Boş zamanlarımda hobi olarak kod yazıyorum, böylece hem bir uğraşım oluyor, hem de yeni teknolojileri takip etme şansı buluyorum. Geçenlerde ASP.Net MVC framework denemeleri yaparken tamamladığım basit bir web sitesi projem vardı; aşağıdaki yazı, bu web sitesini barındırabileceğim bir hosting şirketi ararken yaşadığım gerçek bir hikayedir.
Web sitesine ait altyapı : ASP.Net 4.5, MVC 5, MS SQL Server
İçerik : Microsoft’un VS Express 2013 içerisinde gelen identity framework altyapısını kullanan ve çok fazla kodsal değişiklik içermeyen basit bir resim listeleme sitesi.
Bildiğiniz gibi MVC 5 yeni bir teknoloji, dolayısıya bu desteği veren hosting şirketi bulmak epey zor. Özellikle sunucuları Türkiye’de olan, kurumsal bir hosting firması istediğim için alternatifler çok fazla değildi, bir de yeni trend olan “sınırsız hosting” istediğim için, sayı neredeyse sıfıra yaklaşmıştı.
Firmalarla ilgili yazdıklarım subjektif yorum içermemektedir ve yalnızca yaşanılan deneyimlere dayanmaktadır.
Jack Welch is one of the most prominent CEOs of the last century. He has earned name recognition from people around the world.
For the uninitiated, Jack Welch is the former CEO of General Electric. He assumed the role in 1981 and remained in the position until his retirement in 2001. Welch is candid and shoots straight from the hip. He pulls no punches and encourages entire companies to do the same.
And if there’s anything to know about Jack Welch, it’s this – he’s all about winning. If a company or division at GE was not first or second in its industry, it would be sold or closed. The ultra-competitive Welch wants to win. And he did a lot of that as CEO of General Electric:
If you deliver training for your team or your organization, then you probably know how important it is to measure its effectiveness.
After all, you don’t want to spend time or money on training that doesn’t provide a good return.
This is where Kirkpatrick’s Four-Level Training Evaluation Model can help you objectively analyze the effectiveness and impact of your training, so that you can improve it in the future.
In this article, we’ll look at each of the Kirkpatrick four levels, and we’ll examine how you can apply the model to evaluate training. We’ll also look at some of the situations where the model may not be useful.
If you asked a hundred sales professionals for their best tips on closing a sale, you would get a hundred different responses. You would hear the old school crowd preaching the benefits of the assumptive and Colombo closes. The newer breed would claim that a sale is simply the result of the relationship and rapport that you have built with the customer. While closing techniques are as varied as the sales professionals employing them, there are some tried and true tips to effectively close a sale.
There are a lot of different ways to approach sales, but they all tend to rely on the same skill set. Note that these are skills, not talents: talents are inborn, but skills are learned. Anyone can learn to be an effective salesperson, and good salespeople can become great ones by honing the following sales skills.
Lots of nice articles have been published on the net on both Service Oriented Architecture (SOA) and Enterprise Server Bus (ESB). This topic is being discussed quite heavily for last few years but started gaining weight as ESBs started getting more and more matured. To start this series, I am planning to put together information which I found to be very useful when I started working on this project. Some of this information has come from other blogs, company websites (JBOSS, IBM, Cape Clear, BEA, Microsoft etc.). I am planning to add my experiences when we carried out performance analysis of one of the ESB implementations.
Enterprise architecture has grown from being just a set of small pilots to being a fully sponsored and supported initiative within enterprises. With the growing demands to reduce costs, increase agility, and standardize IT environments, there has been a surge of enterprise architecture activity. According to Gartner and the MIT institute the growing complexities that span across process, information and software are among the three top CIO concerns. Additional pressures come from regulatory bodies that impose compliance guidelines on the industry (such as the Clinger-Cohen Act of 1996 or FFIEC Guidance). Compliance has been a catalyst for the formation of an enterprise architecture practice. This article will walk you through the daily challenges that an enterprise architect faces. By doing so, we hope to provide a unique perspective on this growing role in the IT industry.
Twenty years ago, a new field was born that soon came to be known as enterprise architecture. The field initially began to address two problems:
- System complexity—Organizations were spending more and more money building IT systems; and
- Poor business alignment—Organizations were finding it more and more difficult to keep those increasingly expensive IT systems aligned with business need.
The bottom line: more cost, less value. These problems, first recognized 20 years ago, have today reached a crisis point. The cost and complexity of IT systems have exponentially increased, while the chances of deriving real value from those systems have dramatically decreased.
Today’s bottom line: even more cost, even less value. Large organizations can no longer afford to ignore these problems. The field of enterprise architecture that 20 years ago seemed quaintly quixotic today seems powerfully prophetic.
Many enterprise-architectural methodologies have come and gone in the last 20 years. At this point, perhaps 90 percent of the field use one of these four methodologies:
- The Zachman Framework for Enterprise Architectures—Although self-described as a framework, is actually more accurately defined as a taxonomy
- The Open Group Architectural Framework (TOGAF)—Although called a framework, is actually more accurately defined as a process
- The Federal Enterprise Architecture—Can be viewed as either an implemented enterprise architecture or a proscriptive methodology for creating an enterprise architecture
- The Gartner Methodology—Can be best described as an enterprise architectural practice
Many organizations have been developing IT software without modeling but there have been various problems in realizing the “requirements to implementation”.
Primary issue continues to be that of communication.
The two keys to solving this problem are
- Distinct viewpoints for each stakeholder.
- Automated information passing between them.
Business people need to communicate IT requirements in their own terms.
System designers and developers need technical specifications and unambiguous designs.