays, it is so important to maximize your time since you have many work to do and you have limited time per day. It is also important to be at ease while doing your tasks. Since technology is growing fast, digital library was created to
help those people who have busy schedules like us, students or teachers and other employees.

The aim of the Information Environment is to help provide convenient access to resources for research and learning through the use of resource discovery and resource management tools and the development of better services and practice. The Information Environment aims to allow discovery, access and use of resources for research and learning irrespective of their location.

My role in this kind of environment is to dessiminate reliable and sufficient information since many rely on digital libraries for their research. And if the information given was wrong, insufficient or hoax, that would give our subcribers
another problem. Since our goal is to provide fast and easy access to information, we should not give the people another problem.

The digital library community seems to face a dilemma at this point. Through its pursuit of design goals of flexibility, extensibility, modularity and abstraction, and its promulgation of those goals as common practice through its implementation of XML metadata standards, it has managed to substantially impede progress towards another commonly held goal, interoperability of digital library content across a range of systems.

Challenges

Creating “effective” digital libraries poses serious challenges for existing and future technologies. The integration of digital media into traditional collections will not be straightforward, like previous new media (e.g., video audio tapes), because of the unique nature of digital information it is less fixed, easily copied, and remotely accessible by multiple users simultaneously. Traditional library processes such as collection development and reference, though forming a potential basis for "digital library" work, will have to be revised and enhanced to accommodate these differences. Taking what we know about libraries as a starting point, we can begin to examine in more detail what the specific challenges might be.

Metadata

Metadata is another issue central to the development of digital libraries. Metadata is the data the describes the content and attributes of any particular item in a digital library. It is a concept familiar to librarians because it is one of the primary
things that librarians do--they create cataloguing records that describe documents. Metadata is important in digital libraries because it is the key to resource discovery and use of any document. Anyone who has used Alta Vista, Excite, or any of the other search engines on the Internet knows that simple full-text searches don't scale in a large network. One can get thousands of hits, but most of them will be irrelevant. While there are formal library standards for metadata, namely AACR, such records are very time-consuming to create and require specially trained personnel. Human cataloguing, though superior, is just too labour extensive for the already large and rapidly expanding information environment. Thus, simpler schemes for metadata are being proposed as solutions.

While they are still in their infancy, a number of schemes have emerged, the most prominent of which is the Dublin Core, an effort to try and determine the "core" elements needed to describe materials. The first workshop took place at OCLC
headquarters in Dublin, Ohio, hence the name "Dublin Core." The Dublin Core workshops defined a set of fifteen metadata elements--much simpler than those used in traditional library cataloguing. They were designed to be simple enough to
be used authors, but at the same time, descriptive enough to be useful in resource discovery.

The lack of common metadata standards-ideally, defined for use in some specified context-is yet another a barrier to information access and use in a digital library, or in a coordinated digital library scheme.

Naming, identifiers, and persistence

The fifth issue is related to metadata. It is the problem of naming in a digital library. Names are strings that uniquely identify digital objects and are part of any document's metadata. Names are as important in a digital library as an ISBN
number is in a traditional library.

Any system of naming that is developed must be permanent, lasting indefinitely. This means, among other things, that the name can't be bound up with a specific location. The unique name and its location must be separate. This is very much
unlike URLs, the current method for identifying objects on the Internet. URL's confound in one string several items that should be separate. They include the method by which a document is accessed (e.g., HTTP), a machine name and
document path (its location), and a document file name which may or may not be unique (e.g., how many index.html files do you have on your Web site?). URLs are very bad names because whenever a file is moved, the document is often lost
entirely.

Copyright / rights management

Copyright has been called the "single most vexing barrier to digital library development" (Chepesuik, 1997:49). The current paper-based concept of copyright breaks down in the digital environment because the control of copies is
lost. Digital objects are less fixed, easily copied, and remotely accessible by multiple users simultaneously. The problem for libraries is that, unlike private businesses or publishers that own their information, libraries are, for the most part,
simply caretakers of information--they don't own the copyright of the material they hold. It is unlikely that libraries will ever be able to freely digitize and provide access to the copyrighted materials in their collections. Instead, they will have to develop mechanisms for managing copyright, mechanisms that allow them to provide information without violating copyright, called rights management.

Preservation

Another important issue is preservation--keeping digital information available in perpetuity. In the preservation of digital materials, the real issue is technical obsolescence. Technical obsolescence in the digital age is like the deterioration of
paper in the paper age. Libraries in the pre-digital era had to worry about climate control and the de-acidification of books, but the preservation of digital information will mean constantly coming up with new technical solutions.

The purpose of preservation is to ensure protection of information of enduring value for access by present and future generations (Conway, 1990: 206). Libraries and archives have served as the central institutional focus for preservation, and both types of institutions include preservation as one of their core functions. In recent decades, many major libraries and archives have established formal preservation programs for traditional materials which include regular allocation of resources for preservation, preventive measures to arrest deterioration of materials, remedial measures to restore the usability of selected materials, and the incorporation of preservation needs and requirements into overall program planning.

Preservationists within the library and archival community have been instrumental in developing an array of tools and methodologies to reduce the decay of traditional materials and to restore books and documents that have deteriorated to such an extent that their longevity and usability are threatened. Provisions for fire protection and adequate environmental controls frequently are incorporated into new library and archival facilities. Rehousing of acid-based paper materials is a common task in many repositories and microfilming is used extensively and cost effectively to preserve endangered materials. Undertakings such as the brittle books initiative, the American Newspapers Project, and the NEH-funded microfilming program have saved millions of unique and imperiled items (Preserving the Intellectual Heritage). Many libraries and archives have curbed their voracious appetites for acquisition and collecting in an effort to balance the breadth and depth of their holdings against long-term stewardship responsibilities. The change over from acid to alkaline paper in publishing and much desktop printing counts as a significant victory for preservation.

Libraries around the world have been working on this daunting set of challenges for several years now. They have created many digital library initiatives and projects, and have formed various national schemes for jointly exploring key issues. With several years accumulated experience, the initial enthusiasm surrounding the development of the digital library has been replaced by sober second thought. Librarians have discovered that, with a few exceptions, making a business case for digitization and investments in digital technology is more difficult than first envisioned, especially given the technical and legal constraints that must first be overcome. As with most other technical developments in libraries over the years,
we will have to move forward in small, manageable, evolutionary steps, rather than in an rapid revolutionary manner.

As information professionals, we live in very interesting times. Effective search and discovery over open and hidden digital resources on the Internet remains a problematic and challenging task. The difficulties are exacerbated by today's
greatly distributed scholarly information landscape. This distributed information environment is populated by silos of: full-text repositories maintained by commercial and professional society publishers; preprint servers and Open Archive
Initiative (OAI) provider sites; specialized Abstracting and Indexing (A & I) services; publisher and vendor vertical portals; local, regional, and national online catalogs; Web search and metasearch engines; local e-resource registries and
digital content databases; campus institutional repository systems; and learning
management systems.

All the information i have gathered were based on my research. If i am part of the digital library institute i would like to address those problem and give better solutions to it. Since I too, rely on digital libraries on my research.

MIS..assign 10... deadlyn on 26..OMG!

2008-09-25T09:53:00.001+08:00

Identify an information environment of your choice and write an essay to address the following questions:

• What should be your role within this environment?
• How can the principles of information organization and representation help you in performing this role?
• What are the challenges facing you in performing the role? How will you address these challenges?

gud luck guys... 2000 words... heheheheh

MIS paper _ impact of IS to the company

2008-09-21T23:48:00.000+08:00

Impact of Information Systems to the Company

In general, before the industrial revolution nearly everyone worked in agriculture. Communication was by word of mouth or paper. When the industrial revolution came, life became more complicated. People started to work in factories and the factories needed offices to deal with administration. The amount of paperwork needed to trade started to increase. As time went on, technology was used to develop machines such as the typewriter, telephone and telex machines and eventually, the computer. We are now in an 'information age' and our society is very dependent on information storage and communication. Many are now using some form of information technology to help them.

The merger of three technologies: the silicon chip, fiber optics and satellite communications has led to the concept of the information superhighway. This is a global network of computers capable of moving huge amounts of information via satellite and cable. The digital revolution is likely to change all our lives considerably. By pressing a key at any time of the day you will be able to get information in a suitable form on demand anywhere in the world. The information is not restricted to business: community information and learning data will be provided. At the moment your television set is restricted to a few channels (more if you are lucky enough to have satellite or cable). In the near future your television will be the gateway to fiber optic network. This will bring hundreds of channels, video on demand, home shopping, home banking and access to millions of data banks. Trips to the library to find out information for a GCSE project will be a thing of the past. You will be able to get to the information you want quickly and in the comfort of your own home.

In our adopted company, (the Madayaw) since it makes use of technology in their business, the impact of information system is very evident. For example their online buy and sell section and music and movies section. Information system plays a vital role in making the company prosper since its main goal is to provide its client with fast, easy and reliable service.

the company background of Madayaw

2008-09-21T21:09:00.003+08:00

Last september 16, another interview was conducted in order for us to know the history of our adopted company, the Madayaw!

History

Madayaw.com started as a personal project. Started in May 2005, Madayaw launch the Buy & Sell section of the website, a month after followed by Madayaw! Music and Madayaw! Movies
Section.

Soon after a month, another section was setup, this was the MAdayyaw! Listing where it users can list their business contact information. But Madayaw! went into some server struggles like the lack of enough space to host the hundreds of music. So the Madayaw! Music was deleted from the server.

Because of lack of enough updated information under the Madayaw!
Movies and nobody was also updating the scheduled movies, Madayaw!
Movies was also removed from the server. This left only the MAdayaw!
Classifieds section which is the Buy & Sell. Presently, Madayaw!.com
is in development stage and undergoing major programming revamp to
update both the front-end and the back-end section.

MIS assign 9... Insource? or outsource?

2008-09-21T21:08:00.000+08:00

Since outsourcing and insourcing were already defined by my classmates I will not include their definition anymore.

As for me, I would prefer insource. Because our school cannot provide such budget for the said project, its better to check our resources and allocate solutions that would suit our financial capabilities.

Insource, aside from being cheaper, is more secured than outsource. Though outsourcing can provide better competition that makes it a little cheaper, it would not outweigh the advantages given by insourcing.

Making use of our resources is better since we can communicate with the programmers easily if something went wrong in the system. As IT soon to be professionals, we know that the top priority of a system is security. Also, being concerned with the security doesn’t mean being careless with the quality.

Finally, the university has skilled faculty and students. I’m not bragging but it’s the reality that of all universities in Mindanao, our school offers high standards of learning when it comes to Information Technology. So why settle for the better if we can have the best?

HRM company interview

2008-09-18T11:02:00.002+08:00

Last September 12, Friday we conducted another interview to city's Human Resource Management Office. But before that, some problems occur. Our schedule was originally at 1pm but we arrived at 3pm because of some valid reasons like Operations Research classes and other subjects. Since our resource person also had an emergency meeting of lakbay - aral, were stuck there for almost 2 hours. Luckily he arrived before their closing time and we were able to secure some screen shots of their HRIS. Because some forms are restricted, we only got 5 shots...

atleast...

MIS company journal

2008-09-10T21:08:00.003+08:00

interview...

In our gantt chart, we have to conduct several interviews before having a consultation
with our adviser.

Since kuya Dennis Abing is only available in the afternoon, we have to meet him after our class. Our group gathered information but there are still lacking details that we have to visit him again.

Its so hard for us (in a group) to synchronized our schedules since we have different subjects
and different groups also in HRM. We often work with our HRM group so we had a little time
preparing for our paper in MIS. Anyways my group mates were very understanding when it comes to my absences and lates in our session because of the former reason.

Although we had a hard time, we are trying our best not just to comply with the requirement
but also to make it perfect.

In future consultations i hope this paper will run smoothly...

company journal 2

2008-09-10T20:55:00.002+08:00

OMG!
It's 8:55pm and we still don't have an introduction ....

We don't know what are the contents of an introduction so we've decided to make essay separately
and combine it tomorrow morning. I hope this will work...

I've researched for some examples of introductions and i got some ideas from it...

First, it should contain the basic elements. It should give the readers an idea of what our paper is all about.

In a summary or short report, you are not required to write a full introduction; in fact there is usually not enough room to do so within the word limit of the assignment. Sometimes you do not need to include the title 'Introduction'. All you need to introduce is the background theory which you will refer to later in your discussion (about 1-2 sentences) and a brief description of the purpose of the study (about one sentence). Three to eight lines is normally enough.

SONA - in relation to ICT

2008-08-07T15:31:00.001+08:00

"Our P 350 million training partnership with the private sector should qualify 60,000 for call centers, medical transcription, animation and software development, which have a projected demand of one million workers generating $13 billion by 2010."

As our president promised in her previous SONAs, there will be increase in projected demand for workers.
Since poverty is the greatest enemy of our countrymen today, it is important for the president to make move
and implement ways to improve the quality of our lives. Though the demand for one million workers is not enough to provide everyone with job, it is helpful in alleviating our country's crisis.

"Texting is a way of life. I asked the telecoms to cut the cost of messages between networks.
They responded. It is now down to 50 centavos."

Almost all of us today owned a mobile phone. Drivers, vendors, janitors, business men, students, employees, rich or poor, young or old, make use of this device. It clearly implies the necessity of having this gadget. Because of this, our president asked the telecoms to cut the cost of messages down to 50 centavo. Though 50 cent is only a small amount, a million peso cannot be completed without a single centavo.

"Our costly commodity imports like oil and rice should be offset by hard commodities exports like primary products, and soft ones like tourism and cyberservices, at which only India beats us."

Cyberservices or online services offer ease and comfort for people. Online services provide an infrastructure in which subscribers can communicate with one another, either by exchanging e-mail messages or by participating in online conferences (forums). Thus, improving our way of living.

Our president is trying her best to improve our country and the quality of life Filipinos have. In spite of her very low ratings in surveys, she continue doing her job and focus her attention on the most important issues. If only her rivals will stop pushing her down and instead help her attain the goals set for our society maybe the growth rate of our country will increase. I'm not saying that I'm pro or against the president. I just want to make it clear that changes and reforms start in ourselves. Our future is not something the president should take care of but it is us who can make our own destiny. So don't blame anyone in your success or failure.

http://www.webopedia.com/TERM/O/online_service.html

SONA - in relation to HRM

2008-08-07T15:30:00.001+08:00

"In training, 7.74 million took technical and vocational courses over the last seven years, double the number in the previous 14 years. In 2007 alone, 1.7 million graduated. Among them are Jessica Barlomento now in Hanjin as supply officer, Shenve Catana, Marie Grace Comendador, and Marlyn Tusi, lady welders, congratulations."

Training is one of the best things that a company, academe or government can offer to people. Since it helps employees to learn more skills and perform better in their jobs. If they are knowledgeable in their work, downsizing will be decreased. Thus, helping our countrymen to provide their families with sufficient food and quality education.

"To our investors, thank you for your valuable role in our development. I invite you to invest not only in factories and services, but in profitable infrastructure, following the formula for the Tarlac-Pangasinan-La Union Expressway."

Investors play an important role in our community development. Because our government cannot offer jobs to accommodate everyone, the private sectors emerge. They provide jobs and even bigger compensation than public sectors. In this way, they uplift our economy making our lives more comfortable.

"Our P 350 million training partnership with the private sector should qualify 60,000 for call centers, medical transcription, animation and software development, which have a projected demand of one million workers generating $13 billion by 2010."

As our president promised in her previous SONAs, there will be increase in projected demand for workers.
Since poverty is the greatest enemy of our countrymen today, it is important for the president to make move
and implement ways to improve the quality of our lives. Though the demand for one million workers is not enough to provide everyone with job, it is helpful in alleviating our country's crisis.

Our president is trying her best to improve our country and the quality of life Filipinos have. In spite of her very low ratings in surveys, she continue doing her job and focus her attention on the most important issues. If only her rivals will stop pushing her down and instead help her attain the goals set for our society maybe the growth rate of our country will increase. I'm not saying that I'm pro or against the president. I just want to make it clear that changes and reforms start in ourselves. Our future is not something the president should take care of but it is us who can make our own destiny. So don't blame anyone in your success or failure.

http://www.webopedia.com/TERM/O/online_service.html

SONA 2008 link

2008-07-31T18:10:00.001+08:00

click here to read SONA full text...

MIS assignment # 8. due on July 03...

datacom grades link

2008-07-27T18:29:00.003+08:00

http://groups.yahoo.com/group/DataComm08/files/

MIS report

2008-07-26T10:55:00.002+08:00

Pbx (private branch exchange)

A telephone exchange serving a single organization, having a switchboard and associated equipment, usually located on the customer's premises; provides for switching calls between any two extensions served by the exchange or between any extension and the national telephone system via a trunk to a central office. Abbreviated PBX.

PBXs operate as a connection between a private organization — usually a business — and the public switched telephone network (PSTN). Because they incorporate telephones, fax machines, modems, and more, the general term "extension" is used to refer to any end point on the branch.

Network convergence

ALSO CALLED: Converged Communications, Voice & Data Integration, Voice/Data Integration, Convergence, Integration, Digital Convergence, Voice/Data Convergence, Data & Voice Integration, Voice and Data Integration, Data Voice Integration, Data and Voice Integration, Voice Data Integration, Data/Voice Integration, Voice Data Convergence, and Voice and Data Convergence

DEFINITION: The IP Multimedia Subsystem (IMS) is a concept for an integrated network of telecommunications carriers that would facilitate the use of IP (Internet Protocol) for packet communications in all known forms over wireless or landline. Examples of such communications include traditional telephony, fax, e-mail, Internet …

unified messaging

Unified messaging (sometimes referred to as the unified messaging system or UMS) is the handling of voice, fax, and regular text messages as objects in a single mailbox that a user can access either with a regular e-mail client or by telephone. The PC user can open and play back voice messages, assuming their PC has multimedia capabilities. Fax images can be saved or printed.

A user can access the same mailbox by telephone. In this case, ordinary e-mail notes in text are converted into audio files and played back.

Unified messaging is particularly convenient for mobile business users because it allows them to reach colleagues and customers through a PC or telephone, whichever happens to be available. Some services offer worldwide telephone access.

E-mail

E-mail (electronic mail) is the exchange of computer-stored messages by telecommunication. (Some publications spell it email; we prefer the currently more established spelling of e-mail.) E-mail messages are usually encoded in ASCII text. However, you can also send non-text files, such as graphic images and sound files, as attachments sent in binary streams. E-mail was one of the first uses of the Internet and is still the most popular use. A large percentage of the total traffic over the Internet is e-mail. E-mail can also be exchanged between online service provider users and in networks other than the Internet, both public and private.

groupware

Software that allows people to work together on the same documents and projects over local and remote networks. Lotus Notes is considered the father of "groupware," which was the first term coined to describe collaborative software. Also called "social software," collaborative software embraces the communications systems as well, including e-mail, videoconferencing, instant messaging and chat.

Voice mail

The intervention of a voice processor in order that a caller can leave a voice message in the event that the incoming call encounters a busy signal or a no answer condition.

fax

System for the electronic transmission of images over telephone lines from one fax machine to another. Fax is an abbreviated term for facsimile. Faxing is frequently used to send press proofs from the printer to the customer for approval. International publishers sometimes fax layouts to various printers throughout the world for local printing and distribution of newspapers and magazines, getting them to readers faster than if they were printed at one location.

Teleconferencing

Audio or audio-visual meeting between geographically separated parties linked by telecommunications networks such as telephones or internet. See also conference call and videoconferencing.

Data conferencing

Sharing data interactively among several users in different locations. Data conferencing is made up of whiteboards and application sharing and are often used in conjunction with an audio or videoconferencing connection.

video conferencing -

A discussion between two or more groups of people who are in different places but can see and hear each other using electronic communications. Pictures and sound are carried by the telecommunication network and such conferences can take place across the world.

TCP/IP

The Transmission Control Protocol (TCP) is one of the core protocols of the Internet protocol suite. TCP provides reliable, in-order delivery of a stream of bytes, making it suitable for applications like file transfer and e-mail. It is so important in the Internet protocol suite that sometimes the entire suite is referred to as "the TCP/IP protocol suite."

Open Systems Interconnect (OSI)

Defines Internet function through a vertical stack of seven layers. The uppermost layers represent the implementation of network services such as encryption and connection management, and the lowermost layers implement the hardware-oriented functions such as addressing, flow control, and routing.

Internet

The Internet, sometimes called simply "the Net," is a worldwide system of computer networks - a network of networks in which users at any one computer can, if they have permission, get information from any other computer (and sometimes talk directly to users at other computers). It was conceived by the Advanced Research Projects Agency (ARPA) of the U.S. government in 1969 and was first known as the ARPANET. The original aim was to create a network that would allow users of a research computer at one university to be able to "talk to" research computers at other universities. A side benefit of ARPANet's design was that, because messages could be routed or rerouted in more than one direction, the network could continue to function even if parts of it were destroyed in the event of a military attack or other disaster.

Technically, what distinguishes the Internet is its use of a set of protocols called TCP/IP (for Transmission Control Protocol/Internet Protocol). Two recent adaptations of Internet technology, the intranet and the extranet, also make use of the TCP/IP protocol.

ISP

A company which provides other companies or individuals with access to, or presence on, the Internet. Most ISPs are also Internet Access Providers; extra services include help with design, creation and administration of World-Wide Web sites, training and administration of intranets and domain name registration.

Internet technology and services:

Information Appliance -(IA) A consumer device that performs only a few targeted tasks and is controlled by a simple touch-screen interface or push buttons on the device's enclosure.

Internet tools for communication

e-mail – def above
Usenet newsgroups - Usenet is a world-wide distributed discussion system. It consists of a

set of "newsgroups" with names that are classified hierarchically by
subject.  "Articles" or "messages" are "posted" to these newsgroups by
people on computers with the appropriate software -- these articles are
then broadcast to other interconnected computer systems via a wide
variety of networks.  Some newsgroups are "moderated"; in these
newsgroups, the articles are first sent to a moderator for approval
before appearing in the newsgroup.  Usenet is available on a wide variety
of computer systems and networks, but the bulk of modern Usenet traffic
is transported over either the Internet or UUCP.

LISTSERV - An automatic mailing list server developed by Eric Thomas for BITNET in 1986. When e-mail is addressed to a LISTSERV mailing list, it is automatically broadcast to everyone on the list. The result is similar to a newsgroup or forum, except that the messages are transmitted as e-mail and are therefore available only to individuals on the list.

chatting - can refer to any kind of communication over the Internet, but is primarily meant to refer to direct one-on-one chat or text-based group chat (formally also known as synchronous conferencing), using tools such as instant messaging applications—computer programs, Internet Relay Chat, talkers and possibly MUDs, MUCKs, MUSHes and MOOes. The expression online chat comes from the word chat which means "informal conversation".

IM - Instant messaging, often shortened to simply "IM" or "IMing," is the exchange of text messages through a a software application in real-time. Generally included in the IM software is the ability to easily see whether a chosen friend, co-worker or "buddy" is online and connected through the selected service.

internet telephony - Phone calls routed over the Internet by analog-to-digital conversion of speech signals.

telnet -A terminal emulation protocol used on the Internet and TCP/IP-based networks. A Telnet program allows a user at a terminal or PC to log in to a remote computer and run a program and execute other Unix commands. Originally developed for ARPAnet, Telnet is a common utility in the TCP/IP protocol suite, but it is not secure and transfers commands in the clear. Secure shell (SSH) provides an encrypted alternative that is widely used

FTP - File Transfer Protocol (FTP), a standard Internet protocol, is the simplest way to exchange files between computers on the Internet. Like the Hypertext Transfer Protocol (HTTP), which transfers displayable Web pages and related files, and the Simple Mail Transfer Protocol (SMTP), which transfers e-mail, FTP is an application protocol that uses the Internet's TCP/IP protocols. FTP is commonly used to transfer Web page files from their creator to the computer that acts as their server for everyone on the Internet. It's also commonly used to download programs and other files to your computer from other servers.

Risks in business and IT/IS change

2008-07-24T19:39:00.000+08:00

Here are some risks in business and IT/IS change.

New technology can seem a threat to small business owner-managers and there
is a link between business growth and the use of IT. There has been increased
adoption of all categories of software, from databases, CAD-CAM and presentation
packages, to spreadsheets and communications software, but respondents expressed
dissatisfaction with software, more than with hardware.

There is a perceived lack of expertise in the planning process as well as the
technology itself. Responses were split over loss of managerial control: Business
owner-managers want to remain in control, IT may be associated with growth, and
some may resist growth.

A strong need for impartial advice, independent from computer vendors, has been
expressed, and a worrying number of respondents did not consider maintenance
and training costs when purchasing technology.

Organizational factors such as staff skill levels, familiarization time, and the impact
on jobs, were rarely considered prior to purchase.

* staff skill levels - when the industry puts up new technology, they should consider
skills of their staff in order for the technology to be useful. Since levels of staff's
knowledge vary, the company should know where to assign the staff to a
specific job.

* familiarization time - is knowing how long will employees adjust to the technology,
so that the productivity of the company will not be affected that much if the
workers had a hard time familiarizing the technology.

Opinions on training provision were divided. More complex IT-related business
and organizational changes may require integrated technical and managerial training, so
that business can become more strategically oriented and benefit better from IT.

Some of the ideas above are only based on my understanding in reading the articles
searched on the net and ideas from previous posts of my classmates.

ref:

http://www.emeraldinsight.com/Insight/viewContentItem.do?contentType=Article&contentId=873609

visit my blog:
http://ymrebmomville.blogspot.com/

some useful info may help you prosper in your studies.... hehehe

USEP - how to improve internet connectivity

2008-07-24T19:38:00.000+08:00

If I were hired by the university as an IT consultant, to improve our
internet connectivity, i would suggest to:

1. Boost computer speed

It is important to use high-speed computers in order for our connection to be fast.
But since the university lack the budget to buy or even just upgrade our computers,
it is not practical for us to implement this.

2. Use software that speeds up any internet connection

for example:

WEBROCKET

webROCKET is a powerful, easy-to-use program for Windows® 95, 98, Me, NT,
2000, and XP which accelerates your Internet connection speed by up to 200%.

What does webROCKET do?
Without webROCKET, Windows® lacks the power to provide you with an optimal
Internet connection because of changing, unstable network conditions.

webROCKET automatically turbo charges your Internet connection by boosting
Internet data transport efficiency. webROCKET adapts your modem or high-speed
connection to its maximum potential.

webROCKET is compatible with any home or office Internet connection that works
in Windows®, including dial-up modems of any speed, and high-speed connections
such as cable modems, DSL, ISDN, T-1, LAN, etc. It works with all Internet services,
including AOL and local ISPs.

The disadvantage of using accelerators is that the quality of the interface will be
decreased. Not a bad option for us since our concern is only to speed up internet
connection. But if i were to ask, i would not sacrifice quality for speed.

3. Use repeaters or routers

Network repeaters regenerate incoming electrical, wireless or optical signals.
With physical media like Ethernet or Wi-Fi, data transmissions can only span a
limited distance before the quality of the signal degrades. Repeaters attempt to
preserve signal integrity and extend the distance over which data can safely travel.

Thus, if CAS to ENG'G building or to other buildings exceeds the max distance,
we can use repeaters to regenerate the signal.

Routers are specialized computers that send your messages and those of every
other Internet user speeding to their destinations along thousands of pathways.

So if we use routers, best path will evidently accelerate internet speed. Our school
is currently using routers but internet connection was still very low.

4. Careful selection and planning of medium to be use.

Since we are already using fiber-optic cables and UTP cables (if I'm right), we should
maintain and maximize the use of these mediums in order for the data to travel faster.

5. Increase in bandwidth

We've already increased our bandwidth but still our connection hasn't worked out well
yet. So i think it is not the solution to our problem because increase bandwidth
will cost us much.

6. Proper usage

Ask we've discuss in our MIS subject, we've learned that no matter how fast or
advance the technology your using, it will be useless if the users doesn't use their minds...
What i mean is, these are only tools, and we are the users of these tools.

ref:
http://www.howstuffworks.com/router.htm
http://compnetworking.about.com/cs/internetworking/g/bldef_repeater.htm

visit my blog:
http://compnetworking.about.com/cs/internetworking/g/bldef_repeater.htm

NOS

2008-07-23T12:45:00.002+08:00

A network operating system (NOS) is a piece of software that controls a network and its message (e.g. packet) traffic and queues, controls access by multiple users to network resources such as files, and provides for certain administrative functions, including security.

A NOS is not the same as the networking tools provided by some existing OSs, Windows XP for instance. An NOS is an OS that has been specifically written to keep networks running at optimal performance.

Note 1: A network operating system is most frequently used with local area networks and wide area networks, but could also have application to larger network systems.

Note 2: The upper 5 layers of the OSI Reference Model provide the foundation upon which many network operating systems are based.

Source: from Federal Standard 1037C

http://www.search.com/reference/Network_operating_system

what is central switching system?

2008-07-23T12:27:00.001+08:00

The Gateway
The Central Switching System

The central communications switching system (called the Gateway) is a major component of the Telecommunications Operations Center's, National Weather Service Telecommunication Gateway (NWSTG). The organizational management is through the National Oceanic and Atmospheric Administration (NOAA) National Weather Service (NWS), Office of the Chief Information Officer (OCIO).

The Gateway is the primary data communications switching system of the NWS. It is a global destributor of weather messages in support of the NWS commitment to the WMO World-Wide data exchange structure, therefore, the Gateway maintains a recognition system for all weather data and products for purposes of exchange to global customers. This Center is a Region Telecommunication Hub (RTH) of the WMO Global Telecommunication System (GTS) communications network. The Gateway is the World Area Forecast Center (WAFC) distribution system for the World Area Forecast System (WAFS). The WAFS distribution is through a satellite broadcast to geographical areas located over two-thirds of the globe.

The Gateway provides national and global near real-time data exchange services using automated communication resources, transmitting a wide variety of environmental data types. The Gateway is operated twenty four hours a day to acquire, process observations, construct messages, and disseminate messages and files of observations, model analysis, and forecast products. The time-perishable products are disseminated cyclically according to fixed schedules. The Gateway is committed to maintaining a timely and reliable transmission of products at the highest level.

The Gateway is the data source for the Family of Services (FOS) data distribution and the data broadcast to the Emergency Managers Information Network (EMWIN).

barriers in IS/IT

2008-07-21T19:23:00.000+08:00

There are a number of problems in storage
and retrieval of information. These include

* differing data definitions
* inadequate hardware and software infrastructure
* database linkages
* and statistical implications of large databases.

here are some solutions:
# Set clear policy guidelines on information dissemination
# Encourage government to have depository laws and enforce them
# Introduce information system
# Use mass media
# Follow a bottom-up approach
# Develop grassroots level inventory of information
# Create awareness of the value of information
# Identify user information needs
# Consult target groups
# Develop target-oriented and useable information
# Develop effective system of information management and dissemination; information should be simple, understandable and manageable
# Institute efficient and effective co-ordination and networking
# Encourage a free flow of information — horizontally and vertically

Although these solution does not thoroughly solve the problems,
at least these would help lessen implications regarding those barriers.

ref:
http://www.nhtsa.dot.gov/people/injury/ems/ems-agenda/secondary-information.htm
http://www.unesco.org/education/educprog/erd/english/wgesa/doc/ethiopia/appendice_2.htm

journal (madayaw.com)

2008-07-21T18:30:00.002+08:00

Last Thursday, July 17, 2008 we visited our adopted company - madayaw.com and conducted an interview regarding our topic about internet and its importance in e-commerce and business. Dennes Abing, the maker, and the owner of madayaw.com was very accommodating. In their conference room, Joda, Kate, and I were able to ask him some questions about how the internet affect his business (benefits he can get). He told us that e-business like madayaw wouldn't prosper without the help of Internet.

The details of our visit will be shared to the class next meeting.

IT/IS best practices

2008-07-17T15:57:00.002+08:00

there are 23 listed on the site, i choose only 5...

1. Try to keep projects small and modular.

Creating an IS application architecture that uses layers of smaller software modules allows one to build systems in pieces that can be deployed and evaluated faster than a large project with dependent pieces.

2. Know your business processes.

Seek to understand and document the businesses practices that will be supported by the proposed IS before writing a request for proposal and embarking on the vendor selection process.

3. Use project deliverables to define success.

Defining the criteria for project success helps the project stay on track, clearly communicates project goals, ,and provides benchmarks against which to evaluate project performance.

4. Involve users early and often.

An IS project must be used to be useful. best practice literature emphasizes that users should be involved from the start of the project.

5. Write a detailed and clear request for proposal.

Along with the software contract, the request for proposal (RFP) is the most important document in software acquisition.

Referrence: http://www.portlandonline.com/Auditor/index.cfm?a=bdacg&c=chbac

MIS: # 3 Why do you think IS/IT systems fails?

2008-07-14T19:47:00.002+08:00

here are some reasons for systems failure:

1. Poor development practices.
-due to the complex nature of modern software.

http://spacer.com/spacecast/news/launchers-99l.html

2. Incorrect assumptions with regard to system requirements
-Incorrect assumptions may be made on the part of the software developers or indeed may be made on the part of the entity requiring the software system.

http://www2.southwind.net/~rwweeks/bugs.html

3. Poor user interface.
-A poor user interface may cause significant problems for users of the system and thus greatly increase the likelihood of those users introducing to the system data for example that causes system failure.

4. Faulty hardware.
-Faulty hardware is a problem that can cause severe system failure. It is also one that is hard to guard against.

http://catless.ncl.ac.uk/Risks/20.47.html#subj1

5. Inadequate user training/ user error.
-If a user is improperly trained then the likelihood of them making serious errors is increased due to their lack of knowledge of the system.

6. Poor fit between systems and organization.
-A poor fit between a system and an organization occurs when either the software developers or the entity requesting the software solution, do not grasp the full spectrum of tasks the new system will need to deal with.

ref:
Perry, William "Handbook of Diagnosing and Solving Computer Problems", TAB Professional and Reference Books. 1989. pp. 105 - 106.
Travis, Alan "Asylum system hit by IT black hole", The Guardian, November 1st 1999, pp.7

Among these reasons why systems fails, i think the worst is the poor development practices.
The system failure used as example and proposed here is not just a complete collapse of a system but also those that through erroneous operation of that system make large impressions in other ways, e.g. loss of money, life, functionality e.t.c.

An example of poor development practices causing a system failure can be found in the experience of the Pentagon's National Reconnaissance Office (NRO). The inadequate testing of the delivery system of Titan IV rocket. Two Titan rockets were lost, meaning that expensive military equipment necessary to the U.S. Governments defense program (namely early warning satellites) were unable to be deployed. The head of the N.R.O. has attributed this error to "a misplaced decimal point" in software, which controlled the rocket.

additional info:

information technology failure

A variety of situations can cause the information technology system to fail. Viruses, spy ware and other cyber problems can cause a sudden disruption to critical IT capabilities, such as campus email, the Internet and Banner.

(temporary)

http://spacer.com/spacecast/news/launchers-99l.html

HRM: #6 human beings

2008-07-14T19:45:00.004+08:00

As humans, we are considered as the highest form of life. We have the power over all creations. Relating to the company, humans have the power to lift or destroy it. Since human is a complex being, it is least understood, and often taken for granted by the administration. As the demands of these workers increases, the benefits remained unchanged resulting to poor human resource management. In short,

"Human beings are the most important, potent and critical, resource of any organization, and yet the least understood and the worst managed of its resources"

HRM: #4 21st century corporations

2008-07-14T19:45:00.003+08:00

As we look around us today, its obvious that technology fuels almost all companies. It is really amazing when a man first walked on the moon, when Microsoft created the first computers, and when technology began to play vital role in our corporations. Through science, people discovered different things. They engineered many gadgets just to provide answers to all our problems. Thus, improving our lifestyle.

As our technology soars high, people rejoice, but others fear. Since technology make a difference in all corporations, employers thought that it would be better to replace man power with technology. Workers hesitate to accept machines that sooner or later will make them jobless.

Well, that's the disadvantage on employees part. Technology is not bad in itself. Its just a tool that needs to be used properly in order to maximize benefits.

21st century corporation keep on prospering. The impossible becomes possible. Difficult can become easy.

"I think it's fair to say that computers have become the most empowering tool we've ever created. They're tools of communication, they're tools of creativity, and they can be shaped by their user."
Bill Gates -

As Bill Gates stated, no matter how powerful the technology is, it is still the users who controlled it. What I'm trying to say is that though 21st century corporations uses advance technology, there's no point for the employees not to accept it since its not the technology which will fire them, its the company. Though technology is also a cause for human resource downsizing let us consider that technology also prevents downsizing. How? Technology increases production, thus increasing the income. Since cost-cutting is the primary cause of downsizing, it is helpful if the company will earn more because of technology. If the industry earns more, there's no reason for lay-off.

HRM: #5 importance of hrm in IT/CS courses

2008-07-14T19:43:00.001+08:00

In the broadest sense,our course (IT) refers to both the hardware and software
that are used to store, retrieve, and manipulate information. At the lowest level you
have the servers with an operating system. Installed on these servers are things like
database and web serving software. The servers are connected to each other and to
users via a network infrastructure. And the users accessing these servers have their
own hardware, operating system, and software tools.

Human Resource Management (HRM) is the function within an organization that
focuses on recruitment of, management of, and providing direction for the people who
work in the organization. Human Resource Management can also be performed by line
managers.
Human Resource Management is the organizational function that deals with issues related
to people such as compensation, hiring, performance management, organization development,
safety, wellness, benefits, employee motivation, communication, administration, and training.

http://humanresources.about.com/od/glossaryh/f/hr_management.htm

As IT professionals, we need to study HRM since as employees, we are part of the company's
human resources. To understand what is our duty and privileges, HRM is taught to us. We are
also tasked to make systems for the HR department and we should be able to understand it
fully to come up with a better system.

Distributed System definition

2008-07-10T12:37:00.009+08:00

distributed system

A collection of (probably heterogeneous) automata
whose distribution is transparent to the user
so that the system appears as one local machine.
This is in contrast to a network, where the user
is aware that there are several machines, and
their location, storage replication, load
balancing and functionality is not transparent.

Distributed systems usually use some
kind of client-server organization.

Distributed systems are considered by some
to be the "next wave" of computing.



http://www.dstc.edu.au/AU/research_news/dist-env.html.