Coincidiendo con la reactivación de la banca mayorista, COMPUTING ha organizado en colaboración con Neoris una mesa redonda en la que actores de la talla de BBVA, Banco Sabadell, Banco Pastor, Caja Madrid, la Caixa y Caixanova han compartido retos y experiencias en la gestión de operaciones sindicadas. Integración, gestión del riesgo, flexibilidad en la administración, gestión documental, análisis y visión cross-business son conceptos clave que marcarán la evolución de esta modalidad de banca.

Source: http://www.computing.es

Mit Hilfe von Cisco bietet Intelsat One eine globale terrestrische Architektur, die aus IP/MPLS-basierten Netzwerken, Faserverbindungen, Satellitenterminals und Standorten besteht. Das Netzwerk ist völlig integriert in Intelsats globale Satellitenflotte, die eine einzige Quelle für zusammenhängende Sprach-, Video- und Datenlösungen bietet.

«Intelsat One ersetzt Intelsats Global Connex-Netzwerk und reagiert auf die neu entstandenen Anforderungen von Medienunternehmen, Netzwerk-Serviceprovidern und Kunden aus dem öffentlichen Bereich. Intelsats Kunden werden von den erweiterten Servicemöglichkeiten, von den verbesserten Sicherheitsleistungen und von der vergrößerten Sichtbarkeit und Kontrolle der Services, die über das Intelsat-Netzwerk laufen, profitieren», erklärt Stephen Spengler, Vize-Präsident für Sales und Marketing beim Spezialisten für Fixed Satellite Services (FSS). „Intelsats Einsatz für eine hybride, terrestrische Satelliteninfrastruktur ist einzigartig im Vergleich zu anderen Satellitenbetreibern. Unsere Investition in Intelsat One vergrößert unsere Führungsrolle in diesem Bereich und baut unsere Leistungen auf der Erde und in der Luft aus.»

Source: http://www.funkschau.de

The KV-S5055C’s extreme speed and 200-sheet ADF, coupled with Panasonic’s industry-leading durability and multi-sensor ToughFeed mixed-document paper feed mechanism, make it an optimal choice for high-volume document processing centers in the health care, insurance, transportation, government, financial services and other vertical industries.

Exclusive KV-S5055C features include two paper-dust-reduction modules; an ion-rich breeze that neutralizes the electrical charge on documents and reduces dust throughout the paper path and an automatic scanning glass cleaning brush; Image Capture Pro software for intuitive, thumbnail-based control of complex scanning and filing processes; and single-key Double Feed Skip scanning resumption.

«Maximizing batch scanning productivity is as much about continuous running time as it is about raw speed,» Product Manager Bob Curci said. «Adding paper-dust reduction to our state-of-the-art double-feed protection and mixed size, thickness and alignment document-feeding technology eliminates having to interrupt a run to prevent image deterioration caused by dust accumulating on the glass.

«In designing the KV-S5055C, Panasonic engineers fine tuned and enhanced every possible workflow process involved in scanning paper documents, converting them to digital images and filing them on a PC or network server.»

Additional by-design KV-S5055C productivity features include smooth, flawless scanning of continuous forms up to 100 feet long, an optional flatbed module (KV-SS080) for scanning books, magazines, other bound or three-dimensional materials and multiple small objects which can be captured in one pass and separated into individual small files using Panasonic’s Multi-Crop editing tool, and an easy-access chassis for fast, end-user-friendly cleaning and roller replacement. 

The suggested retail price of Panasonic KV-S5055C is $5,495.

About Panasonic System Networks Company of America

Based in Secaucus, NJ, Panasonic System Networks Company of America is a unit of Panasonic Corporation of North America, the principal North American subsidiary of Panasonic Corporation (NYSE: PC) and the hub of Panasonic’s U.S. branding, marketing, sales, service and R&D operations. Panasonic is the global leader in corded PBX/IP PBX telephony systems and offers a complete suite of office productivity solutions and home communication and networking solutions, including cordless phones, network cameras, electronic whiteboards and photo and multi-function printers that provide convenience, style and ease-of-use for consumer and business applications. Information about Panasonic and its products is available at www.panasonic.com. Additional company information for journalists is available at www.panasonic.com/pressroom.

All brand names are trademarks and/or registered trademarks of their respective companies.

End users may obtain sales information by visiting http://www.panasonic.com/office or by contacting Panasonic at 1-800-742-8086 or 201-348-7000. Please do not publish the editorial contact telephone numbers. If you wish to review this or any other Panasonic document-imaging product, please contact Jeff Ayers at 516 609 9500.

Product images can be downloaded from Panasonic’s extranet site at b2b.Panasonic.com. Username: images, Password: images. Select Image Gallery from the dropdown menu, select a Product Category, choose the appropriate image file.

*Manufacturer’s suggested retail price. Resellers must decide for themselves the prices at which our products are actually advertised and sold.

1Paper dust mitigation via ion breeze and scanning glass cleaning brush

Source: http://pr-usa.net

Given this state of affairs, it’s crucial to understand the key benefits that might justify the disruption and cost of upgrading to SharePoint 2010. What follows are a list of new enhancements and subsystems that hold the greatest potential for law firms, which deserve consideration when developing your SharePoint 2010 strategy. Combined with an understanding of the unique circumstances at your firm, this information will help you to make the best decision as to whether and when an upgrade makes sense for you.

Microsoft heard the concerns of its customers with regards to scalability of document libraries. Document libraries can now handle millions of documents without difficulty, which makes SharePoint an even more interesting option for general purpose document management. In addition, new capabilities such as records management, tagging, and rating improve the ways documents stored in SharePoint can be managed and found.

A growing concern in many firms, as more and more documents have found their way into SharePoint, has been the lack of a robust records management capability. Most law firms found SharePoint 2007 unsuitable to manage records. SharePoint 2010 has reworked and expanded its records management functions to allow for multiple repositories, as well as the ability to designate documents as «in place» records, i.e., without the need to move them from the list in which they reside. Workflows move documents through their various lifecycle stages, including retention, archival, or destruction. Whether or not SharePoint 2010 can replace dedicated records management software for managing all firm records remains to be seen, but the new capabilities for records should greatly reduce concerns regarding the management of content stored in SharePoint.

With the ability to handle large numbers of documents, there is a need for more flexible storage management. While the default storage option continues to be Microsoft SQL Server, firms now have two additional options based on the External Blob Store and Remote Blob Store models. EBS and RBS both store document content on a file server rather than in a database, and differ primarily in which server on your SharePoint farm does the heavy lifting. With EBS, web front end servers intercept requests to read or write documents directly to a file server. With RBS, read-write tasks are performed by the SQL Server. EBS offloads processing from the SQL Server, but must be installed on all WFEs. RBS adds to SQL Server loads, but does not need to be replicated across WFEs.

The ability to reliably and quickly search across all documents and content related to client matters is a significant driver of law firm efficiency. The right content must be available to attorneys and legal staff, minimizing the need to spend precious time sifting through irrelevant documents. SharePoint 2010 includes the option to integrate the FAST search technology (acquired by Microsoft in 2009). FAST is a enterprise-level search engine that combines scalability to billions of documents, the ability to extract metadata (e.g., client name, industry, or area of law) from within the body of documents, deep-faceted search that enables rapid drill-down to only the needed documents, and thumbnail preview of office documents that allows users to avoid opening documents to determine relevance.

The FAST option will come at an additional licensing cost and increased complexity, so you will want to consider whether the additional scalability and features warrant the expense and effort. Without FAST, the native SharePoint search will still index and search content from SharePoint, Exchange, file servers, the internet, and other line-of-business applications via the Business Connectivity Service, formerly the Business Data Catalog.

Automated workflow was a diamond-in-the-rough in SharePoint 2007. Simple workflows could be created in SharePoint Designer, but there were significant (some would say severe) limitations. Among these was a user interface that made it difficult to visualize any but the most basic workflow logic, and the fact that workflows created through the Designer were tied to a specific list on a specific site. SharePoint Designer 2010 can now create workflows that are portable across sites, allowing non-programmers to author workflows that can be used by others anywhere on your SharePoint farm. In addition, workflows can be visually manipulated in Visio 2010, which makes it much easier to understand the business processes that a workflow is modeling.

Throughout SharePoint 2010 the process by which authorized users edit pages has been significantly simplified; having a similar feel to that of editing a Word document. Users can type text directly into the page, resize images, set colors and fonts, and perform other simple editing tasks in a more intuitive way. This should improve the ability of practice groups and departments to maintain their own content with limited support from IT. However, this ease of use may be a double-edged sword. As more users assume responsibility for authoring their own pages, increased governance around style and content will be required.

SharePoint 2007 wikis were clearly an afterthought. SharePoint 2010 significantly improves on the wiki functionality of its predecessor in several ways. First is support for multiple wiki page templates – for example, you might create different templates for a forms library or a general procedure. Second is the significantly improved page editor, which has the ability to embed web parts directly into wiki pages, enabling quite complex «mash-ups» of unstructured and structured content. As with all lists in SharePoint 2010, users can rate and tag pages, making it easier for others to find the wiki pages of greatest interest to them.

Many readers may have worked with the Business Data Catalog in SharePoint 2007. The BDC provided a means for connecting to external data stored in SQL Server, and displaying that data through the BDC web parts, or indexing it through SharePoint Search. Microsoft has re-branded the BDC as Business Connectivity Services, and expanded its functionality to allow for full read-write operations. This functionality is exposed through what appears to be a SharePoint list, so the user’s experience in editing SQL data is similar to that of editing data in a native SharePoint list. This opens up a host of possibilities to develop applications for which storing data in a SQL table is preferable to storing it in a SharePoint list.

SharePoint Workspace (formerly Groove) provides the ability to take SharePoint documents and data offline, edit that content, and resynchronize it back to SharePoint at a later time. This provides intriguing possibilities for travelling attorneys who need access to client or matter specific documents while at locations without easy access to the internet. For example, if an attorney will be appearing in a court without Wi-Fi, or is on an airplane in route to a client’s location, they could use SharePoint Workspace to view and edit copies of the needed documents until a connection becomes available.

Note, however, that offline access may be a feature with diminishing returns. The number of locations without internet access is rapidly diminishing. Also, one needs to consider the number of documents that will require synchronization. For small document libraries an offline copy may be feasible, whereas for libraries holding tens-of-gigabytes of content it may be better to require a direct connection through the SharePoint web interface.

The next version of SharePoint contains hundreds, if not thousands, of significant changes to its predecessor. They range from architectural enhancements to promote scalability to user-interface enhancements that bring SharePoint into conformance with Office 2007 and 2010 and everything in between. Given the sheer breadth and depth of these changes, most legal IT departments are likely to take an iterative approach to evaluating and deploying SharePoint 2010 — selecting those features and subsystems that offer the most value first, and then gradually layering on additional components as the benefits become clear.

Mark Gerow has more than 20 years of experience in IT, professional services and software product development and has provided consulting services to hundreds of companies throughout the San Francisco Bay Area and Northern California. He currently works for Fenwick & West, where he leads the application development team and is responsible for defining and implementing the firm’s intranet and extranet strategies using SharePoint technologies.

Source: http://www.law.com

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I got in late on Friday night to be greeted by my Mom and Dad and a tick…apparently Gizmo (our Pug) had attracted some nasty friends.

Saturday morning I awoke to the very sweet sounds of Matthew my 18 month old nephew. We were babysitting the darling boy all weekend while my sister and her husband were in the hospital with brand new Megan, baby girl born Friday at 10:58am…perfect baby. My aunt and uncle came into town and then we all went to meet the new baby. Saturday night I dressed in a vintage black dress (by vintage I mean a very sexy black dress made by my friend in HS 10 years ago). I paired the well fitting dress with pearl,s white gloves, and red lips. The occasion was a fashion show that I attended with a girlfriend. We ate yummy sushi and then viewed TC’s local fashion, and left the evening only after being photog’ed by City Pages, sneaking into VIP seats, and taking an oyster shot.

Sunday was met by another fabulous morning with my nephew, bright sunshine, a visit to the hospital to see Megan, and Shrek 2 and 3 with my mom.

Monday was another day with Matthew, shopping with my mom, visiting Megan, and watching Dancing w/ the Stars w/ Mom and Dad (and they say I’m never home).

Tuesday I visited Megan and Matthew bright and early before hitting the Dr. Then I watched a bit of old school 90210 before heading to my friend’s place in Loring Park. He and I caught up the gossip and then headed to Uptown for shopping and dining. After dropping him off I headed to a yoga class w/ another friend and then she and I enjoyed a quick drink at our old fav neighborhood hangout.

Wednesday, probably one of the best days of my life, was spent at a Twins game in their brand new stadium with my Venezuelan. I invited him to the game and he and I spent the day cuddling under an umbrella, holding hands on the streets of the Mpls, and listening to local music at his house. It was easily a perfect day spent with the man of my dreams. And then I finished the day off w/ another coupla girlfriends in Mpls.

Thursday, visited Matthew and Megan in the am, and then hair color, and then a wine patio on a very sunny day in Mpls, followed by nummy sushi with a girlfriend, followed by wine with another girlfriend. Three HH’s not to shabby.

Friday, early morning breakfast w/ friend, then I visited Grandma and Grandpa before taking a yoga class. Then I picked up a friend and she and I went to the opening of a play and then to a rock show featuring a friend of my Venezuelan. Yes, I saw my Venezuelan. Can’t say it was good as he showed up to the show w/ 2 girls in tow…I might be able to accept us for what we are, but I can’t help but feel jealous seeing him around other girls (more to come on this).

Saturday, was spent w/ Matthew and Megan and a couple of aunts, then to church and then to a girlfriends and then to dinner Thai style w/ more friends. Fun day.

Sunday, spent once again w/ my family Matthew and Megan et al. While I should have left back to the Chi at 2:00, I didn’t end up leaving for the Chi until 8:00pm. Why? Well, unexpectedly, Saturday night Big called…he was heading into Mpls from LA Sun night for a few days because his dad was having surgery. He agreed to upgrade his flight to arrive earlier, but not until 5:00pm. I didn’t think it would be right to leave town without seeing him. And so I did. Teaser-alert. That is all I will say for now, but seeing him was really eye-opening.

Alright then, apologies for the tedious post documenting every second of my vacation, but like I said, it was an amazing week and I want to remember it. It was filled w/ family, friends, and moments I will remember forever. It was also filled with potentially life-changing lessons including learning what it feels like to be in a loving couple, learning the importance of joy in our every day life, and learning that I possess the ability to create and manage the outcome of my own life.

Source: http://soberinthechi.blogspot.com

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Source: http://www.flickr.com

The position works closely with internal business units to analyze complex business problems related to our in-house business applications and workflow processes and to identify solutions. This position will also be responsible for creating and maintaining the operational and functional requirements and specifications that implement process improvements, business workflow improvements and application improvements.

• Analyzes complex business problems related to our technology, business process, and/or workflow to formulate and develop new or streamlined solutions.  Presents findings and alternative solutions to small or large groups including all levels of employees.

• Gathers, develops and maintains functional requirements and specifications related primarily to our core technology and complementary applications.

• Build strong relationships with each of the business areas and understand their needs and priorities. Translate these needs into process and technology requirements.

• Responsible for analyzing multiple entertainment industry business processes related to licensing, intellectual property management, and the corporate legal function.

• Perform system and data analysis – provide data models and taxonomy schemes that integrate with enterprise data exchange requirements.

• Facilitating and documenting key business meetings, checkpoints and reviews with all various levels of people within the organization including executive management.

• Ensure the nature and extent of the business needs and project requirements, are understood by project participants.

• Participate in the project justification and budgeting processes.

• Drive deep, meaningful dialog between business, organizational, and technical constituents in order to uncover optimal business processes and technology solutions.

• Serving as an expert in the client’s business, their issues/challenges to understand how to proactively bring strategic insight to their business.

• Develop and manage complete project plans from original concept through final implementation.

• May manage application deployment, training and support projects for IS&T so that they are:

i. Implemented in line with the needs of the business and its current goals.

ii. Prioritized to deliver the greatest value to the business.

• May participate in the development of acceptance testing scripts

• Assist with development and continuous improvement of Project Management best practices.

• Identifying and resolving project issues, including issue tracking and escalation.

• Assist in identifying resource requirements, both internal and external, for development projects.  Assist in recruiting and hiring of development resources with emphasis on technical skills evaluation.

• Assist with input for the development of project level budgets

• Actively participate in applications planning/strategy meetings and provide input on the most appropriate and effective use of applications.

• Provide input to the strategic planning process and plan the tactics for the implementation to meet established business goals; maintain knowledge of emerging technology and ensure that appropriate technology is applied and optimized within the function managed.

• Establish vision and goals for managed software that ties with overall Company direction. Adapts goals based on changes in our strategy.

• May be responsible for maintaining effective vendor relations.

• Work within the parameters of the documented Software Development Life Cycle standards.

• Deliver software solutions (both vendor and in-house) within the parameters of the IS&T standards for change control.

• Ensure all project requirements and/or objectives are properly documented and vigorously pursued. More specifically; Performing requirements analysis and gathering business system and functional requirements, including: business rules, data analysis, workflow analysis, and system functionality.

• Clear, consistent, regular communication with all project stakeholders at all levels, including presentations to senior management, creating agendas and meeting minutes.

• Managing diverse and potentially demanding business customers with a professional, courteous manner.

• Behavior and deliverables consistently demonstrate thought leadership.

• Able to successfully manage a varied workload with minimal intervention from Management.

• Provide concise, accurate status to management.

• Experience in re-engineering critical business processes for maximization of efficiency. Experience in business process consulting and analysis

• Extensive experience with writing detailed Requirements documents, Functional Specification and logic flow diagramming (including process decomposition).

• Experience developing collaborative relationships and partnerships with the business and technology departments that drive business results.

• Ability to translate high-level business strategy and vision into clearly defined business rules that can be translated into operational or technical specifications.  Ability to keep the big picture in mind while focusing on complex details and relationships.

• Management skills including the following:

• Ability to manage multiple projects from start to finish without intervention from management.

• Ability to handle “deadlock” or conflict situations and come to a mutually acceptable resolution.

• Ability to analyze both the successes and failures of projects and tasks to provide valuable information to the group.

• Superior communication and conversation skills as follows:

• Ability to receive/understand the intended message sent to you

• Ability to exert some control over the flow of the communication

• Ability to create milestones (clear, unambiguous targets of what, by when)

• Ability to establish appropriate means of communication

• Knowledge of current technology used within the MTVN IS&T organization including development tools and languages as well as various technical platforms used in the development of business systems.

Current technology includes:

 Microsoft Windows Server technologies  (2000, 2003, etc)

 Basic Networking (TCPIP, LAN-WAN, Network Topology as it relates to Applications)

 MS Office Suite – Office 2000 and forward (Word, Excel, Powerpoint, Outlook)

 SQL Server client server environment (Wintel and RS-6000/UNIX, Oracle, Microsoft)

 Microsoft Development Tools (C++, Visual Basic, VB.NET, ASP, ASP.NET)

 Other development tools include: HTML, OLAP tools

• Technical analysis of complex business systems and processes.

• Working knowledge of the Cable, Broadcast Network, Broadband Network, Wireless Content Distribution, and Entertainment industries. A background in Intellectual Property Rights Management is preferred.

• Must have a demonstrated knowledge of systems development life cycle with emphasis on the justification, planning, and design phases.

• Must have strong interpersonal and organization skills and be able to communicate clearly with, impact, influence many levels of co-workers, technical management, customers and/or external vendors.

• Must be able to work in a team environment or as a sole contributor.

• Ability to run database queries and develop reports utilizing Crystal Reports (or similar) to support analysis work.

•  Proficiency with PC tools for analysis, modeling and documentation.

Source: http://tbe.taleo.net

Studying up for my BGP+MPLS exam as part of the CCIP track and was working out some labs on BGP Confederations. We don’t use them at work so they were something that I’ve never experienced. First of all I can’t figure out why anyone would want to use them over route reflectors. A couple things I’ve learned:

1. Even though you build confederations, you still need to full-mesh each peer of a confederation. Add a new BGP speaking router, you’ve gotta update all of the peers within that confederation. I expected a confederation to act like a route reflector, but I guess now that is why route reflectors were developed.

2. Routers performing Inter-Confederation peering need to have ‘ebgp-multihop’ specified for those peers outside of it’s own confederation. This is what had me stuck the most because, like with everything else I’ve read, Cisco suggests and it makes best practice to use loopback interfaces when specifying iBGP neighbors. I was thrown off by ’sh ip bgp nei’ for Inter-Confederation peers as ‘Neighbor under common administration’ ie. iBGP but the first line should of grab my attention first:

I had got to the point of just moving on to the next router because after removing the config, restarting the router, debugging everything possible I figured it may just be a bug with GNS3; but that too didn’t make sense. Nothing in the Cisco BGP case study mentions that you need ebgp-multihop turned on when configuring Inter-Confederation peers ‘If you happen to use loopback interfaces’. I’m sure that there is going to be a test question on this somewhere.

Source: http://www.whoisbdk.com

Mas hoje recebi alguns links e informações sobre Certificação da Mikrotik, direto da Mikrotikls. Uma delas é a descrição e abrangência das diversas certificações disponíveis na empresa:

Source: http://www.bdibbs.com.br

LAN to WAN to ???

Location could limit the business.

Uses the Internet as point to point connection method isolating 2 networks joined together

Allows clients and staff to work off a website wherever and still do business

You really don’t pay for equipment and power etc.

Internet connection methods:

Bandwidth – Amount of data transferred from point to point in certain time measured in Kbps or Mbps

Broadband(width) – High speed, high bandwidth connections

Dial-up line – telephone line used for connection to ISP. charged for time spent using the line when occupied

Dedicated or leased line – Always on fixed price connection

Intranet – Company or institution’s internal «Internet»

Extranet – Linking clients from outside using username and password onto the Intranet normally after hours

Source: http://stdomsit.blogspot.com