Tuesday, December 22, 2009

Six ways to succeed with a new staff

Author: Benny Sisko


Getting promoted into a CIO role is exciting… until you need to start managing people!  Benny Sisko provides you with six tips for being successful with your new staff.

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For the new CIO, assuming responsibility for a staff can sometimes seem like a daunting challenge, especially if you've come up through the IT ranks.  While there are certainly many ways to screw it up, there are also many ways to succeed.  Here are six tips gleaned from my own sometimes painfully acquired experience.

Establish a vision

No matter how long you've been a CIO, your team has to know that you have big things - or at least a direction - in mind.  No one wants to work toward unclear goals that may or may not line up with the overall organizational strategy. Make sure that you continually communicate a vision to your staff and make sure that they have enough knowledge and information to be able to take part in informing that vision.

Get the right people on the team

Only lazy employees want other lazy employees around and employees with bad attitudes can destroy a team. Perhaps the hardest decisions that have to be made are those revolving around the people side of the organization.  After all, if a router goes bad, you don't mind chucking it out the door, but even the most negative or the laziest employee still needs a livelihood and it's far from easy to make the ultimate decision regarding the fate of another person.

That said, there comes a point when you can't put it off anymore. If you have a boat anchor on your staff that's bringing down the entire team and you've exhausted your other options, it's time to end the employer/employee relationship and bring someone in that can do the job and with a good attitude.  I've gone through this process and it's painful, but almost two years after I fired one-quarter of my staff, I now have a team on the ground that I trust. Our customer feedback ratings are through the roof, overall productivity is higher and no one on the staff feels like they're pulling more weight than someone else. I'm constantly stopped in the hallway to be told about the "service with a smile" that our staff gets from the new people.  The lesson: In the short run, letting people go is a gut-wrenching activity, but it's sometime the right thing to do.

Delegate… or at least try to

Right or wrong, my level of delegating is directly proportional to my faith in my staff. At the end of the day, I'm the one on the hook for making sure that IT's priorities are met so if I don't trust, it's hard to let go. With a robust, trustworthy staff it's been much easier to delegate in a way that makes sense for both me and the staff.  For those CIOs that have risen through the ranks, this is probably one of the most difficult behaviors to learn. We're taught to be hands-on problem solvers and all of a sudden, we're supposed to be expecting <gasp>  other people to do it for us!  Here's the ugly truth: If you don't learn to delegate, one of two things will happen: 1) Your staff will quit; 2) You will be in the unemployment line.

Involve others in key discussions

As the CIO, it's really easy to get stuck in a rut of attending the high level meetings yourself.  Of course, you should attend these meetings, but don't hog the glory. In my organization, my number two attends executive meetings when I'm away and, on occasion, joins me even when I'm attending. Our organization is also in the midst of a strategic planning dialog.  I've invited another manager on my team - below my number two - to take part in these discussions with me. My goal is to broaden his horizons beyond his day-to-day world and the effort is definitely paying off.  In the past year, he's clearly begun to have a better understanding of the "why" behind my actions in ways that I could never explain in words.

Clearly define priorities. This goes along with defining a vision, but whereas defining a vision is a sort of up-front activity, priority definition is an ongoing effort and can be harder than it sounds.  Remember, what you say to someone is only half of the story.  What they hear is the other half and can be wildly different.  When you assign a project or task, make sure the receiver understands its priority against other tasks and the full scope.  Obviously, over time, you'll learn to read each other better and might not have to be quite as detailed, but make sure you both understand your communication limits before you start making assumptions.

Overshare information

I schedule my staff meeting for immediately after executive staff meetings.  During my staff meetings, I share as much as possible with my staff.  Obviously, I don't go into sensitive personnel issues or other items that could be problematic.  However, my staff knew immediately from me that we wouldn't be getting raises this year and why.  Some people in other departments didn't know until an email went out a couple of weeks later.  I can tell you that my staff reacted very, very well to the bad news.  No one was mad or angry with the company.  I asked them why they weren't mad and they told me that I'd been keeping them well-apprised of our budget difficulties so they weren't surprised in the least by the salary news.  I operate on the principle that I never want my boss to be surprised… on the flip side, I don't want my staff to be unpleasantly surprised, either.

Listen and don't be afraid to back down

This one is the most important point, so I've saved it for last.  When it comes to your job, listen twice as much as you talk.  When it comes to staff, listen to their concerns and listen to their sometimes vehement pushback.  If they're right, give in.  If they're wrong, don't.  I've been on both sides of this before.  In a previous position, I had two members of my staff in my office arguing that they could not possibly complete the project list that I had put before them in the time frame I specified.  Not once did they provide me with good reasons beyond "we can't do it" so I stood my ground.  In my current position, I had a staff member raise concerns about an upgrade schedule I had proposed.  She came to me with a bulleted list of items that would be affected and reasons why waiting a month made more sense.  She was right so I backed down and we changed the schedule.  In both cases, the end result was fantastic.  In "project list" example I listed, on my last day, one of the people that had been pushing back thanked me for pushing them to new heights both in their skill levels and in the way that they were perceived by the organization.

Summary

I'm definitely not claiming to be some sort of superhuman here; for every success story, there are many more "teachable moments" that have probably helped me to learn more than all of the successes combined.  But, when it comes to managing my staff, these are six items that have served me well.



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Wednesday, December 9, 2009

10 great ideas from five great bosses

By John McKee
Depending on the news you hear, it may seem like this economy is still going downhill or perhaps the bottom has finally been reached. But either way, there's no doubt that more organizations are going to fail before we're truly moving continually forward again.

However, while many organizations struggle, there are still great success stories out there. Leaders who see opportunities where others see roadblocks generally lead those operations. Not coincidently, their teams are usually both more positive and more productive than competitors' teams.

Over my 30+ years working with business leaders and professionals, I've been able to see which ideas will work in almost any arena. Here are 10 tactics I've garnered from some of the finest pros I've worked with. See if any of them could help you improve your rate of success.


1: Become a small picture kind of boss
 It's critical that you help everyone understand the overall goals and objectives of the organization. But don't forget that the best leaders also bring those goals down to the smallest details of individual jobs. Learn to help everyone, at every level, understand how his or her specific contribution can make the whole organization more successful.

2: Nuke the Blackberry when at home
It won't surprise you that many execs tell me their organization can't run without them. They say it's imperative that they take a message and help "fix" things. But you might be surprised to learn the percentage of bosses who never check messages or emails after hours. Yet these folks are generally highly rated and successful, and -- this is important -- they often work in the same industry or even company as those who tell me that they must be available at all times.

3: Stop treating vacations as an option
Almost like it's some kind of badge of honor, many managers frequently note how little time off they take each year. On the other hand, others get creative with their vacation planning. They look forward to getting away from the shop to recharge and clear their minds. They tell me that their breaks make them more effective and creative. Care to guess which group I've seen moving up the ladder most quickly?

4: Improve the preparation for hiring new players
Most organizations do really crappy interviewing. Many who interview potential new hires admit to not being well prepared. They say they figured someone else in the process would have done much better. Now more than ever, it's important that anyone joining your organization is well screened and the best fit for the opening. HR studies show that 60% of new hires fail in the first 12 months.

5: Develop your memory
Think back to the first time someone important remembered your name. It felt pretty good, right? Like you counted. The best leaders remember names, job roles, hobbies, partner's names, and more. Watching them go through a series of meetings, it can be amazing just how good their memories are. And it pays off. People work harder for those who care enough to remember personal things about them.

6: Exercise your body as well as your mind
Regularly scheduled forms of body work are a hallmark of the best bosses. The body needs to be exercised and maintained so that you can function at peak performance. Yoga, for example helps to release stress. That's good emotionally too, of course, but it also helps our posture because we have a tendency to hold stress in the front of our body. So it helps us to walk and sit taller; breath better, and have more energy to take on the demands of the job. And keep this in mind: If you were choosing between two candidates for a promotion, would you pick the one who looked fit and alert or the one who looked tired and worn out?

7: Learn these words: "I made a mistake"
And then say them as required. When you are confident enough to admit your screw-ups, it's a great signal to team members that you are real and that you get it. This encourages them to be just as honest, reducing the fudging and BS so prevalent in many organizations. This makes it less likely that you'll get one of those surprises that cause people to reach for purple pills in the top left-hand drawer.

8: Track how you spend your time
The finest managers spend their time where the best payoff is likely to come. However, many leaders, despite their best intentions, spend too much of their time on problems or dealing with problem people. To see how you're doing, I suggest that you regularly take out your calendar and review how much of your time you spent with what and who. If you see a pattern in your behavior -- like too much time dealing with the whiny guy who always has troubles in his department and not with the positive individual who always delivers on her commitments -- make some changes to your time management.

9: Don't demi-task
Do you listen 100 percent of the time or are you usually mentally engaged in several things at once? Top dogs know that nobody can multitask effectively over the long haul. They've figured out how to focus with laser-like precision. And their team members come to know that their boss is really hot and can't be bluffed. This makes the team better at being clear and precise in their communications to you, and it saves both time and energy for everyone.

10: Celebrate success
Whining doesn't create change. Managing by berating is counterproductive. Even in downtimes, you can probably find something that's doing well. Cite it during your meetings or in emails. And name the responsible individuals. What you choose to focus on gets the most attention from others on your team. When you celebrate the little wins, you encourage more of the same behavior from others. And soon, you'll have bigger things to celebrate.

Sunday, December 6, 2009

The Power of Positive Thinking !!!


Positive thinking is a mental attitude that admits into the mind thoughts, words and images that are conductive to growth, expansion and success. It is a mental attitude that expects good and favorable results. A positive mind anticipates happiness, joy, health and a successful outcome of every situation and action. Whatever the mind expects, it finds.


Not everyone accepts or believes in positive thinking. Some consider the subject as just nonsense, and others scoff at people who believe and accept it. Among the people who accept it, not many know how to use it effectively to get results. Yet, it seems that many are becoming attracted to this subject, as evidenced by the many books, lectures and courses about it. This is a subject that is gaining popularity.

It is quite common to hear people say: "Think positive!", to someone who feels down and worried. Most people do not take these words seriously, as they do not know what they really mean, or do not consider them as useful and effective. How many people do you know, who stop to think what the power of positive thinking means?

The following story illustrates how this power works:
Allan applied for a new job, but as his self-esteem was low, and he considered himself as a failure and unworthy of success, he was sure that he was not going to get the job. He had a negative attitude towards himself, and believed that the other applicants were better and more qualified than him. Allan manifested this attitude, due to his negative past experiences with job interviews.

His mind was filled with negative thoughts and fears concerning the job for the whole week before the job interview. He was sure he would be rejected. On the day of the interview he got up late, and to his horror he discovered that the shirt he had planned to wear was dirty, and the other one needed ironing. As it was already too late, he went out wearing a shirt full of wrinkles.

During the interview he was tense, displayed a negative attitude, worried about his shirt, and felt hungry because he did not have enough time to eat breakfast. All this distracted his mind and made it difficult for him to focus on the interview. His overall behavior made a bad impression, and consequently he materialized his fear and did not get the job.

Jim applied for the same job too, but approached the matter in a different way. He was sure that he was going to get the job. During the week preceding the interview he often visualized himself making a good impression and getting the job.

In the evening before the interview he prepared the clothes he was going to wear, and went to sleep a little earlier. On day of the interview he woke up earlier than usual, and had ample time to eat breakfast, and then to arrive to the interview before the scheduled time.

He got the job because he made a good impression. He had also of course, the proper qualifications for the job, but so had Allan.

What do we learn from these two stories? Is there any magic employed here? No, it is all natural. When the attitude is positive we entertain pleasant feelings and constructive images, and see in our mind's eye what we really want to happen. This brings brightness to the eyes, more energy and happiness. The whole being broadcasts good will, happiness and success. Even the health is affected in a beneficial way. We walk tall and the voice is more powerful. Our body language shows the way you feel inside.

Positive and negative thinking are both contagious.


All of us affect, in one way or another, the people we meet. This happens instinctively and on a subconscious level, through thoughts and feelings transference, and through body language. People sense our aura and are affected by our thoughts, and vice versa. Is it any wonder that we want to be around positive people and avoid negative ones? People are more disposed to help us if we are positive, and they dislike and avoid anyone broadcasting negativity.

Negative thoughts, words and attitude bring up negative and unhappy moods and actions. When the mind is negative, poisons are released into the blood, which cause more unhappiness and negativity. This is the way to failure, frustration and disappointment.

Practical Instructions:

In order to turn the mind toward the positive, inner work and training are required. Attitude and thoughts do not change overnight.

Read about this subject, think about its benefits and persuade yourself to try it. The power of thoughts is a mighty power that is always shaping our life. This shaping is usually done subconsciously, but it is possible to make the process a conscious one. Even if the idea seems strange give it a try, as you have nothing to lose, but only to gain. Ignore what others might say or think about you, if they discover that you are changing the way you think.

Always visualize only favorable and beneficial situations. Use positive words in your inner dialogues or when talking with others. Smile a little more, as this helps to think positively. Disregard any feelings of laziness or a desire to quit. If you persevere, you will transform the way your mind thinks.

Once a negative thought enters your mind, you have to be aware of it and endeavor to replace it with a constructive one. The negative thought will try again to enter your mind, and then you have to replace it again with a positive one. It is as if there are two pictures in front of you, and you choose to look at one of them and disregard the other. Persistence will eventually teach your mind to think positively and ignore negative thoughts.

In case you feel any inner resistance when replacing negative thoughts with positive ones, do not give up, but keep looking only at the beneficial, good and happy thoughts in your mind.

It does not matter what your circumstances are at the present moment. Think positively, expect only favorable results and situations, and circumstances will change accordingly. It may take some time for the changes to take place, but eventually they do.

Another method to employ is the repetition of affirmations. It is a method which resembles creative visualization, and which can be used in conjunction with it.

about the power of concentration, will power, self-discipline and peace of mind also contribute to the development of a positive mind, and are recommended for reading and practicing.

How To Succeed ?


1. Don't talk negatively about people behind their backs.


2. If you gossip, people won't confide in you.
Mind your own business.

3. Try to work for someone who'll challenge your powers.


4. You'll learn more in a year than 4 years of college.

5. Successful bosses have good communication skills.
They learn from people, including their employees.


6. Work in such a way that makes your boss look good.
It's not flattery


7. On downsizing, the first to go are those with few friends.
Bosses prefer competent people whom they respect.


8. Dress for the job you want, not the one you have.
Let your dress reflect professionalism.


9. Workout to get in good physical shape.
Unless exceptionally skilled, the unhealthy are at a comparative disadvantage.


10. Personal integrity is crucial.
tell nothing but the truth.
Bosses can forgive mistakes but if you lie, you're gone


11. Be on time.
Try to arrive few minutes early.
It saves you from stress.
You'll be much relaxed & work better


12. Strive your best to keep a deadline.
If you cannot meet it, then apologize & ask for an extension


13. Don't take things personally.
If some people are unhappy with you, it's their problem.
But always strive to give your best.


14. If you must correct someone, don't get personal about it.
Do it never in front of others


15. Spend some time alone every day.

What's the mission of my life?
What do I want to be?
and how to go about it.

16. As you move along Plan A of your career, maintain a Plan B as well as an alternative course to rely


Always remember that the secret of success is passion. Always think big. Spread love & joy.
You'll have blissful years ahead

7 Key Steps for Personal Goal Setting.


1. Attitude
What are the attitudes and habits that are holding you back from reaching greater heights? How is this attitude affecting you, your career and your relationship with your family? Make specific points to change this attitude that is affecting the way you behave.your attitude determines how far you can go in life. Take time to confront your negative attitude and make a plan to change it. This area of personal goal setting is one of the most important.


2. Career
In the course of interviewing hundreds of candidates, I am sometimes surprised at the number of candidates that do not have career goals. Where do you want to be in 3 years time? Where do you see yourself in 5 years time? How will you get there? What are the skills you need? What are the potential barriers? As a career builder newbie, you may not have all the answers. In that case, seek someone you can talk to or better yet – mentor you.

3. Education
Continuous education is important for success in life. Not just your career. And education should not be just for the sake of career promotions although people often do that. You may want to learn new things that can enrich your life. Learning is a process, a journey – not a destination. You should never stop learning in order to improve.

4. Family
How much time do you want to spend with your family? What are some of the things that you have neglected to do for them the past year? Something that you have always wanted to do for them – perhaps a holiday? Put these down in writing. It may seem simple but trust me this is one area where it is challenging for personal goal setting. Sometimes we misplace our priorities.

5. Financial
How much money do you want to save by when? What would be the big-ticket items that you would like to buy? A house? A car? How much do you plan to earn by when? Having a financial goal is crucial in enjoying the material side of things. Financial rewards are directly related to our careers. Therefore, they are important in your personal goal setting.

6. Health – Physical/Mental
If you aren't healthy physically and mentally, you won't be able to enjoy the fruits of your labor. What are the steps you are willing to take in order to achieve optimum physical and mental health? Do you plan to run X number of days in a week? Meditate an hour each day? What are the measurements you would use for the goals in this area?

7. Personal/Social
Allocate time for yourself too. Set a goal to achieve this for yourself. This is your time for the things you enjoy. Is it getting together with friends? Or it could be meeting new friends. Some people measure their success by the amount of free time they have for themselves to pursue their hobbies.
These are some of the areas you can consider when considering your personal goal setting. If you are ambitious enough – choose each of these areas and start writing some goals for these to be achieved for the year.

Failure : A great Teacher



Many people want to change their fortunes yet don't know how to begin. Others have a desperate desire to make life altering changes but have a tremendous fear of failure. In our childhood we attempted many things but probably didn't succeed the first time we tried. Take riding a bicycle for example. None of us are born with the immediate skill to be able to ride yet we all seem to have accomplished this task. For some of us, we need to return to times of yesteryear to get a grasp of why we are now so averse to attempt new things, learn new things, or to begin a new journey through life.


Part of our hesitation to attempt or change is that we are afraid that we might fail. When we were infants, learning to walk, no one told us to fear multiple attempts to walk. What we did instead was to pick ourselves up and gallantly try again. How many times did we fall down? No doubt, many, many times.

Success isn't something that most experience right from their first attempt. Most of us are probably familiar with how failure haunted Abraham Lincoln, or Thomas Edison. Did these people give up? No.

Failure is the best teacher we have when you take advantage of all the lessons to be learned. What failure teaches us, all other teachers collectively can't teach us. It's a universal fact that to accept failure is the most Herculean task even for the strongest souls. It's human nature to think that when we fail, its not because of us, but because of someone else's fault. This is regressive thinking. Its just a cover up most of the people use to run away from their mistakes and resultant failure.

The alternative school of thought says ? failures are just the part of our lives to be taken into stride and not to be forgotten?. When we fail, its not because we are lacking in something. It could just be because we are not approaching our things in a right manner. Failure teaches us, how to recognize our follies. It tells us how to act upon our weaknesses to turn them into our strengths. It is rightly said if one has achieved success in the first attempt, he has a lot left to learn because that success wont teach the person how to react in case if something goes wrong. As a teacher failure teaches us how and why we went wrong and how can we convert our wrongs into rights.

Failures are the stepping stones of success. Only if one has seen failures, one will come to know how sweet success is. Fear of failure is the biggest obstacle one can face in the path of success. Once we start treating failure as that teacher who is always there to guide us through the rough paths, we will lose all that fear for it.

Success can only shower upon those who have it in them to face failures gallantly and learn from them what they want to teach. Once we connect with our teacher called failure, being successful is just a matter of time.

"I didn't fail the test 100 times, I just found 100 ways to do it wrong"

Thursday, December 3, 2009

10 things I can never remember how to do in Excel

Author: Jody Gilbert

If your Excel skills are perennially rusty, this cheat sheet will help you knock out basic tasks without forcing you to scramble back up the learning curve.


Like a lot of business software users, I'm a generalist. On any given day, my job may require a little number crunching and word processing, and maybe some page layout, slide show creation, or report building. For the most part, the various Office apps make it easy to meet these needs. But certain tasks just don't come up often enough for me to keep them in my head. (Yes, I'm blaming the tasks here.)

Excel is a good example. I use it every day, but I seldom need to do more than enter data or a simple formula. So when a job requires something a little more sophisticated, I waste a certain amount of time trying to remember how I got it to work before. Then I waste even more time trying to extract a useful answer from online help.

Frustrating, unproductive, and a little embarrassing.

So I made a list of a few Excel techniques I occasionally need but inevitably forget. This is bunny stuff, and not for you power users out there. But if you're a casual Excel user (or you're on the help desk but don't spend much time in Excel yourself), maybe this list will help you cut to the chase.

Note: This cheat sheet is also available as a PDF download.

1: Toggle the display of formulas

When you need to see what's going on under the hood of a worksheet, you may want to turn on Excel's formula display. There's a convoluted way to do this via Excel options (and Excel 2007 offers the Show Formulas button in the Formula Auditing group of the Formulas tab - if you want to remember that). But you can toggle the display on the fly just by pressing [Ctrl] ~. If you select a cell whose formula you want to troubleshoot before turning on the display, Excel will also show you the dependent cells for the formula.

2: Convert a formula to its results

Sometimes, you may need to replace a formula with its results - either to preserve a static value or to optimize your sheet by reducing calculations. There's a pretty simple trick for this, but a word of warning: Be sure you really want to wipe out a formula before you do it. (There could be undesirable consequences.) In fact, a good practice is to create a backup copy of the workbook as a safety net in case things go awry.

To convert a formula, click in its cell and press [F2] to enable in-cell editing. Next, press [F9] to calculate the formula and display its results. Then, hit [Enter], and your formula will be replaced by the value it produced.

You can also copy the formula and use Paste Special | Values to paste the results someplace else, leaving the formula intact in its original location.

3: Create a copy of an existing worksheet

Excel offers an efficient way to copy a worksheet, either within the current book or into a different one - handy when you need to start a new sheet that includes some or all of the data and/or formatting of an existing sheet. It works like this:

  1. Right-click on the sheet tab of the sheet you want to copy.
  2. Choose Move Or Copy.
  3. Select the Create A Copy check box in the bottom-left corner of the Move Or Copy dialog box.
  4. Choose a different workbook, if desired, from the To Book drop-down list. (That other workbook must be open to show up in the list.) You can also select New Workbook.
  5. In the Before Sheet list box, specify where you want the copied sheet to go within the specified workbook.
  6. Click OK.

4: Start a new line within a cell

This may seem beyond simplistic - until the day you can't remember how to do it. If you need to create a multiple-line entry in a cell, you can't just press [Enter] to insert a line break, since that will propel you into the next cell. Instead, you have to press [Alt][Enter].

5: Unhide hidden rows or columns

From time to time, someone will send me a worksheet with hidden rows or columns. I usually don't need to see the data, so of course I forget how to unhide it on the rare occasions when I do need to see it. It's easy, though: Highlight the row above and the row below the hidden row(s) - or the column to the left and to the right of the hidden column(s). Then, you can reveal the data in various ways:

  • Press [Shift][Ctrl]0 (that's a zero).
  • Right-click the selection and choose Unhide.
  • Choose Column (or Row) from the Format menu and then select Unhide. In Excel 2007, go to the Cells group on the Home tab, click Format, choose Hide & Unhide, and select Unhide Rows or Unhide Columns.

6: Enter a fraction in a cell

Say you type 1/4 in a cell, wanting to enter the fraction one-fourth. Ordinarily, Excel will turn the value into a date - 4-Jan. To prevent that, just preface your entry with a zero and a space: 0 1/4. Excel will leave your fraction alone. Without the zero, you'll see 1/4/2009 (or whatever year you happen to be in) in the Formula bar. With the zero, you'll see 0.25.

7: Simultaneously copy data into noncontiguous cells

To copy data from one cell into adjacent cells, you just drag the cell's fill handle across the cells where you want the copied data to appear. But sometimes, you'll need to copy data into cells that are scattered around the worksheet. The most efficient way to handle that task is to copy the desired data, hold down [Ctrl], and select all the other cells where you want to paste the data. Then, press [Ctrl]V and Excel will insert the copied data into each of the selected cells.

8: Simultaneously enter data into noncontiguous cells

Similar to the previous trick, you can save time when you need to enter the same data into cells that aren't next to each other. Start by holding down the Ctrl key and selecting all the cells into which you want to enter data. Then, type your data and press [Ctrl][Enter]. Excel will insert the data into all of the cells in the noncontiguous selection.

9: Enter text in the same location in multiple worksheets

This may not come up all that often, but it's a cool trick when you need it. Let's say that you're entering month names as column headers at the top of a sheet - and you want them to appear on your other sheets as well. Click in the cell where you'll be entering January. Then hold down [Ctrl] and click on the sheet tabs of the other sheets where you want the month names to appear. This will group the sheets so that what you do now affects all of them.

Go ahead and type January. Then (another cool trick coming…), drag the cell's fill handle to the right across the next 11 cells. Excel recognizes that January is the first item in a built-in series, so it will insert the rest of the month names for you.

To complete the process, right-click on one of the selected sheet tabs and choose Ungroup Sheets from the shortcut menu. If you check those sheets, you'll see your month names have been entered in all of them.

10: Transpose data from a row to a column, or vice-versa

Once in a while, I'll set up a worksheet using one structure that seems to make sense, only to realize it would make a whole lot more sense if the rows were columns and the columns were rows. And apparently I'm not alone in this befuddlement, because Excel provides a Transpose option to facilitate the necessary flip-flopping of data:

  1. Select the range of cells you want to transpose and click Copy or press [Ctrl]C.
  2. Click in a new location (not overlapping your selection).
  3. Go to Edit | Paste Special and select the Transpose check box. In Excel 2007, click Paste in the Clipboard group of the Home tab and select Transpose.
  4. You can then delete your original, wrong-structured data.



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10 Linux features Windows should have by default

Author: Jack Wallen

The Linux and Windows camps may be polarized, but Jack Wallen believes each OS could be improved by borrowing from the other. This week, he looks at how certain Linux features could benefit Windows.


The battle between Linux and Windows will most likely rage on for years to come. I can foresee that even when all things migrate to the cloud, users in both camps will still be screaming the virtues of their favorite operating system. And, of course, I will be one of those campers (and I can bet you know just which camp I'll be in). But being in that camp does not preclude me from seeing the benefits and strengths of the Windows operating system.

In my next two 10 Things articles, I am going to take pieces of each operating system and place them in the other. In this first article, I am going to share 10 features from the Linux operating system that should be in the Windows operating system. In the next article, I will go the other way.

Now you should know, features will encompass literal features as well as systems and even philosophies. I don't want to leave anything out of the picture. In the end, my hope is that theoretically, at least, we'll have a much more ideal operating system. Of course, you can (and will) be the judge of that. Let's get going and start adding Linux features to Windows.

Note: This article is also available as a PDF download.

1: Compiz

No matter how clean Aero gets, I am not a fan of the flat, single-workspace desktop of Windows 7. Yes, it has come a long way, but it's not nearly the modern desktop that Compiz offers. Of course, many would argue that Compiz is nothing more than eye candy. I, on the other hand, would argue that many of the features Compiz offers are just as much about usability as they are eye candy. Having a 3D desktop that offers you quick access (via key combinations) to multiple workspaces is handy. Window switchers can't be beaten for ease of use. And the eye candy is just a bonus. Having Compiz on top of Windows would certainly take the experience to a level few Windows users have experienced.

2: Multi-user

Yes I know you can have multiple accounts on a Windows 7 box, but that doesn't make it truly multi-user. Can you log on more than one user at a time in Windows 7? Not by default. To have concurrent user sessions for Windows 7, you have to download a third-party tool. In Linux, you can do this by default. This is a feature that should be enabled by default in Windows 7, too.

3: Log files

Windows operating systems have plenty of tools that enable the administrator to read log files. But for system, administration, and security issues, the administrator must fire up the tools to see those log files. But Linux places all system log files in /var/log and allows the user (with the right permissions) to read these log files from a simple text editor. And the Linux log files are flexible in many ways. For instance, if I want to follow a system log, I can open that log in a terminal window with the tail -f command and watch as events occur.

4: Centralized application installation

The new paradigm for Linux is a centralized location for installation. The Ubuntu Software Center is turning out to be the culmination of much of this work. From one source, you can search from hundreds of thousands of applications and install any one you need. And with upcoming releases of the Ubuntu Software Center (version 3 to be exact), commercial software will be available.

5: Cron

I am a big fan of Cron. Cron jobs enable you to easily automate tasks. Yes, you can add third-party software on a Windows operating system to help automate tasks, but none will have the flexibility of the cron job. Cron allows you to schedule as many tasks as you like, at any time you like, from a simple command-line tool (or a GUI tool, if you so desire). And cron is available system wide — for both administrative tasks and standard user tasks. Having an automated system built in would certainly be handy.

6: Regular release cycle

This is one of those areas where Microsoft could learn a serious lesson from the Linux camp. Most Linux distributions release their updated distributions on a regular basis. And even better, they stick to these schedules to the best of their ability. Take Ubuntu, for example. For each release there is a .04 and a .10 version. The .04 version is released on the fourth month of the year. The .10 version is released on the 10th month of the year. This happens like clockwork. So Ubuntu 10.04 will release April 2010 and Ubuntu 10.10 will release October 2010. Granted sometimes those releases don't start populating the mirrors until the last second of that month, but they are as regular as they can be.

7: Root user

Let's face it — by default, the average user can do too much in Windows. So much so, it becomes simple for someone to write a nasty little virus that can be spread simply by opening up an attachment in an email. With the way Linux is set up, this doesn't occur. For damage to be done to a system, generally speaking the root password must be known. For example, if a user clicked on an attachment from an email, and that attachment demanded the root (or sudoers) password, that would be a quick indication that the attachment was malicious. Windows should separate the administrative user and the standard user by default. The first thing Windows users should have to do, upon starting up their new computer for the first time, is create an administrative password and a user password.

8: Pricing

Okay, I'm not going to say Windows should be free. What I am going to say is that it should have one version and one price (with a nod to bulk pricing). Why do I say this? Simple. Which version should you buy? Do you need Premium or Ultimate? Which sounds better? Is "premium" better than "ultimate"? Here's an idea — just have one version for the desktop and one for the server. It works for Linux. Less confusion and frustration for the consumer, less advertising waste for Microsoft. And all those features that cause the most expensive version of Windows 7 to be thus — the average user wouldn't know how to use them anyway.

9: Installed applications

I know that Microsoft doesn't include any useful applications (minus a browser) by default for a reason — to make money. But when I install Linux for the average user, I'm done. I don't have to install an office suite, an email client, or audio/visual tools. Outside of installing financial applications and the odd power-user tool (which is all handled in a single, centralized location — see #4), there's nothing more to do once the OS installation is done. Microsoft could at least include Word.

10: Hardware detection

Before anyone gets bent out of shape, this is not what you're thinking. Let me set this up for you. What happens when you install a Windows operating system and something doesn't work? Say, for example, video. You thought for sure the OS would support your video card, but when the installation is complete you're stuck with good old 800×600 resolution. So you go to the device manager to see if you can find out what the card is, and you get nothing. How are you supposed to find out what drivers to download when Windows gives you no information? Oh sure, you can open up the case and check out the chipset. Or you might get lucky and find that device driver CD lying around. But what if you can't? Or what if that video is on board?

If you were using Linux you could at least issue the dmesg command and get some information right away. And if dmesg didn't help out, you could always fire up the Hardware Drivers tool, which will might discover a proprietary driver you could use. In Windows, if you don't know the card, you're going to have fun finding the drivers. Although Windows hardware support is better, Linux hardware detection is better.




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10 reasons you're not closing the deal in your job search

Author: Debra Littlejohn Shinder

If your job leads fail to pan out - again and again - it might be time to rethink your approach. Deb Shinder offers some job search do's and don'ts.


You've got the credentials, the education and experience, and you haven't had a problem getting job interviews — but for some reason, you can't seem to close the deal. Leads that looked promising fizzle out after the first or second interview. Is it the economy, or is it something you're doing (or not doing)? As a once-upon-a-time personnel director who's interviewed many job candidates, I've been listening to some of my friends' tales of woe regarding their recent job searches. I put together a list of some of the reasons that otherwise good candidates don't make the final cut, over and over again.

Often, the problem stems from taking good, standardized advice about how to conduct a job search and implementing it in a way that ends up rubbing interviewers the wrong way.

Note: This article is also available as a PDF download.

1: Do toot your own horn — but not too loudly

It is absolutely appropriate to tell the interviewer about your accomplishments in a way that paints you in a positive light. What some job candidates don't understand is that when you come off as arrogant, when you sound as if you think you're better than everyone else, when you go overboard in singing your own praises, interviewers don't see that as positive.

It's always better if you can let others deliver the extreme accolades, even if second-hand. A letter of reference or a magazine article that refers to you as someone who "knows more about identity management than anyone else in the world" is likely to impress hiring authorities (unless, of course, the author is your mom or your spouse). Referring to yourself that way in your own résumé is more likely to just result in raised eyebrows. You don't want them breaking out the DSM-IV after you leave to review the symptoms of narcissistic personality disorder.

I actually saw a job hunter's email signature that said, "John Doe, visionary and industry thought leader." That's not a job description — it's an indicator of self-infatuation. Other terms to avoid in describing yourself include guru, foremost authority, and the ever-popular "minor god." Yes, I really saw that in a résumé and yes, I'm sure it was intended to be humorous. But it doesn't come across that way when it's embedded in a document that's supposed to be a serious summary of your suitability for a professional position.

Unless you're interviewing for the job of comedy writer, keep the laughs out of the résumé and confine any witty comments to the verbal interchange — and even then, be very, very careful. Humor is always a minefield when you're dealing with someone you don't know well. What one person finds hilarious may sound silly, or even offensive, to someone else.

2: Don't expect your network to do all the work for you

In today's very connected world, the value of personal networking in finding a job has been heavily emphasized. And it's absolutely true that when faced with two candidates with equal qualifications, most hiring authorities will lean toward the one who was referred by a mutual friend or acquaintance. It takes some of the "unknown" out of the equation — or at least it appears to. On the other hand, before you bring up the fact that you're best friends with the interviewer's old college roommate, it's a good idea to do some investigation and make sure there's no bad blood between the two of them.

When you're unemployed, job hunting is your job — and you should put the same amount of time and effort into it that you'd put into the job itself, if not more. Don't expect your network to carry you and don't focus only on the online variety of networking. The Internet is a great resource, but don't neglect more traditional channels for job leads, either. The more people you know — both online and off — the better your chances that one of them can provide you with a productive job lead or serve as a reference whose recommendation makes the difference.

3: Do follow up — but don't be a pest

When I was in my twenties, I was selected for a high level job in municipal government that I never expected to get. I didn't have any public sector experience and I was competing against more than 50 applicants, some of whom had worked for decades in public administration. About a dozen of us were chosen to interview before the whole city council — a terrifying experience at that age. Although I felt I'd done well in the interview, I was completely surprised when I got the call telling me to report to work.

Months later, one of the city council members told me that the council of five was divided between me and one other candidate, and that he had the deciding vote. And the thing that tipped that decision in my favor was the fact that I was the only person who had bothered to send a brief note to each council member, thanking them for the interview, following up on one of their questions (tailored individually to each of them), and restating my interest in the job.

Your follow-up strategy can make (or break) the deal. Some people take the advice to follow up on interviews as license to harass the interviewers, secretaries, HR personnel, and anyone else who might be involved in the hiring process. Daily phone calls or emails so they "won't forget you" are probably not a good idea, and I've seen it taken to that extreme. Definitely follow up once with each person who interviews you, as soon as possible after the interview. A second follow-up might be appropriate if the decision-making process drags out for several weeks. More than that and you begin to look like a pest.

The old adage "all things in moderation" is a good one when it comes to following up. That also means don't go overboard in your follow-up. Tell them why you were impressed by the organization, but don't gush. Don't get personal, either. You don't want the interviewer to think you fell in love with him/her and are going to turn into a stalker. And never, ever send gifts with your thank-you note; they could be construed as attempted bribes.

4: Do be prepared — but make sure your references are prepared, too

If you really want the job, you're likely to spend a lot of time trying to anticipate what you'll be asked in the interview and practicing what you'll say and how you'll say it. Part of being prepared involves having a list of references who can vouch for your capabilities and/or character. Don't just go with the first few people who come to mind or those whose addresses and phone numbers you happen to know without looking them up. (Believe it or not, that's the way some job hunters choose their references.)

Decide on your references beforehand and have all that information with you when you go in to interview if you haven't already been asked for it on an application form. It's usually best not to print your references on your résumé because you may want to use different references for different jobs. It's best to choose at least some of your references from members of the industry you're trying to get hired into, if possible. Don't list your former bosses as personal references; they will already be listed in your employment history. Former co-workers are fine, especially if they happen to be well respected in the industry. Don't list Senator X or some other high-placed official who's a friend of your uncle and doesn't really know you.

And no matter who your references are, tell them that you want to list them as references and ask if it's okay. Let them know what types of jobs you're applying for and when they might expect to be contacted. It can be disturbing to get a call saying, "My name is Joe Smith and I'm with the FBI. Please call me back." If your friend knows you've applied for a job with the bureau and have put him down as a reference, you'll save him a lot of grief. Otherwise, when he does find out what it's all about, he may be so annoyed with you that he won't give you the glowing reference you deserve.

5: Do be accommodating — but not obsequious

It goes without saying that when you're asking someone for a job, you should be nice. Don't get into arguments with your interviewers. Don't come on too strong and judgmental with your opinions, no matter how right you believe you are. Be flexible; if an interviewer calls and asks you to reschedule, be gracious and try to accommodate their schedule. After all, they're the ones with the most power in the relationship. Even if you're the ideal candidate and they are pursuing you doggedly, don't forget that nobody is indispensible. And even if you aren't really sure you want the job, you never know when you might encounter the interviewer(s) again in a completely different context, so it can never hurt to leave a good impression.

On the flip side, some job hunters take "being nice" a little too far. Don't fawn over the interviewer. Don't pretend an avid interest that you don't really have in all the same hobbies, paintings, authors, etc., that you might see evidence of in the interviewer's office. If you can find a genuine point of commonality, that's great. But fabricating one will often backfire on you. If you tell the interviewer how much you love sailing even though you've never been, you're going to feel pretty silly when you find yourself waist-deep in a conversation about masts and booms and halyards and sheets.

And even though you shouldn't get into a heated debate, it's not usually a good idea to mindlessly agree with absolutely everything the interviewer says. Today's business world is about teamwork and carrying your own weight. Few hiring authorities are looking for someone who has no opinions of his/her own or who is afraid to express any of them. In fact, some want an employee who thrives on controversy. This is where it pays to do your homework beforehand. Find out what the company's general philosophy is. Are most members of the organization staid, dull "yes men" (or "yes women") who play it safe at all costs? Or do those who have risen quickly in the company exhibit more of an independent streak? Don't pretend to be something you're not, but it's perfectly acceptable to accentuate or deemphasize certain sides of your personality, depending on the tone that's set by those at the top of the organization.

6: Don't expect them to "show you the money" too early

In today's economy, job candidates are more likely than ever to have money on the brain. Your bills are piling up and you need to pay them. Yes, you're interested in the job, but you want to know what it pays. You don't want to waste your time (and theirs) going through numerous interviews if the salary is too low for you to realistically consider. But this understandable concern can lead to making a sometimes-fatal mistake: bringing up money too early in the process.

Somewhat like a potential spouse, a potential employer wants to be loved for something other than money. If you bring it up too soon, it may appear that that's the only thing you care about. Realistically, interviewers know that money matters, but they want a chance to hook you on the job itself — and, frankly, they want to be sure you're someone they want to hook — before getting to the subject of compensation. Your focus should be on making them want you so badly that they'll use the compensation package to try to woo you.

So how do you avoid wasting your time on jobs that don't pay nearly enough? Again, do your homework. Research the average salaries for the type of position you're applying for within the industry and in that geographic region. The Internet makes this much easier than it used to be. If you're diligent enough, you may be able to find out what the job pays at that particular company. In the public sector, salaries, or at least ranges, are often pretty much set in stone by the budget, which is a public document (although for some high level positions, there is much more flexibility). It's easy to find out what the jobs pay because it's public record. In private companies, it can be more difficult. Some organizations frown heavily on employees disclosing the details of their compensation and some even make you sign nondisclosure agreements that cover the financial arrangements.

Nonetheless, people like to talk. If they're well paid, they like to brag. If they're not so well paid, they like to complain. That's especially true when they believe their comments are anonymous. Some directed Web searches can turn up a wealth of "private" information, as can casual conversations with friends who have friends who work for the company.

Even if you can't dig up the exact salary info, you can usually get a good idea about the pay scale based on the job description and the required qualifications. And if you find out that the last person who held the job made $50,000 less than your target salary, don't despair. Sometimes it's possible to turn an interview for one position into a springboard to a different, higher-paying position, even one that didn't previously exist — if you're good enough at selling yourself and your abilities.

7: Do clean up your online "house"

Just as the Internet has provided new resources for job hunters, it has also provided new ways for employers to conduct background investigations on those candidates. If you knew that the company you want to work for might send someone to your home to see how you live, you would probably take extra steps to get the house as clean as possible, and you certainly wouldn't leave your dirty laundry lying around in the living room. But many job candidates do leave their virtual "unmentionables" in plain sight on the Internet, even when they know that potential employers can see it if they happen to drop in.

Ideally, you should start thinking about your online reputation long before you need it to be pristine. Every time you post to a public forum, put up a personal Web page that's not password protected, or send a political diatribe to a widely distributed mailing list that's open to the public, you should think about whether you would be uncomfortable if it came to light during a job search. But even if you haven't been completely circumspect in the past, there are still things you can do to minimize the chances of an HR investigator coming across a photo of you drunk, dancing on the table in your underwear or that passionate post you made during the last election season about the candidate not of your choice.

If you have your own Web site, scrutinize it carefully and remove anything that's questionable. If in doubt, take it out. Some forums will also allow you to remove your own posts. If you have social networking pages where you (or your friends) get a little rowdy, check the privacy settings and make sure the pages can't be viewed by the general public.

For more tips, see Job Hunting? Don't Forget to Manage Your Online Rep.

8: Don't tell people about your chickens before they hatch

The interviews went well. You were called back for a second and third one. You got to the point of discussing salaries and the company's pay scale seemed to fit your expectations. You received positive feedback from all the interviewers and you were really excited about the prospect of working for this company. In fact, you were so excited that you posted all about it on your blog or told your 500 closest friends on Facebook (many of whom you've never met). Suddenly, it all went sour. You got no more calls from the company and when you finally got up the nerve to check back with them, you were told that the position had been filled.

What happened? Chances are that word of your premature announcement reached the wrong person. But even if it was something else entirely that caused you to lose out on the job, now you're stuck with explaining to all those friends that, ummm, no, you won't be starting work with XYZ Corporation after all. It makes you look flakey at best and at worst, it leaves people wondering what terrible blunder you made or what awful secret from your past was uncovered that caused you to be "fired" before you even started. They may even think twice before recommending you or referring you to an opening they know about. The moral: Don't celebrate until you're sure you have something to celebrate about.

9: Do upgrade to "Skills 2.0″

If you find yourself breezing through the initial interviews with HR and/or department supervisors with flying colors, but you fail to get a call-back after the more in-depth technical interviews that come next, consider brushing up on your skills. In the tech industry, in particular, things change fast, and a mastery of yesterday's technology won't get you as many points as an up-to-date skill set. If you were in the same job for a number of years and your company put off upgrading, you might have let your skills fall behind.

Oddly, you're likely to find that even if hiring companies haven't upgraded to the newest hardware and software themselves, many of them want to know that you know all about it (as well as the old stuff they're currently running). That's because a) they think — or at least hope — they will eventually move up to more current technology and b) they want someone onboard who is interested in constantly learning.

10: Don't give up: The right job, like the Truth, is out there

It can be easy to get discouraged if time after time, you get just so far in the application and interview process and then no further. But in times of high unemployment, it can take a while to find the right fit, no matter how qualified you might be. And remember that the higher up on the corporate food chain you're aiming, the longer it's liable to take to find a new job. Above all, don't give up and don't get sloppy. The right job for you could be the very next one you try for.

In the meantime, consider alternative means of bringing in income, such as consulting or writing in your field of expertise. You might even discover that you like being your own boss and can make a living at it that's as good as or better than what you were making as a "wage slave." Flexibility is the key, and that key can open the door to a new career that makes you thankful you lost or quit your old job.




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Friday, October 23, 2009

Tips to speed up defrag operations in Windows XP

Author: Greg Shultz

A simple way to speed up a defrag operation in Microsoft Windows XP is to restart the system before you launch the Defrag application. This allows the operating system to clear out the swap/paging file (may require a change in configuration for ultimate effect) and to reset it to the default size. This lets Defrag focus strictly on the necessary data on the hard disk, without having to stop and manage a huge swap file loaded with unneeded data.

Another approach to speeding up a defrag operation in Windows XP is to configure it to occur immediately upon startup. You can do so easily with a simple registry edit.

Note: Editing the Windows Registry is not without risk. Please save yourself some aggravation and back up your Windows Registry before you do any editing.

With the disclaimer out of the way, follow these steps to start a defrag operation immediately upon startup:

  • Launch the Registry Editor (Regedit.exe).
  • Go to:
    HKEY_LOCAL_MACHINE\SOFTWARE\Microsoft\Windows\CurrentVersion\RunOnce
  • Right-click the RunOnce subkey and select New | String Value.
  • Name the value Defrag and press [Enter] twice.
  • Type Defrag.exe c: /f in the Value Data text box and click OK.
  • Close the Registry Editor and restart Windows.

The defrag operation will begin when you type your password and press [Enter]. (Keep in mind that values added to the RunOnce key are removed immediately after the command has been run.)

Note: This tip applies to both Windows XP Home and Professional editions.

Monday, October 19, 2009

10 things to look for in a hardware-based firewall

Author: Erik Ecke


The firewall you choose can have a major impact on your organization's security and productivity. Here are 10 factors you don't want to overlook.


Firewalls play a critical role in protecting an organization's network from a never-ending list of Internet-borne threats. Firewall selection also often determines how easily remote locations connect to centralized systems to access essential resources or to complete important tasks. When you choose a hardware-based firewall, consider these 10 factors to ensure that your business maximizes its investment, security, and productivity.

Note: This article is also available as a PDF download.

1: Trusted security

Numerous entities market unified threat management devices. With a variety of business models, some network security devices include a broad range of features and services at premium prices, while others include only essential services but for lower cost.

Be sure to select a well-recognized and trusted platform. Barracuda, Cisco, SonicWALL, and WatchGuard are among the brands having carved market share, and they've earned that market share for good reason: They deliver trusted security. Whichever brand you select, confirm that the firewall is ICSA certified, the industry standard for packet inspection.

2: Approachability

Global multinational enterprises typically require excessive security controls, but even those organizations that need tremendous protection don't have to limit themselves to command-line-only configured equipment. Many firewall models deliver tight security and offer GUI-friendly administration.

The benefits are several. GUIs help prevent installation mistakes. GUIs make it easier to diagnose and correct failures. GUIs make it easier to train staff and implement changes, upgrades, and replacement.

When selecting a hardware-based firewall, consider the benefits of approachability. The easier a platform is to administer, the easier it will be to locate professionals capable of installing, maintaining, and troubleshooting the platform.

3: VPN support

A firewall's purpose isn't just to keep hackers and unauthorized traffic out of the network. A good firewall also establishes and monitors secure channels, enabling remote connectivity. Look for a hardware-based firewall that supports both SSL- and IPSec- protected VPN connections from similar devices (for point-to-point or site-to-site VPNs), as well as secure connections from traveling employees.

4: Capacity

Firewalls, due to their network role, typically serve as an organization's Internet gateway. Smaller offices may leverage a firewall in a dual capacity, to serve as both a security device and as a network switch. Larger organizations, meanwhile, usually just drop the firewall into a larger architecture in which the firewall's only role is to filter traffic.

Confirm that a firewall can manage assigned loads. This means ensuring that it has the appropriate number of Ethernet ports and the appropriate speeds (10Mbps/100Mbps and/or 1000Mbps, if necessary). But there's more. Ensure that the firewall you select and/or maintain has the CPU capacity necessary to perform packet inspection, gateway security services, and routing functions.

Pay close attention to the manufacturer's recommendations for maximum node support. Exceed a router's capacity and you'll experience errors, flat-out traffic denials due to lack of licenses, and/or unacceptable performance.

5: Technical support

Hardware fails. Worse, just because a device is new and fresh from the factory doesn't mean it will work properly. Check that 24×7 technical support is available and implement technical support contracts with the firewall's manufacturer.

Before purchasing, call a manufacturer's technical support team and ask configuration and deployment questions. The quickness and accuracy of the responses you receive will reveal much as to the service you will receive when the unit fails in the field.

6: Secure wireless

Even if an organization doesn't believe it's needed, consider hardware-based firewalls that include wireless network features. IT staff can deploy the units with the wireless service disabled. The costs of adding WLAN functionality to a new purchase are incremental, yet when guest access or network flexibility is required, secure wireless connectivity is just a few clicks away (and an entirely new router need not be purchased). And as an organization's needs change, the WLAN functionality may prove necessary.

7: Gateway security services

Many organizations successfully reduce costs by centralizing virus, spyware, and spam protection on their firewall. When comparing firewall capabilities and determining total costs of ownership, factor the cost savings that can result if you deploy these services on the firewall device, versus a traditional domain controller or other server.

8: Content filtering

While many IT departments are migrating to OpenDNS for content filtering purposes, some firewall manufacturers offer Web filtering subscriptions. The benefit is that all the network services associated with a business, from gateway security services to content filtering, can be consolidated on a single device. The drawback is that you have to pay for the privilege.

When reviewing potential hardware-based firewall solutions, consider your organization's needs and budget. Determine whether content filtering should be administered from the firewall. If the answer is yes, select a firewall that supports reliable, proven content filtering.

9: Advanced monitoring and reporting

Firewalls manage critical network tasks. Repeatedly throughout just one business day, a single router can block thousands of intrusion attempts, detect consolidated attacks, and log failing or failed network connections. But this information is helpful to network administrators only if it's available in a readily accessible format.

Look for firewalls that not only monitor important events, but that also log this data in compatible formats. A good firewall should generate email alerts, too, at least for critical events.

10: Failover

Some organizations require WAN failover, or redundant Internet connections with automatic fault detection and correction. Many firewall models don't have support for automatic failover. If that feature is critical to your organization, confirm that the model you select includes seamless failover; don't assume high-end firewalls include such functionality by default.

In addition, make sure the model you select supports the failover methods your organization will use. For example, a unit possessing two RJ-45 WAN Ethernet ports will do no good if the second connection is to run off a cellular card. In such cases, appropriate integrated USB support for GSM cards or adapters may be required.



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10 things they didn't tell you about mobile working

Author: Jeff Dray


Jeff Dray reflects on the role of mobile networking in his work as a roving IT support pro and shares some of the mobility "rules" he's discovered over the years.


After years spent supporting mobile devices and more years as a user of mobile data products, I felt it was time to note down some of my experiences. In some ways, mobile working is a liberating experience. But if you're not careful, it can follow you all the way home.

Note: This article originally appeared as an entry in our User Support blog. It's also available as a PDF download.

1: Portable equipment breaks

If you keep your Blackberry or PDA in your shirt pocket, don't lean over to look at things — it will fall out. Whether it falls onto a hard floor or down a toilet, the effect will be the same. If this does happen to you, take plenty of pictures. At least you might be able to publish it as a PDA "unpacked" article.

2: Synchronization is essential

A daily backup of your mobile device means that vital information isn't lost when the inevitable happens (see #1 above). If your diary is maintained by the office, it is essential to download the next day's appointments.

3: Big stuff disappears

If you are going to lose, leave behind, or forget something, it isn't usually something minor — it will be the AC adapter, USB cable, or the item itself.

4: Murphy's Law applies especially to mobile devices

In the UK, it is known as Sod's Law, but the effect is the same. You will drive out of network coverage just as you are getting details of a brilliant money-making opportunity or vital information about a key project. Know your geography as far as it relates to network coverage and find somewhere to stop if you think you are about to lose connection.

5: It can be tough to get a lunch break

Learn where the coverage black spots are and use them for uninterrupted breaks. This isn't laziness; people need their breaks and should be able to enjoy them in peace. There's always voicemail.

6: Communications will fail you at the worst time

Jeff's Law of Mobile Data Communications: The quality of a stable connection is in inverse proportion to the urgency of making it. This means that any trivial or unwelcome communication will have no trouble getting through. If you are being chased by wild dogs or angry customers, the display on your device will be the unwelcome message "No network" or "Emergency calls only."

7: The runaway stylus is gone forever

It is possible to render an expensive piece of equipment useless by losing or breaking the 50p stylus that comes with it. There must be dozens of them in my car, but without emptying it and ripping all the carpets out I am unlikely ever to see them again. Take care of them.

8: The phone is elusive

With the advent of Bluetooth headsets, I have discovered a new phenomenon that takes me back to a quandary I last experienced back in the 1960s, before the age of Caller ID. Sometimes when a phone call comes in, I can hear the phone ringing, but I don't know where it is. I can answer it with the Bluetooth headset but don't have the chance to see who it is. By the time I have disinterred the phone from under a pile of tools, jackets, and pieces of machinery, it will have gone to voicemail. I like to be able to see who is calling before I answer, so that I can greet them by name.

9: Information is at your fingertips… and it's impossible to read

Sometimes the PDA's capabilities exceed my own. I carry a device that has all the service manuals for every piece of equipment we sell, the entire global phone and e-mail listings for the company, our call logging system, and all the other Windows Mobile apps we know and love. Sadly, this is all shown on a two-inch screen, making spreadsheets, parts diagrams, and the global phone list all but unusable. Yes, you can zoom, but it is a slow and laborious process and nigh impossible if the sun is shining. (It sometimes does here.)

10: You may be perennially on the clock if you don't stand firm

All mobile data equipment comes with a vital component, the off switch. A friend of mine complained that his boss would call him at all hours of the day and night, stating that he had the right to do so because the mobile phone was supplied by the company. My answer to this is simple: When you finish work for the day, turn it off. When you go to a pub or restaurant, turn it off. When you go to bed, check that it is off. Turn it back on when it is time to start work again. Remember, your time is a marketable product. Don't devalue your skills by giving it away for free.




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Sunday, October 11, 2009

Use this cost/benefit model to prove IT value to clients

 by Rick Freedman

Takeaway: More now than ever, IT consultants are being required to demonstrate real, quantifiable benefits for the IT dollars that their clients are spending. Columnist Rick Freedman shares his own cost/benefit analysis model as well as some other examples.


As consultants, we're constantly being asked by customers—both internal and external—to justify those big-budget IT expenditures with more than fuzzy platitudes about increased productivity and enhanced communications.

How do IT consultants help their clients calculate the worth of the IT initiatives they implement? Variables related to the success of our solutions—such as the client's readiness for change and willingness to act on our recommendations—make committing to a quantifiable financial benefit risky. Yet, in this new environment of conservatism in IT expenditure, our ability and eagerness to apply measurable financial yardsticks to our work can mean the difference between selling that project and not. This column provides reasons why it's crucial to prove IT value, some models and examples for measuring "net value," and my own cost/benefit analysis worksheet that I use for client engagements.

Why now?
Earlier incarnations of IT spending were easier to justify, but now there's a whole industry dedicated to the substantiation of such expenditures. Douglas Hubbard, a principal at Hubbard Ross—a firm that specializes in applying financial metrics to IT projects—recently told CIO Magazine, "When you had a new mainframe program that replaced 30 workers, the benefit was obvious. But with e-business, groupware, and expert systems, you're not doing a head-count reduction—you're communicating better."

Hubbard Ross, with its Applied Information Economics methodology, is just one of a host of firms offering IT justification services. The Balanced Scorecard Collaborative is another firm that works with CIOs and other IT pros to develop cost/benefit analyses of IT programs. David Norton, one of the two original developers of the Balanced Scorecard and president of the collaborative, said: "There isn't a first-order relationship between IT investment and financial outcome. Investment in IT typically has a third-order financial effect."

While increases in customer satisfaction and loyalty can obviously have a positive effect on business, directly measuring that effect is challenging at best. Other firms, such as Cutter Information Corp. and QSM Associates, have developed their own proprietary models of IT value measurement. Even Microsoft has weighed in, with its Rapid Economic Justification (REJ) model, which is used to illustrate the benefits of implementing Microsoft products in the enterprise.

Download Freedman's cost/benefit analysis
A supplementary worksheet illustrates the ideas Rick discusses in this column. He has incorporated the most obvious costs and benefits that he describes here, and he has set up the sheet to present the "net value" of an IT investment. He's also included an example of one of his own recent projects, wherein he helped a telecommunications provider implement billing software that captured additional revenue and helped the client to gain efficiencies and enhance productivity. The new software was much easier to use and manage, thus ending an employee retention problem. All of these benefits were quantified, with the client's assistance, and are illustrated in the example worksheet. Download it now.

IT expenditures must align with business goals
A focus on the alignment of IT spending with corporate strategy is the first key element to justifying costs. As Microsoft states in its REJ white paper, "The goal is to ensure that any IT investment decision can be shown to be consistent with the organization's business objectives."

Directing justification efforts towards the organization's critical success factors and strategies makes obvious sense, especially in an environment where IT investment has been accused of being "technology for technology's sake."

Measuring costs and benefits is especially tricky. IT managers and consultants are usually skilled at estimating costs, based on experience in budgeting for projects and for ongoing operations. Many cost models, such as Gartner's Total Cost of Ownership (TCO) model, are well known and in widespread use for cost estimation. This model calculates project costs, such as capital outlays like hardware and software costs; labor costs for IT staff, consultants, and developers; training and support costs; hardware and software maintenance fees; and vendor fees such as data communications. There are some preexisting estimates that planners can use to plug in some of these numbers rather than trying to figure them out from scratch. For example, Gartner estimates that, for each user on an enterprise local area network (LAN), costs in 2001 will range from $7,091 to $13,485, including all labor and capital-related costs. Using this as a baseline cost number can be a start toward developing a value measurement for your IT project. (TechRepublic is an independent subsidiary of Gartner.)

The benefit side of the ledger is much more difficult. Once you get past the reductions in labor costs that some systems can provide, the financial benefits are much more slippery. Some possible IT system benefits include the following:
  • Increased revenue
  • Increases in productivity
  • Enhanced speed of processing
  • Enhanced customer satisfaction and loyalty
  • Reduction in support costs
  • Increased flexibility
  • Increased employee retention

Show them the money
Turning these ambiguous value statements into measurable dollar figures is the challenge. Let's take, for instance, a scenario where an organization is considering the migration to a new help-desk automation package, which promises to cut the time to process a customer support call in half. If that firm has 10 customer service reps, each earning $30,000 a year, cutting call time in half equals the addition of 10 new reps, with a total value of $300,000. Of course, until the software is implemented, we can't guarantee that the benefits will be as advertised, but a calculation like this at least gives us a rough starting point for our benefits calculations.

One thing the Internet bubble has taught us is that projections of revenue on the Web were all wet. Many companies made large investments in e-commerce systems in the Internet frenzy, and for some, such as Dell Computer, the payoff in increased revenue was real and substantial. For many others, the benefits were more ambiguous. We need to apply some cold reason to this area and make sure that our clients are being realistic about the revenue possibilities of Internet investments.

It's key in this benefit calculation scenario to encourage participation by the client. As an advisor, it's your responsibility to collaborate with the client and develop some similar financial metrics that apply to the project at hand. The clients understand the business requirements and are the appropriate source for ideas and metrics around their own key performance indicators. While we, as the consultants, should offer the framework for calculating IT value, there's no substitute for the client's participation in developing the figures for the hard-dollar estimates of value. Only the clients know what that extra communication or employee retention is worth in their environment.

Rick Freedman is the founder of Consulting Strategies Inc., a training firm that advises and mentors IT professional services firms in fundamental IT project management and consulting skills. He is author of The IT Consultant: A Commonsense Framework for Managing the Client Relationship and two upcoming works: The e-Consultant and Building the IT Consulting Practice, both scheduled for publication later this year.

How to communicate IT needs to management

by Rick Vanover

Takeaway: You're too busy managing your network to brief management about the needs and goals of the IT department, right? Think again. Communicating IT needs to management is a key prerequisite for IT success. Rick Vanover offers advice to help you do it right.

How many times have you been deadlocked with management over the direction of technology and the need to spend money on IT projects or upgrades? One way to address this problem is to get management informed—and keep it informed—about where technology is going and how it may affect the organization. In this article, I’ll give you some practical advice on communicating with management in order to keep your IT department on the right track.

Taking a look at your organization
Many organizations have slowly made IT a separate department within their organizational hierarchy. Often, IT departments report to a financial group (comptroller, CFO, etc.) or a general manager. The executives whom IT departments report to may or may not have the best understanding of what IT does.

IT is different from other departments in that executives may not always see the tangible benefits of where the money is going—but they’ll certainly notice the absence of IT spending if operations become inconsistent and productivity suffers.

This evolution of IT within an organization’s hierarchy may have created certain limitations. The people we report to may not really know what the management of technology in an organization requires. Life would be great if the CFO or comptroller of a company checked up on IT to see if it needed to include space in the budget for hardware end-of-life cycles, maintaining and updating support contracts, upgrading software platforms, or standardizing hardware platforms.

However, that’s not usually going to happen. We have to be proactive in keeping management informed of IT needs such as the ones mentioned above.

Most management personnel are aware of what other departments are doing and should be doing. For example, the general manager has a pretty good idea what marketing or sales does and what those departments need to meet their objectives within the organization. That’s not always the case with IT because IT is often fairly new as a department and its responsibilities are technical in nature. We must overcome this obstacle by a continuous stream of communication and education.

An opportunity for initiative
IT departments need to make management aware of the day-to-day affairs of the IT staff and keeping it informed of the changing trends and possibilities of the IT industry. Ways to accomplish this include getting management involved in meetings with vendors and IT planning sessions. This can keep management informed of what really goes on in IT and help it understand why we make some of the decisions we do. This can also help management in succession planning since there is generally a high turnover in IT. Figure A lists some suggestions for fostering better communications between IT and management.

Figure A





Management doesn’t need to be at every meeting or see everything that goes on, but select meetings and events that will allow management to see the big picture and understand why things occur the way they do will certainly help. If management can grasp some key technology concepts, it can become a partner that allows IT to do its job better. This collaboration can ultimately let IT better serve the organization itself, as well.

Some organizations, most notably IT companies, have created a new executive position, the CIO, who oversees IT operations and reports directly to the CEO or president of the organization. Organizations that have large, widespread IT departments should definitely consider changing their management structure to include a CIO. It may be worth approaching management executives about the possibility of having a CIO as part of your organization.

A scenario you may be experiencing
Let’s look at a real example of IT working with management. I can see many IT departments having a hard time convincing management that a technology such as Active Directory Services (ADS) for Windows 2000 should be implemented. From a technology standpoint, ADS for Win2K will set a framework for many next-generation software applications, such as Exchange 2000, and it will be a good platform for future implementations of enterprise applications and other distributed systems. From a business standpoint, ADS will not immediately affect the objective of the organization, although it may liberate time from system administrators to focus on more important things instead of dealing with domain trusts and network rights issues.

In the future, ADS will make network services such as e-mail, remote files, remote applications, and other resources truly beneficial to the enterprise. An organization that is Microsoft-friendly should strongly consider making Active Directory Services testing and planning for its environment a priority. Nevertheless, convincing management that effort and funds should be allocated to such a project may be difficult because it doesn’t offer a lot of immediate return on investment.

In this example, management may not need to know the details of what’s involved with moving an organization to ADS, but it would be beneficial if it understood and accepted that all future Microsoft enterprise software solutions, and thus many third-party solutions, will benefit greatly from this framework being correctly and carefully implemented. This will create a solid foundation for future IT projects and will eliminate the more daunting and costly task of having to implement ADS at the same time you deploy your next enterprise application, such as Exchange 2000.

Critical responsibility in decision making
IT management must be a good judge of technology and the needs of its organization, because, as you probably know, IT departments have made poor decisions in the past and consolidated around technologies that crashed and burned in the market.

10 ways to effectively estimate and control project costs

Author: Jeff Relkin 

Estimating what a project will cost is only half the battle; controlling those costs during the project and after delivery is equally critical.


Note: This information is based on a previously published article and is also available as a PDF download.

Building a better bottom line is just as important for an IT department as it is for the whole organization at the enterprise level. Implementing sound financial management within an IT framework is broader than simply being more efficient. Many factors are involved: an understanding of the main drivers of IT costs, aligning IT spending plans with overall business strategy, using financial resources efficiently, viewing IT expenditures as investments and having procedures to track their performance, and implementing sound processes for making IT investment decisions.

Estimating what a project will cost is only half the battle; controlling those costs during the project and after delivery is equally critical. In this article, we examine some methods to predict and manage costs, part of a sound basis for overall IT financial management.

1: Control baseline costs

Nondiscretionary money spent maintaining established IT systems is referred to as baseline costs. These are the "grin and bear it" costs, those required just to keep things going. Baseline costs constitute around 70 percent of all IT spending for the average organization, so this is a good place to start. These costs tend to creep over time due to the addition of new systems, meaning there's less money available for discretionary project work. Worse yet, this creep gives the appearance that IT costs are rising while the value derived from IT investments stays the same or actually goes down.

Fortunately, baseline costs can be easily controlled. Renegotiate vendor contracts, reexamine service levels, manage assets effectively, consolidate servers, sunset older applications, maintain a solid enterprise architecture, and practice good project and resource management. By so doing you can lower the percentage of the IT budget allocated to baseline costs and keep them in line, avoiding problems with opportunity costs. Think of IT projects as an investment portfolio; the idea is to maximize value and appreciation. Baseline costs are food, clothing, and shelter; we have to spend the money but it doesn't have to overwhelm the budget.

2: Acknowledge hidden IT spending impacts

Gartner estimates more than 10 percent of corporate technology spending occurs in business units, beyond the control of IT. Several factors contribute to increasing hidden IT spending:

  • Flat organizational models more difficult to rein in and control
  • Virtual enterprise structures ostensibly set up as nimble, agile organizational constructs but without regard for policy and procedure
  • Changing organizational authority where business unit managers are given (or take) responsibility for decentralized technology spending
  • Selective IT outsourcing, in which a business unit will independently decide it doesn't need to participate in overall enterprise architecture to fulfill its departmental mission

The impact of all this hidden technology spending can be profound and prevents IT from being able to control project costs. Architectural pollution from rogue projects can delay change, resulting in cost overruns and lost opportunities. Business unit-sponsored systems eventually become the responsibility of IT, increasing the cost of support and maintenance (there are those baseline costs again). Cultural biases in business units may conflict with overall strategic goals, increasing costs and resulting in the destabilization of information and knowledge. This is just as important for small companies as well as large; fundamental business decision-making is driven by solid information, and if we don't have it we can't do it.

3: Understand long-term application costs

As a general rule, ongoing application costs are about 40 percent to 60 percent of the original development cost for each year in an application's life cycle. Sound like a lot? These are the costs associated with application support, maintenance, operations, software licenses, infrastructure, and allocated help desk and operational staff. Controlling these ongoing costs is critical; as a component of baseline costs, they're necessary evils. Collect and maintain information about all new development work underway throughout the entire enterprise and actively participate in all projects as a value-added business partner. Communicate effectively and relentlessly; report to senior management anticipated costs both at the start of projects and at appropriate intervals thereafter. Don't forget to maintain a historical record of all costs.

4: Understand IT cost estimation truths

How good an estimator of project costs are you? I'm sorry to disappoint you, but no matter how good you think you are, you're not that good. None of us is; your crystal ball is just as cloudy as anyone else's. This is the single biggest reason IT projects have such a high failure rate. Remember: The cost of IT initiatives will typically exceed original estimates by an average of 100 percent.

Institutional knowledge is lacking as to the result of major initiatives, the advice and counsel of IT is routinely omitted or ignored, and business process change relies too heavily on IT ownership of those business processes. How often have you been called upon to estimate, if not virtually guarantee, a project cost before the scope has been fully defined?

As an IT professional, whatever your role on a project, you must provide business managers with parameters for setting funding expectations and force those business managers to explain why their assumptions are valid. If you're an IT manager, track all major development efforts throughout the enterprise and regardless of your role, participate in the creation of a knowledge base of maintenance and support costs to drive future verifiable and credible estimation. Don't underestimate the future costs of maintenance and support and whatever you do, don't make the classic cardinal error: Do not, under any circumstances, pad budgets in anticipation of an underestimation. Keep track of project costs as the project unfolds and communicate, immediately and vociferously, the instant you detect even the potential for an overrun.

5: Leverage current system investments

Applications, purchased software, networks, infrastructure, and any IT investment should all be regularly reviewed, at least on an annual basis, to ensure maximum value is being extracted and that original ROI goals are being met. Start with the original requirements and review them to ensure return on investment goals were delivered. Examine changes in the business and review new requests to determine whether they fit with the existing systems. Consider business reengineering. Review embedded processes to determine whether they're consistent with new organizational models and make changes where necessary. Review vendor and product features, making sure they still fit within the organization. Enterprise architecture is organic; it's not once and done. It changes over time. Keeping up with those changes allows for adjustments either at the periphery or by making modifications to existing components. This is an effective way to control overall costs.

6: Implement short-term cost cutting measures

Often we can control costs by putting in place tactical solutions. Short-term thinking can also be an effective tool in project cost estimation, in that it focuses us on the details. Getting from New York to Tokyo involves a fairly long flight, but we can't forget that we still have to figure out how we're going to get to the airport to begin with.

Try to postpone capital purchases as long as possible. This may not only provide time to negotiate better costs, but an idea for a less expensive solution may present itself after the project has begun. Always control project scope. Come to agreement as quickly as possible with business unit customers and sponsors as to the overall project scope and put that in writing. Have an effective change management process for the inevitable "just one more thing" discussions, which will limit or postpone until after project delivery the single biggest reason for cost overruns.

Try to control human resource spending. There are only two reasons to use external consultants–to fill a knowledge gap (we don't know how to do something) and to fill a resource gap (we have too few to complete the project on time). Negotiate the best possible rates and where possible, use fixed-price agreements rather than T&M (time and materials).

7: Implement long-term cost cutting measures

Be tactical, but don't forget to be strategic at the same time. Make sure there's an enterprise architecture; it's hard to put the puzzle together when you have no picture on the front of the box to go by. Eliminate duplicate processes and systems, eliminating unnecessary costs in the process. Reprioritize and rejustify all IT projects on a regular basis. Just because something made sense in January doesn't mean it still does in August, so why waste the budget? And outsource selectively. These are the costs that typically are the most controllable yet too often lead to the highest cost overruns.

8: Implement pricing and chargeback mechanisms

I once worked for a CIO at a Fortune 500 company who decided an internal chargeback process was needed to make business units more accountable for technology costs. He successfully implemented the new approach and was credited with saving the corporation many millions of dollars. He was also fired, because this approach is the one most fraught with political peril.

Absent a chargeback mechanism, business units tend to look upon IT as a giant free toystore. Put one in place and those same business units feel free to go to the outside to get more competitive technology pricing, and IT loses control and becomes marginalized.

If your company is going to consider this, there are ways to achieve both goals: making the business units accountable and maintaining central technology architectural control. Internal IT must be competitlve with external service providers. Periodic benchmarking exercises are key. Don't underestimate the substantial resources needed to effectively administer chargeback mechanisms to ensure that business units have all the information they need and no one feels at a disadvantage. IT must have a clear understanding of all costs and manage the demand appropriately. Use client satisfaction surveys and service level agreements (a good idea no matter what the circumstances) and always show a balance between costs and benefits.

9: Use governance to drive IT investment decisions

Too many organizations fly blind, with little synergy between IT and the business. In most organizations, IT is a discretionary expense center; there's a fundamental framework (baseline costs again) but most, if not all, of what's required beyond that isn't necessarily mission critical.

Enlightened organizations understand that IT is a value-added strategic business partner, and a successful collaboration between IT and the business drives significantly increased stakeholder value. Establish, or if one exists become a participant of, a strategy council to examine enterprise-level issues of strategy, politics, priorities, and funding. Set up a business council to define priorities, oversee projects, and measure (and communicate) project success across business units. This group must, of course, have the courage to cancel projects when that becomes necessary; not everything that starts must finish. Put together a technical council to develop guidelines and principles for technology standards and practices. These are three very different organizational constructs, and while there may be some overlap in terms of participation, the mission of each is mutually exclusive.

10: Quantify the value/benefit proposition for IT investments

Why do we do what we do? That's not an existential or rhetorical question. IT exists to provide value, to participate in the achievement of organizational strategic goals. How can we prove we've done so? Just because we've built a thing, that doesn't mean much. Does the thing work? Does the thing provide value? Is that value measurable and consistent with the corporate mission?

Some quantifiable benefits of IT work can be improved operating efficiencies, enhanced personal productivity, enhanced decision quality, and/or enabling or supporting organizational strategic initiatives. What's most critical is to ensure the credibility of any measurements used to justify IT investments and provide after-the-fact valuations. You may be working on a project that will reduce a process from five person-days' worth of work to two. Does that mean three people are going to be fired, with the resulting compensation cost saving attributable to your project? Probably not. Those folks will most likely be reassigned, so don't take credit for expense reductions that aren't going to happen.


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