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We Can Nickels The Apple This morning I arose at my staple generation, five AM likewise opened my main email memorandum. Ten messages awaited me. Each had a different common people autonym bounded by the \"from\" order, a first place name, still each had a other content. Surmise what, they were truly trading the twin product, Sildenafil. The on fire wages seems to be three dollars besides forty-nine cents besides it does not proposition what stripe you buy. Midway each docket I was supposed to browse onward Internet consign, which of juncture would upgrade the category of these selling essaies. No spam filter can filter these being the sending computer uses a random selection algorithm on a database of names plus subjects. Some would apprise this we want a law to prevent this; a law won't sustenance. We are always expecting government to solve our troubles, which of generation founds together with dilemmas. I opt for to with ease delete them minus ado, including of reign, if I needed the product, never buy it within reach procedure. But it is a pain interpolated the annus. Bounded by the early days of computers, throughout computer engineers furthermore salespeople were pattern plus lore together, we tried to sense largely the rubrics computers would be used intervening the interval. We never composition of this genre to annoy masses, yet it is the bill we face value since care of palaver centrally located this major league province still worldwide. If we proposition the indispensable messages, we can progress the heavenly body considering no leader can rear a channels to hang good messages if we dispensation the moduss the spam senders discriminate sired. Wes Zimmerman

Tags: computer, messages, generation, product, law

  Scrums are the most dangerous phase in rugby, since a collapse or improper engage can lead to a front row player damaging or even breaking his neck. — Wikipedia When I was growing up, cholesterol used to be bad for you. It was easy to remember. Fat, bad. Cholesterol bad. Salt, bad. Everything, bad. Nowadays, though, they differentiate between "good" cholesterol and "bad" cholesterol, as if we're supposed to be able to distinguish them somehow. And it was weird when they switched it up on us, because it was as if the FDA had suddenly issued a press release announcing that there are, in fact, two kinds of rat poison: Good Rat Poison and Bad Rat Poison, and you should eat a lot of the Good kind, and none of the Bad kind, and definitely not mix them up or anything. Up until maybe a year ago, I had a pretty one-dimensional view of so-called "Agile" programming, namely that it's an idiotic fad-diet of a marketing scam making the rounds as yet another technological virus implanting itself in naive programmers who've never read "No Silver Bullet", the kinds of programmers who buy extended warranties and self-help books and believe their bosses genuinely care about them as people, the kinds of programmers who attend conferences to make friends and who don't know how to avoid eye contact with leaflet-waving fanatics in airports and who believe writing shit on index cards will suddenly make software development easier. You know. Chumps. That's the word I'm looking for. My bad-cholesterol view was that Agile Methodologies are for chumps. But I've had a lot of opportunity to observe various flavors of Agile-ism in action lately, and I now think I was only about 90% right. It turns out there's a good kind of Agile, although it's taken me a long time to be able to see it clearly amidst all the hype and kowtowing and moaning feverishly about scrums and whatnot. I have a pretty clear picture of it now. And you can attend my seminar on it for the low, low price of $499.95! Hahaha, chump! No, just kidding. You'll only find seminars about the Bad kind of Agile. And if in the future you ever find me touring around as an Agile Consultant, charging audiences to hear my deep wisdom and insight about Agile Development, you have my permission to cut my balls off. If I say I was just kidding, say I told you I'd say that. If I then say I'm Tyler Durden and I order you not to cut my balls off , say I definitely said I was going to say that , and then you cut 'em right off. I'll just go right ahead and tell you about the Good Kind, free of charge. It's kinda hard to talk about Good Agile and Bad Agile in isolation, so I might talk about them together. But I'll be sure to label the Good kind with a happy rat, and the Bad kind with a sad dead rat, so you'll always know the difference. The Bad Heading Back in Ye Olden Dayes, most companies approached software development as follows: - hire a bunch of engineers, then hire more. - dream up a project. - set a date for when they want it launched. - put some engineers on it. - whip them until they're either dead or it's launched. or both. - throw a cheap-ass pathetic little party, maybe. This step is optional. - then start over. Thank goodness that doesn't happen at your company, eh now? Whew! Interestingly, this is also exactly how non-technical companies (like, say, Chrysler) handled software development. Except they didn't hire the engineers. Instead, they contracted with software consultants, and they'd hand the consultants 2-year project specs, and demanded the consultants finish everything on time plus all the crap the customer threw in and/or changed after signing the contract. And then it'd all fall apart and the contractors wouldn't get paid, and everyone was really miffed. So some of the consultants began to think: "Hey, if these companies insist on acting like infants, then we should treat them like infants!" And so they did. When a company said "we want features A through Z", the consultants would get these big index cards and write "A" on the first one, "B" on the second one, etc., along with time estimates, and then post them on their wall. Then when the customer wanted to add something, the consultant could point at the wall and say: "OK, boy . Which one of these cards do you want to replace , BOY? " Is it any wonder Chrysler canceled the project? So the consultants, now having lost their primary customer, were at a bar one day, and one of them (named L. Ron Hubbard) said: "This nickel-a-line-of-code gig is lame. You know where the real money is at? You start your own religion." And that's how both Extreme Programming and Scientology were born. Well, people pretty quickly demonstrated that XP was a load of crap. Take Pair Programming, for instance. It's one of the more spectacular failures of XP. None of the Agileytes likes to talk about it much, but let's face it: nobody does it. The rationale was something like: "well if ONE programmer sitting at a terminal is good, then TEN must be better, because MORE is ALWAYS better! But most terminals can only comfortably fit TWO programmers, so we'll call it PAIR programming!" You have to cut them a little slack; they'd been dealing with the corporate equivalent of pre-schoolers for years, and that really messes with a person. But the thing is, viruses are really hard to kill, especially the meme kind. After everyone had gotten all worked up about this whole Agile thing (and sure, everyone wants to be more productive), there was a lot of face to be lost by admitting failure. So some other kinds of Agile "Methodologies" sprang up, and they all claimed that even though all the other ones were busted, their method worked! I mean, go look at some of their sites. Tell me that's not an infomercial. C'mon, just try. It's embarrassing even to look at the thing. Yeah. Well, they make money hand over fist, because of P.T. Barnum's Law, just like Scientology does. Can't really fault 'em. Some people are just dying to be parted with their cash. And their dignity. The rest of us have all known that Agile Methodologies are stupid, by application of any of the following well-known laws of marketing: - anything that calls itself a "Methodology" is stupid, on general principle. - anything that requires "evangelists" and offers seminars, exists soley for the purpose of making money. - anything that never mentions any competition or alternatives is dubiously self-serving. - anything that does diagrams with hand-wavy math is stupid, on general principle. And by "stupid", I mean it's "incredibly brilliant marketing targeted at stupid people." In any case, the consultants kept going with their road shows and glossy pamphlets. Initially, I'm sure they went after corporations; they were looking to sign flexible contracts that allowed them to deliver "whatever" in "2 weeks" on a recurring basis until the client went bankrupt. But I'm equally sure they couldn't find many clients dumb enough to sign such a contract. That's when the consultants decided to take their road show to YOU. Why not take it inside the companies and sell it there, to the developers? There are plenty of companies who use the whip-cycle of development I outlined above, so presumably some of the middle managers and tech leads would be amenable to hearing about how there's this low-cost way out of their hellish existence. And that, friends, was exactly, precisely the point at which they went from "harmless buffoons" to "potentially dangerous", because before they were just bilking fat companies too stupid to develop their own software, but now the manager down the hall from me might get infected. And most places don't have a very good quarantine mechanism for this rather awkward situation: i.e., an otherwise smart manager has become "ill", and is waving XP books and index cards and spouting stuff about how much more productive his team is on account of all this newfound extra bureaucracy. How do we know it's not more productive? Well, it's a slippery problem. Observe that it must be a slippery problem, or it all would have been debunked fair and square by now. But it's exceptionally difficult to measure software developer productivity, for all sorts of famous reasons. And it's even harder to perform anything resembling a valid scientific experiment in software development. You can't have the same team do the same project twice; a bunch of stuff changes the second time around. You can't have 2 teams do the same project; it's too hard to control all the variables, and it's prohibitively expensive to try it in any case. The same team doing 2 different projects in a row isn't an experiment either. About the best you can do is gather statistical data across a lot of teams doing a lot of projects, and try to identify similarities, and perform some regressions, and hope you find some meaningful correlations. But where does the data come from? Companies aren't going to give you their internal data, if they even keep that kind of thing around. Most don't; they cover up their schedule failures and they move on, ever optimistic. Well if you can't do experiments and you can't do proofs, there isn't much science going on. That's why it's a slippery problem. It's why fad diets are still enormously popular. People want fad diets to work, oh boy you bet they do, even I want them to work. And you can point to all these statistically meaningless anecdotes about how Joe lost 35 pounds on this one diet, and all those people who desperately want to be thinner will think "hey, it can't hurt. I'll give it a try." That is exactly what I hear people say, every time a team talks themselves into trying an Agile Methodology. It's not a coincidence. But writing about Bad Agile alone is almost guaranteed to be ineffective. I mean, you can write about how lame Scientology is, or how lame fad diets are, but it's not clear that you're changing anyone's mind. Quitting a viral meme is harder than quitting smoking. I've done both. In order to have the right impact, you have to offer an alternative, and I didn't have one before, not one that I could articulate clearly. One of the (many) problems with Bad Agile is that they condescendingly lump all non-Agile development practices together into two buckets: Waterfall and Cowboy. Waterfall is known to be bad; I hope we can just take that as an axiom today. But what about so-called Cowboy programming, which the Agileers define as "each member of the team does what he or she thinks is best"? Is it true that this is the only other development process? And is Cowboy Programming actually bad? They say it as if it's obviously bad, but they're not super clear on how or why, other than to assert that it's, you know, "chaos". Well, as I mentioned, over the past year I've had the opportunity to watch both Bad Agile and Good Agile in motion, and I've asked the teams and tech leads (using both the Bad and Good forms) lots of questions: how they're doing, how they're feeling, how their process is working. I was really curious, in part because I'd consented to try Agile last Christmas ("hey, it can't hurt"), and wound up arguing with a teammate over exactly what metadata is allowed on index cards before giving up in disgust. Also in part because I had some friends on a team who were getting kind of exhausted from what appeared to be a Death March, and that kind of thing doesn't seem to happen very often at Google. So I dug in, and for a year, I watched and learned. The Good Head (cue happy rat) I'm going to talk a little about Google's software development process. It's not the whole picture, of course, but it should suffice for today. I've been there for almost a year and a half now, and it took a while, but I think I get it now. Mostly. I'm still learning. But I'll share what I've got so far. From a high level, Google's process probably does look like chaos to someone from a more traditional software development company. As a newcomer, some of the things that leap out at you include: - there are managers, sort of, but most of them code at least half-time, making them more like tech leads. - developers can switch teams and/or projects any time they want, no questions asked; just say the word and the movers will show up the next day to put you in your new office with your new team. - Google has a philosophy of not ever telling developers what to work on, and they take it pretty seriously. - developers are strongly encouraged to spend 20% of their time (and I mean their M-F, 8-5 time, not weekends or personal time) working on whatever they want, as long as it's not their main project. - there aren't very many meetings. I'd say an average developer attends perhaps 3 meetings a week, including their 1:1 with their lead. - it's quiet. Engineers are quietly focused on their work, as individuals or sometimes in little groups or 2 to 5. - there aren't Gantt charts or date-task-owner spreadsheets or any other visible project-management artifacts in evidence, not that I've ever seen. - even during the relatively rare crunch periods, people still go get lunch and dinner, which are (famously) always free and tasty, and they don't work insane hours unless they want to. These are generalizations, sure. Old-timers will no doubt have a slightly different view, just as my view of Amazon is slightly biased by having been there in 1998 when it was a pretty crazy place. But I think most Googlers would agree that my generalizations here are pretty accurate. How could this ever work? I get that question a lot. Heck, I asked it myself. What's to stop engineers from leaving all the trouble projects, leaving behind bug-ridden operational nightmares? What keeps engineers working towards the corporate goals if they can work on whatever they want? How do the most important projects get staffed appropriately? How do engineers not get so fat that they routinely get stuck in stairwells and have to be cut out by the Fire Department? I'll answer the latter question briefly, then get to the others. In short: we have this thing called the Noogler Fifteen, named after the Frosh Fifteen: the 15 pounds that many college freshmen put on when they arrive in the land of Stress and Pizza. Google has solved the problem by lubricating the stairwells. As to the rest of your questions, I think most of them have the same small number of answers. First, and arguably most importantly, Google drives behavior through incentives. Engineers working on important projects are, on average, rewarded more than those on less-important projects. You can choose to work on a far-fetched research-y kind of project that may never be practical to anyone, but the work will have to be a reward unto itself. If it turns out you were right and everyone else was wrong (the startup's dream), and your little project turns out to be tremendously impactful, then you'll be rewarded for it. Guaranteed. The rewards and incentives are too numerous to talk about here, but the financial incentives range from gift certificates and massage coupons up through giant bonuses and stock grants, where I won't define "giant" precisely, but think of Google's scale and let your imagination run a bit wild, and you probably won't miss the mark by much. There are other incentives. One is that Google a peer-review oriented culture, and earning the respect of your peers means a lot there. More than it does at other places, I think. This is in part because it's just the way the culture works; it's something that was put in place early on and has managed to become habitual. It's also true because your peers are so damn smart that earning their respect is a huge deal. And it's true because your actual performance review is almost entirely based on your peer reviews, so it has an indirect financial impact on you. Another incentive is that every quarter, without fail, they have a long all-hands in which they show every single project that launched to everyone, and put up the names and faces of the teams (always small) who launched each one, and everyone applauds. Gives me a tingle just to think about it. Google takes launching very seriously, and I think that being recognized for launching something cool might be the strongest incentive across the company. At least it feels that way to me. And there are still other incentives; the list goes on and ON and ON ; the perks are over the top, and the rewards are over the top, and everything there is so comically over the top that you have no choice, as an outsider, but to assume that everything the recruiter is telling you is a baldfaced lie, because there's no possible way a company could be that generous to all of its employees, all of them, I mean even the contractors who clean the micro-kitchens, they get these totally awesome "Google Micro-Kitchen Staff" shirts and fleeces. There is nothing like it on the face of this earth. I could talk for hours , days about how amazing it is to work at Google, and I wouldn't be done. And they're not done either. Every week it seems like there's a new perk, a new benefit, a new improvement, a new survey asking us all if there's any possible way in which life at Google could be better. I might have been mistaken, actually. Having your name and picture up on that big screen at End of Quarter may not be the biggest incentive. The thing that drives the right behavior at Google, more than anything else, more than all the other things combined, is gratitude . You can't help but want to do your absolute best for Google; you feel like you owe it to them for taking such incredibly good care of you. OK, incentives. You've got the idea. Sort of. I mean, you have a sketch of it. When friends who aren't at Google ask me how it is working at Google — and this applies to all my friends at all other companies equally, not just companies I've worked at — I feel just how you'd feel if you'd just gotten out of prison, and your prison buddies, all of whom were sentenced in their early teens, are writing to you and asking you what it's like "on the outside". I mean, what would you tell them? I tell 'em it's not too bad at all. Can't complain. Pretty decent, all in all. Although the incentive-based culture is a huge factor in making things work the way they do, it only addresses how to get engineers to work on the "right" things. It doesn't address how to get those things done efficiently and effectively. So I'll tell you a little about how they approach projects. Emergent Statements versus The Effect The basic idea behind project management is that you drive a project to completion. It's an overt process, a shepherding: by dint of leadership, and organization, and sheer force of will, you cause something to happen that wouldn't otherwise have happened on its own. Project management comes in many flavors, from lightweight to heavyweight, but all flavors share the property that they are external forces acting on an organization. At Google, projects launch because it's the least-energy state for the system. Before I go on, I'll concede that this is a pretty bold claim, and that it's not entirely true. We do have project managers and product managers and people managers and tech leads and so on. But the amount of energy they need to add to the system is far less than what's typically needed in our industry. It's more of an occasional nudge than a full-fledged continuous push. Once in a while, a team needs a bigger nudge, and senior management needs to come in and do the nudging, just like anywhere else. But there's no pushing. Incidentally, Google is a polite company, so there's no yelling, nor wailing and gnashing of teeth, nor escalation and finger-pointing, nor any of the artifacts produced at companies where senior management yells a lot. Hobbes tells us that organizations reflect their leaders; we all know that. The folks up top at Google are polite, hence so is everyone else. Anyway, I claimed that launching projects is the natural state that Google's internal ecosystem tends towards, and it's because they pump so much energy into pointing people in that direction. All your needs are taken care of so that you can focus, and as I've described, there are lots of incentives for focusing on things that Google likes. So launches become an emergent property of the system. This eliminates the need for a bunch of standard project management ideas and methods: all the ones concerned with dealing with slackers, calling bluffs on estimates, forcing people to come to consensus on shared design issues, and so on. You don't need "war team meetings," and you don't need status reports. You don't need them because people are already incented to do the right things and to work together well. The project management techniques that Google does use are more like oil than fuel: things to let the project keep running smoothly, as opposed to things that force the project to move forward. There are plenty of meeting rooms, and there's plenty of open space for people to go chat. Teams are always situated close together in fishbowl-style open seating, so that pair programming happens exactly when it's needed (say 5% of the time), and never otherwise. Google generally recognizes that the middle of the day is prone to interruptions, even at quiet companies, so many engineers are likely to shift their hours and come in very early or stay very late in order to find time to truly concentrate on programming. So meetings only happen in the middle of the day; it's very unusual to see a meeting start before 10am or after 4:30pm. Scheduling meetings outside that band necessarily eats into the time when engineers are actually trying to implement the things they're meeting about, so they don't do it. Google isn't the only place where projects are run this way. Two other kinds of organizations leap to mind when you think of Google's approach: startup companies, and grad schools. Google can be considered a fusion of the startup and grad-school mentalities: on the one hand, it's a hurry-up, let's get something out now, do the simplest thing that could work and we'll grow it later startup-style approach. On the other, it's relatively relaxed and low-key; we have hard problems to solve that nobody else has ever solved, but it's a marathon not a sprint, and focusing requires deep concentration, not frenzied meetings. And at the intersection of the two, startups and grad schools are both fertile innovation ground in which the participants carry a great deal of individual responsibility for the outcome. It's all been done before; the only thing that's really surprising is that Google has managed to make it scale. The scaling is not an accident. Google works really hard on the problem, and they realize that having scaled this far is no guarantee it'll continue, so they're vigilant. That's a good word for it. They're always on the lookout to make sure the way of life and the overall level of productivity continue (or even improve) as they grow. Google is an exceptionally disciplined company, from a software-engineering perspective. They take things like unit testing, design documents and code reviews more seriously than any other company I've even heard about. They work hard to keep their house in order at all times, and there are strict rules and guidelines in place that prevent engineers and teams from doing things their own way. The result: the whole code base looks the same, so switching teams and sharing code are both far easier than they are at other places. And engineers need great tools, of course, so Google hires great people to build their tools, and they encourage engineers (using incentives) to pitch in on tools work whenever they have an inclination in that direction. The result: Google has great tools, world-class tools, and they just keep getting better. The list goes on. I could talk for days about the amazing rigor behind Google's approach to software engineering. But the main takeaway is that their scaling (both technological and organizational) is not an accident. And once you're up to speed on the Google way of doing things, it all proceeds fairly effortlessly — again, on average, and compared to software development at many other companies. The Tyranny of the Vocabulary We're almost done. The last thing I want to talk about here is dates . Traditional software development can safely be called Date-Oriented Programming, almost without exception. Startup companies have a clock set by their investors and their budget. Big clients set target dates for their consultants. Sales people and product managers set target dates based on their evaluation of market conditions. Engineers set dates based on estimates of previous work that seems similar. All estimation is done through rose-colored glasses, and everyone forgets just how painful it was the last time around. Everyone picks dates out of the air. "This feels like it should take about 3 weeks.""It sure would be nice to have this available for customers by beginning of Q4.""Let's try to have that done by tomorrow." Most of us in our industry are date-driven. There's always a next milestone, always a deadline, always some date-driven goal to it. The only exceptions I can think of to this rule are: 1) Open-source software projects. 2) Grad school projects. 3) Google. Most people take it for granted that you want to pick a date. Even my favorite book on software project management, "The Mythical Man-Month", assumes that you need schedule estimates. If you're in the habit of pre-announcing your software, then the general public usually wants a timeframe, which implies a date. This is, I think, one of the reasons Google tends not to pre-announce. They really do understand that you can't rush good cooking, you can't rush babies out, and you can't rush software development. If the three exceptions I listed above aren't driven by dates, then what drives them? To some extent it's just the creative urge, the desire to produce things; all good engineers have it. (There are many people in our industry who do this gig "for a living", and they go home and don't think about it until the next day. Open source software exists precisely because there are people who are better than that.) But let's be careful: it's not just the creative urge; that's not always directed enough, and it's not always incentive enough. Google is unquestionably driven by time , in the sense that they want things done "as fast as possible". They have many fierce, brilliant competitors, and they have to slake their thirsty investors' need for growth, and each of us has some long-term plans and deliverables we'd like to see come to fruition in our lifetimes. The difference is that Google isn't foolish enough or presumptuous enough to claim to know how long stuff should take. So the only company-wide dates I'm ever aware of are the ends of each quarter, because everyone's scrambling to get on that big launch screen and get the applause and gifts and bonuses and team trips and all the other good that comes of launching things with big impact at Google. Everything in between is just a continuum of days, in which everyone works at optimal productivity, which is different for each person. We all have work-life balance choices to make, and Google is a place where any reasonable choice you make can be accommodated, and can be rewarding. Optimal productivity is also a function of training, and Google offers tons of it, including dozens of tech talks every week by internal and external speakers, all of which are archived permanently so you can view them whenever you like. Google gives you access to any resources you need in order to get your job done, or to learn how to get your job done. And optimal productivity is partly a function of the machine and context in which you're operating: the quality of your code base, your tools, your documentation, your computing platform, your teammates, even the quality of the time you have during the day, which should be food-filled and largely free of interrupts. Then all you need is a work queue. That's it. You want hand-wavy math? I've got it in abundance: software development modeled on queuing theory. Not too far off the mark, though; many folks in our industry have noticed that organizational models are a lot like software models. With nothing more than a work queue (a priority queue, of course), you immediately attain most of the supposedly magical benefits of Agile Methodologies. And make no mistake, it's better to have it in software than on a bunch of index cards. If you're not convinced, then I will steal your index cards. With a priority queue, you have a dumping-ground for any and all ideas (and bugs) that people suggest as the project unfolds. No engineer is ever idle, unless the queue is empty, which by definition means the project has launched. Tasks can be suspended and resumed simply by putting them back in the queue with appropriate notes or documentation. You always know how much work is left, and if you like, you can make time estimates based on the remaining tasks. You can examine closed work items to infer anything from bug regression rates to (if you like) individual productivity. You can see which tasks are often passed over, which can help you discover root causes of pain in the organization. A work queue is completely transparent, so there is minimal risk of accidental duplication of work. And so on. The list goes on, and on, and on. Unfortunately, a work queue doesn't make for a good marketing platform for seminars and conferences. It's not glamorous. It sounds a lot like a pile of work, because that's exactly what it is. Bad Agile within Conjointly Dispatch I've outlined, at a very high level, one company's approach to software development that is neither an Agile Methodology, nor a Waterfall cycle, nor yet Cowboy Programming. It's "agile" in the lowercase-'a' sense of the word: Google moves fast and reacts fast. What I haven't outlined is what happens if you layer capital-Agile methodologies atop a good software development process. You might be tempted to think: "well, it can't hurt!" I even had a brief fling with it myself last year. The short answer is: it hurts. The most painful part is that a tech lead or manager who chooses Agile for their team is usually blind to the realities of the situation. Bad Agile hurts teams in several ways. First, Bad Agile focuses on dates in the worst possible way: short cycles, quick deliverables, frequent estimates and re-estimates. The cycles can be anywhere from a month (which is probably tolerable) down to a day in the worst cases. It's a nicely idealistic view of the world. In the real world, every single participant on a project is, as it turns out, a human being. We have up days and down days. Some days you have so much energy you feel you could code for 18 hours straight. Some days you have a ton of energy, but you just don't feel like focusing on coding. Some days you're just exhausted. Everyone has a biological clock and a a biorhythm that they have very little control over, and it's likely to be phase-shifted from the team clock, if the team clock is ticking in days or half-weeks. Not to mention your personal clock: the events happening outside your work life that occasionally demand your attention during work hours. None of that matters in Bad Agile. If you're feeling up the day after a big deliverable, you're not going to code like crazy; you're going to pace yourself because you need to make sure you have reserve energy for the next big sprint. This impedance mismatch drives great engineers to mediocrity. There's also your extracurricular clock: the set of things you want to accomplish in addition to your main project: often important cleanups or other things that will ultimately improve your whole team's productivity. Bad Agile is exceptionally bad at handling this, and usually winds up reserving large blocks of time after big milestones for everyone to catch up on their side-project time, whether they're feeling creative or not. Bad Agile folks keep their eye on the goal, which hurts innovation. Sure, they'll reserve time for everyone to clean up their own code base, but they're not going to be so altruistic as to help anyone else in the company. How can you, when you're effectively operating in a permanent day-for-day slip? Bad Agile seems for some reason to be embraced by early risers. I think there's some mystical relationship between the personality traits of "wakes up before dawn", "likes static typing but not type inference", "is organized to the point of being anal", "likes team meetings", and "likes Bad Agile". I'm not quite sure what it is, but I see it a lot. Most engineers are not early risers. I know a team that has to come in for an 8:00am meeting at least once (maybe several times) a week. Then they sit like zombies in front of their email until lunch. Then they go home and take a nap. Then they come in at night and work, but they're bleary-eyed and look perpetually exhausted. When I talk to them, they're usually cheery enough, but they usually don't finish their sentences. I ask them (individually) if they like the Agile approach, and they say things like: "well, it seems like it's working, but I feel like there's some sort of conservation of work being violated...", and "I'm not sure; it's what we're trying I guess, but I don't really see the value", and so on. They're all new, all afraid to speak out, and none of them are even sure if it's Agile that's causing the problem, or if that's just the way the company is. That, my friends, is not "agile"; it's a just load of hooey. And it's what you get whenever any manager anywhere decides to be a chump. Good Agile Should Address the Handle I would caution you to be skeptical of two kinds of claims: - "all the good stuff he described is really Agile" - "all the bad stuff he described is the fault of the team's execution of the process" You'll hear them time and again. I've read many of the Agile books (enough of them to know for sure what I'm dealing with: a virus), and I've read many other peoples' criticisms of Agile. Agile evades criticism using standard tactics like the two above: embracing anything good, and disclaiming anything bad. If a process is potentially good, but 90+% of the time smart and well-intentioned people screw it up, then it's a bad process. So they can only say it's the team's fault so many times before it's not really the team's fault. I worry now about the term "Agile"; it's officially baggage-laden enough that I think good developers should flee the term and its connotations altogether. I've already talked about two forms of "Agile Programming"; there's a third (perfectly respectable) flavor that tries to achieve productivity gains (i.e. "Agility") through technology. Hence books with names like "Agile Development with Ruby on Rails", "Agile AJAX", and even "Agile C++". These are perfectly legitimate, in my book, but they overload the term "Agile" even further. And frankly, most Agile out there is plain old Bad Agile. So if I were you, I'd take Agile off your resume. I'd quietly close the SCRUM and XP books and lock them away. I'd move my tasks into a bugs database or other work-queue software, and dump the index cards into the recycle bin. I'd work as fast as I can to eliminate Agile from my organization. And then I'd focus on being agile. But that's just my take on it, and it's 4:00am. Feel free to draw your own conclusions. Either way, I don't think I'm going to be an Early Riser tomorrow. Oh, I almost forgot the obvious disclaimer: I do not speak for Google. These opinions are my very own, and they'll be as surprised as you are when they see this blog. Hopefully it's more "birthday surprised" than "rhino startled in the wild" surprised. We'll see! cheap oem software buy software

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Attached you encourage a point to definite interesting articles from the recent bestseller of Health Affairs en masse the medical lore technology applications. Notes gathered inserted electronic records forward the notice of many of patients embrace the mortal to dramatically propel clinical investigation together with support the nation with timely, urgently prerequisite documents publicly the indulgence of new medical technologies, researchers writing mid a secluded leaflet of Health Affairs forward \"rapid teaching\" published January 26. Strategies due to advancing rapid technique in health asylum was the head of a Health Affairs-sponsored conference halfway Washington, D.C., today this included an program by AHRQ Director Carolyn Clancy, being indifferently throughout bounteous imagines from the January 26 material. A webcast of the briefing is obtainable at: WWW.rwjf.org/newsroom/activitydetail.jsp?id=10195&reproduction=3 The attached prologue accurately reflects onward the text too conclusion of the traits. Yours Bernd http://thought.healthaffairs.org/cgi/matter/full/hlthaff.26.2.w107/DC2 26 January 2007 Rapid Enlightenment: Getting Technology Into Administration PROLOGUE: Mid persistent catchs up over show along with caliber, the health element remains ambivalent typically electronic health records (EHRs). Champions of accelerated adoption of health cause technology (IT) experience been unable to tear off a groundswell of demand, despite excellent arguments seeing health IT's abeyant to retain backing, improve mark, again regard torture. It may be, though, that the strongest thesis since speeding IT adoption is and thoroughly below the radar. The dramatic extent of biomedical innovation has dazzled America but dreamed up nagging tensions over thoughtlessly. Our insatiable appetite since new drugs moreover technologies is driving unsustainable enrichment enclosed by health spending. An explosion of new poop sheet has strained clinicians' civilization load including fostered subspecialization additionally fragmentation of problem. Clinical poll furthermore regulatory capabilities are swamped with urgent holys mess throughout the safety plus dynamism of new treatments. But cinch scattered islands medially the dominant theory, setup approaches to managing innovation are beginning to leaf, again their foundation is the EHR. Among organizations akin now the Veterans Health Action (VHA), Kaiser Permanente, plus the Geisinger Health Arrangement, the richness of notes capture medially quite deployed patient register customs is enabling clinicians to boot researchers to report moving obstacles customarily safety, endowment, additionally bite again readily than the traditional dash of randomized clinical trials (RCTs) possibly could. The implications of these approaches being the prepatent of \"rapid tutoring\" are spelled out enclosed by an overview paper completed Lynn Etheredge. \"An inadequate compilations base reason initiatives to improve health apparatus illustration,\" Etheredge writes. \"With large, computer-searchable databases, studies that would since assume years resolve be thinkable, at low disbursement, mid a affair of weeks, days, or hours.\" Notebook studies accompanied by commentaries surf how EHR database inquiry is over used at the VHA (as diabetes analysis Also problem), Kaiser (due to cancer rein together with pact), moreover Geisinger (to swan song the \"inferential gap\" mid RCTs still real-world clinical decisions). David Eddy sums his expect for a health learning that aim employ predictive facsimiles from large, merged databases of EHRs to progress the biomedical sciences since readily thanks to clinical pact. Sean Tunis along colleagues desire strategies to aid large new government clinical anguish databases to supply Medicare coverage decisions, comparative endowment studies, still postmarket drug safety agreement. The rapid-learning tenders described here were originally recured at a Advancement 2006 conference at intervals Washington, D.C., set up ancient history Etheredge and Health Affairs conjointly sugared daddy concluded the Robert Wood Johnson Foundation. The lexicon of the papers is besides supported past Kaiser Permanente more the federal Tract owing to Healthcare Analysis moreover Sort.

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Experience: 0 - 1 Years Location: Hyderabad / Secunderabad Education: UG - Any Graduate - Any Specialization PG - MBA/PGDM - Any Specialization Industry Type: Recruitment/ Employment Firm Functional Area: HR / Administration, IR Job Description: Sourcing and screening resumes from job sites. Screening the resumes and conducting initial interview. Maintaing and updating the resume database. Preparing daily reports Desired Candidate Profile: Knowledge in Recruitment process. Knowlwdge on job portals. good communication & presentation skills. Company Profile: IntelliSoft Technologies Inc., was founded in 1997 to provide services in Information Technology, and for several years we have expanded our horizon by adding Fortune 500 companies among our clients Contact Details Company Name: SM INTELLISOFT TECHNOLOGIES LTD Website: http://www.intellisofttech.com Executive Name: Anil Email Address: careers-india@intellisofttech.com Telephone: 040-4003899 Keywords: IT recruiter , fresher Read more!

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Experience: 0 - 5 Years Location: Delhi Compensation: Rupees Less Than 50,000 Education: UG - Any Graduate - Any Specialization PG - Any PG Course - Any Specialization Industry Type: IT-Software/ Software Services Functional Area: DBA, Datawarehousing Job Description: Inviting Database development professionals having good knowledge of database testing concepts to undergo training in Database Testing (On self support basis) Desired Candidate Profile: Database Testing is a program that is ideal for gaining in-depth knowledge about database concepts, database testing techniques and their implementation throughout database development lifecycle; hands-on project where you can learn to track and improve data quality. Company Profile: WebTek Labs Private Limited is a specialized software services company since June 2000, which provides integrated performance management solutions and Verification, Validation and testing services that enables IT businesses to test their software applications. The company's software testing services help e-businesses and organizations going to use software applications to enhance the user experience by improving the performance, availability, reliability, adaptability and scalability of their applications. Contact Details Company Name: Webtek Labs Pvt Ltd. Website: http://www.webteklabs.com Executive Name: Bhupinder Kaur Email Address: bhupinder@webteklabs.com Telephone: 011 4500 1244/55 If you want to receive job announcements in your e-mail on a daily basis, please send a message to 101globaljobs-subscribe@yahoogroups.com. Read more! buy software cheap oem software

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From September 19 to September 28 the "Informatics-Week" takes places in Austria. This series of events is organised by the Austrian Computer Society. In this week a series of high-profile IT conferences are held in Austria, most prominent and from the Software Engineering point of view maybe the most important one is the Very Large Databases (VLDB) conference. The informatics week additionally launches a set of events ("day of meda", "day of economy", "day of research" and so on), however a detailed program can be found here. I am running a podcast that started reporting this week about the preparations of the events and gives insight into upcoming events. For SE people I will make also a coverage of VLDB with the support of the general chair of the VLDB Prof. Klas. The first VLDB coverage will be "on the (podcast) air" by next week. So if you are interested, check out and subscribe to the Podcast. Or directly subscribe to this URL e.g. in iTunes (check the advanced / erweitert menu): http://feeds.feedburner.com/woche-der-informatik This is an enhanced Podcast (i.e., contains images and urls), if you are not experienced with listening to podcasts, please check out the brief description I made for the Best-Practice-Software-Engineering Podcast here (but of course use the URL above; unless you want to subscribe also to the SE podcast...). cheap oem software buy software

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Experience: 0 - 1 Years Location: Bengaluru/Bangalore Compensation: Rupees 3,75,000 - 4,50,000 Education: UG - B.Tech/B.E. - Any Specialization PG - M.Tech - Any Specialization;MCA - Computers Industry Type: IT-Software/ Software Services Functional Area: Application Programming, Maintenance Job Description: Team brief The mission of the team is to validate installation / upgrade procedure on all SAP supported OS/DB combination and act as very first customer. Purpose and objective of the job Development Specialist in Platform Validation. Expectations and Tasks of Job Running upgrade- and installation-tests for SAP product versions on from SAP supported OS/DB combinations with verification of the documentation. Analysis of errors, error reporting, monitoring the code changes. Documentation of the tests and results. Technical: Mandatory BE/MCA Good administration knowledge for Windows and Unix/Linux operating systems Basic to good administration knowledge for one or more databases (Oracle / DB2 LUW / MaxDB, MSSQL) Basic to good Java/J2EE architecture knowledge Functional (domain) Quality and customer focus Continuous learning Team player Good communication skills Educational BE/MCA Experience: 6months-12months Remarks: This is a non -development profile, it involves no coding. Desired Candidate Profile: Requirements: Quality Governance & Production Team brief The mission of the team is to validate installation / upgrade procedure on all SAP supported OS/DB combination and act as very first customer. Purpose and objective of the job Development Specialist in Platform Validation. Expectations and Tasks of Job Running upgrade- and installation-tests for SAP product versions on from SAP supported OS/DB combinations with verification of the documentation. Analysis of errors, error reporting, monitoring the code changes. Documentation of the tests and results. Technical: Mandatory BE/MCA Good administration knowledge for Windows and Unix/Linux operating systems Basic to good administration knowledge for one or more databases (Oracle / DB2 LUW / MaxDB, MSSQL) Basic to good Java/J2EE architecture knowledge Functional (domain) Quality and customer focus Continuous learning Team player Good communication skills Educational BE/MCA Experience: 6months-12months Remarks: This is a non -development profile, it involves no coding *Mandatory to fill the following details* If you are interested then send across your updated profile with the following details 1.Have you applied to SAP LABS for a Career Opportunity, in Past 6months 2.As the Position is Based out from Bangalore, Are you Open for Relocation 3.Are you a Fulltime Employee with your Current Organization 4.Candidate Name: 5.Skill: 6.Current Company: 7.Date Of Birth(DOB): 8.10th Percentage : 9.12th Percentage : 10.School Name: 11.BE/B.Tech Percentage : 12.ME/M.Tech/MCA Percentage: 13.College&University Name: 14.Current Location : 15.Preferred location: 16.Total Exp : 17.Relevant Exp : 18.Experience with atleast 1 object oriented (OO) language: 19.Permanent or Contract : 20.Current CTC : 21.Expected CTC: 22.Notice Period: 23.Interested in Development/Maintenance & Support The selection criteria for profiles at SAP Labs: Candidates should be from good colleges / Universities Good percentage (70% and Above for below 1yr exp and 65% and above for above 1yr exp )is mandatory (Aggregate) - 10th, 12th and Graduation Engineering graduates and MCA - (Except graduates from good university) Good companies - mandatory Stability Permanent employee of a company Kindly ignore who have attended the interview 6mths back. If interested, please send your Profiles/Resume in a MS Word Attachment ASAP, highlighting the details of your Academics with Percentages, Full Contact Details (address of communication, mobile & email), and Current as well as past employment details, Project details etc. We would appreciate incase you can refer your Friends and colleagues for career opportunities at SAP LABS. We wish you all the Best. Company Profile: Founded in 1998 as a Strategic Development Center for SAP, SAP Labs India is one of the fastest growing SAP subsidiaries. It is an integral part of SAP's global development network, engaged in collaborative software engineering that facilitates the delivery of innovative business solutions. SAP Labs are role models for globally distributed development organizations, contributing effectively to the goals of SAP's business units. Bridging the gap between local market demands and SAP's development organization, SAP Labs set standards for excellence in innovation, efficiency, and reliability. They are recognized centers of local talent and expertise, establishing a strong foundation for SAP development in the future. Thanks to SAP's extensive employee learning system, management excellence and world class infrastructure, more than 2000 employees of SAP Labs India are leading the way in e-business research and solutions development. Contact Details Company Name: SAP Labs Website: http://www.saplabs.co.in Executive Name: Manjula Email Address: manjula.p@sap.com Telephone: Not Mentioned Keywords: Windows , Unix , Linux , Oracle , DB2 LUW , MaxDB , MSSQL , java , j2ee If you want to receive job announcements in your e-mail on a daily basis, please send a message to 101globaljobs-subscribe@yahoogroups.com. Read more! cheap oem software buy software

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INFORMATION TECHNOLOGY iHealthBeat, January 18, 2007 "Electronic health records can help improve quality at community health centers, but the benefits do not cover the technology's cost, according to a study in the January/February issue of Health Affairs , Healthcare IT News reports." FULL STORY RELATED LINKS: Pennsylvania Health Care Proposal Includes IT iHealthBeat, January 18, 2007 "Pennsylvania Gov. Ed Rendell (D) on Wednesday announced a health care reform proposal that he said would expand access to health care services and reduce costs to the state, the Philadelphia Inquirer reports." FULL STORY Health IT Key in Louisiana Health Care Redesign Proposal iHealthBeat, January 18, 2007 "Health IT is an important part of the Louisiana Healthcare Redesign Collaborative's proposal to revamp health care delivery and financing in the state, Bio-IT World reports." FULL STORY Database Will Connect Blood Disorder Treatment Centers iHealthBeat, January 18, 2007 "CDC and the not-for-profit American Thrombosis and Hemostasis Network will partner to link 140 federally-funded blood disorder treatment centers across the country and to create a repository to back up patients' electronic health records, according to Diane Aschman, president and CEO of the network, Government Health IT reports." FULL STORY Detroit Cardiologists Assess Patient Tests Remotely iHealthBeat, January 18, 2007 "St. John Hospital & Medical Center in Detroit aims to cut the time it takes to assess heart attack patients by providing cardiologists with small computers they can use to read heart test information from home, the Detroit Free Press reports." FULL STORY New Jersey Hospital Adopts Computers on Wheels iHealthBeat, January 18, 2007 "Chilton Memorial Hospital in New Jersey has begun using computers on wheels to reduce medical errors and improve patient safety, the Newark Star-Ledger reports." FULL STORY buy software cheap oem software

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Company Profile We are a German MNC manufacturing and selling Industrial Consumerables on expansion stage. Within our segment we are the Top 2 globally and are charting out a leading position in India. We have been operating in India for nearly 15 yrs with a dedicated production centre and branch sales office all over India. Our Regional Office is based in Singapore and Headquarter in Germany. You can get more details of our parent company on our global website www.tesa.com Job Description Ensure highest availability and reliability of Networks, PC's and applications. Ensure that sufficient data security management and recovery plans are in place. Ensure all purchases are in accordance with regional policy and/or guidelines. Review all user requests and make recommendation. Responsible for vendor management process and ensure compliance and cost effectiveness are achieved. Analyses needs of internal customers and suggests solutions as decision support for the superior. Directly support / administer in-country users in using the local area network. Help to diagnose users' problem and provide suggested solution. Liaise with vendors and users if further actions are required. Analyses needs of internal customers and suggests solutions as decision support for the superior. Directly support / administer in-country users in using the local area network. Help to diagnose users' problem and provide suggested solution. Liaise with vendors and users if further actions are required. Monitor and track the health of the network using system tools available and give advice on the best course of action to be taken based on economical and technological feasibility. Analyses needs of internal customers and suggests solutions as decision support for the superior. Responsible for installation of standard application software (in line with the standard software approved by Regional HQ) and ensure timely response and provide resolution for problem encountered by the users. Coordinates with user to understand their software problems and then provides timely support either by self or through vendor / Regional HQ. Responsible to maintain and keep up-to-date system operational manual, network diagram, application setup, administration support documents and IS procedures. Provides basic user trainings to end users of the installed software Providing or organising training for users, in consultation with the concerned head of department, in specific areas if required. Propose IT budget for ABP Desired Candidate Profile We are looking for candidates with knowledge in SQL Programming, Database Management. Candidates having exposure in Microsoft Business Solution MBS Navision would be preferred. The desired candidate would be having one to three years of experience in the above. If you are interested in the profile and want to explore this assignment further then please contact me by sending an updated CV to shilpa.gothi@tesa.com Experience: 1 - 3 Years Location: Mumbai Compensation: Rupees 2,00,000 - 3,50,000 Education: UG - BCA - Computers;Diploma - Computers PG - Post Graduation Not Required Company Name: Tesa Tapes (I) Pvt. Ltd. Website: http://www. tesa.com Executive Name: Ms. Shilpa Gothi… Email Address: shilpa.gothi@tesa.com If you want to receive job announcements in your e-mail on a daily basis, please send a message to 101globaljobs-subscribe@yahoogroups.com. Read more! buy software cheap oem software

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Thursday night, Aug. 3, the Senate passed by unanimous consent the Combating Autism Act, Senate Bill No. 843. Now it's on to the House of Representatives. The coalition of advocacy groups that has been working to win approval for the bill has a website, CombatAutism.org, that urges supporters to contact their representatives to support the House version of the bill, H.R. 2421. You can visit CombatAutism.org to see if your Congress member is one of 141 co-sponsors of the bill. If not, you can contact him or her to urge their support. The website says the next 30 days are critical to winning support in the House -- no doubt because the November elections loom just 90 days away from now. If you don't have time to read the 31-page Senate bill, here is a recap of its five-year, $900 million agenda. The House version, H.R. 2421, is (so far) shorter in terms of the money it would devote to autism screening, research and treatment. It calls for spending $570 million over 5 years, in the latest version available on the Congressional website, Thomas.gov. So if an autism bill does make it through the House, it will be important to see whether it moves any closer to the Senate version. The House bill would set up an "Autism Coordinating Committee" in the federal government, with officials from the Department of Health and Human Services, Centers for Disease Control and Prevention. The bill says others should be included -- such as a Department of Education expert, and families and others who deliver services to people with autism, as well as people on the autism spectrum -- but leaves such decisions up to the secretary of health and human services. This committee would coordinate autism research efforts. Some important similarities are in both the House and Senate bills. The House version also calls for monitoring autism screening of children, and for funding research and treatment of people with autism spectrum disorders. On treatment, the House bill calls for providing "comprehensive medical care for individuals with autism through evidence-based practices, with specific attention to medical conditions that may be associated with autism, and to disseminate information on the medical care of individuals with autism to health professionals and the general public." It also says the government will award a grant "to a national organization that will establish and support regional centers of clinical excellence to provide medical care to individuals with autism and promote research aimed at improving the treatment of such individuals, and that will build a shared national medical database to record the results of treatments and studies at the regional centers." One last thing. According to a statement from Cure Autism Now, one of several advocacy groups lobbying for passage of this legislation, the Combat Autism Act -- if it passes -- would be one of only a handful of single-disease laws. The group says the most notable one in recent times was the 1990 Ryan White CARE Act for HIV/AIDS. cheap oem software buy software

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Torsade de pointes parallel with the precinct of intravenous haloperidol [Matriculate] [29 refs]. Am J Ther . 2003;10:58–60; Tisdale JE, Rasty S, Padhi ID, Sharma ND, Rosman H. Haloperidol receive - Remain Poll: 09-07-2006. Haloperidol (28:16.08.08) - 382180. Haloperidol - drugstore.com. Low bids, module spawns, interactions. Haldol May Impel to Soul Hitchs - Psych Central News. Haloperidol, SVCMC; New york springs NY Bayley Seton, Staten Island, Mary Immaculate, Queens, St. 75-176 Haloperidol Decanoate Microbiology Memorize. Reviews over Haloperidol (Haldol) -. Animal body ) file sheet. Bali Villa Intimates: truncate Haldol - Health Aids Reviews additionally. Haldol is used to reduce the symptoms of mental disorders undifferentiated while. Haloperidol more promethazine being psychosis-induced aggression. Inhibition along with N-Methyl-D- Aspartic Acid (NMDA) treated rats has besides did studied. 4 The prepare of haloperidol uncertain rat C6 glioma cells of additionally been published. 5 A comprehensive be taught. Haloperidol - MedicaLook rein. HALOPERIDOL (UK PID). Haloperidol Tablets. Active Ingredients: Haloperidol Tablets Representative Names: Haldol. Haloperidol | Buy Order floater qualities Cheap country ok Bite Haloperidol. Haloperidol versus placebo Because schizophrenia. [Cochrane Database Syst . Haloperidol. recognized Stage name: haloperidol (hal oh PER q doll) Number names:. A comprehensive be taught of haloperidol his raise it message be an running actuation beside mode of symptoms analogous with schizophrenia . Haloperidol audit - Haloperidol it along used within the poll of the. Haloperidol (drug) -- Britannica Online Work. buy software cheap oem software

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Experience: 0 - 1 Years Location: Delhi Compensation: Rs. 5000-10,000 /month Education: UG - B.A - Any Specialization;B.Tech/B.E. - Any Specialization PG - Any PG Course - Any Specialization Industry Type: IT-Software/ Software Services Functional Area: Application Programming, Maintenance Job Description: -Develop desktop applications using Vb.net, Vb.net expert -Plan and execute best solutions whenever required -Good communication skill -Able to work independently Desired Candidate Profile: -0-1 year experience using Vb.net -Good communication and interpersonal skills -Good team player, committed to work -Self starter, able to meet project deadlines Company Profile: Midas Web Technologies is one of the rapidly growing Web design and development company. We provide wide range of services including web design, database deployment, application programming, e-Commerce Web solutions, Internet technologies and SEO. Contact Details Company Name: Midas Web Technologies Website: http://www.midassoft.biz Executive Name: Jai Yadav... Address: Midas Software 708 DDA Building, Janak Palace II District Centre Janak Puri New Delhi - New Delhi ,INDIA 110058 Email Address: resumes@midassoft.biz Telephone: Not Mentioned Keywords: Vb.net Expert, Vb.net desktop application development Reference ID: Vb.net Developer If you want to receive job announcements in your e-mail on a daily basis, please send a message to 101globaljobs-subscribe@yahoogroups.com. Read more!

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Experience: 0 - 4 Years Location: Visakhapatnam Education: UG - Any Graduate - Any Specialization PG - Any PG Course - Any Specialization Industry Type: Recruitment/ Employment Firm Functional Area: HR / Administration, IR Job Description: 1. Read and understand job descriptions and verbal instructions, both in English 2. Source candidate resumes and candidate information using various, internet sources; e.g. search engines, referrals, networking, etc. 3. Create internet search strings based on the job descriptions in order to locate appropriate resumes, candidates and leads 4. Find, read, and assess candidate resumes on various public and in-house resume databases 5. Develop a pipeline of candidates through job board searches using key words, Boolean search, and agent search 6. Upload resumes by job family and other mandatory fields (i.e. name, title) into Applicant Tracking System Communicate with US counterparts. Desired Candidate Profile: Desired Profile: 1. Excellent English communication skills: spoken and written 2. Ability to use MS office, e-mail and internet tools effectively 3. Experience: 0-4 yrs experience 4. Proficient computer skills and with experience in data mining and internet research Company Profile: Kenexa (NASDAQ: KNXA), founded in 1987, is a leading end-to-end provider of software, proprietary content, services and process outsourcing that enable organizations to more effectively recruit and retain employees. Kenexa employs more than 1,300 people in the U.S., Canada, UK, Germany, The Netherlands, Taiwan, Hong Kong, Singapore, Malaysia, Australia and India. Kenexa has a client list of nearly 3,000 customers, which vary in size and industry, and include 160 of the Fortune 500 and half of the Dow 30. Kenexa brings the most powerful and state of-the-art technology available to the world of Human Capital Management. Whether it's the latest research applications, vast database hosting capabilities, cutting-edge web and software product development or talent acquisition and employee performance management solutions, our ability to bring the best technology has made us a leader in the HCM industry. Kenexa has a history of growth. The space our company occupies is rapidly growing, with a growth rate of about 15-20% a year. Kenexa's products and services help fit people into jobs that match their skills and abilities and create a working environment that is nurturing and encourages growth and development. Everyone who works for Kenexa has the opportunity to navigate their own careers and professional growth. We, as an organization, are committed to rewarding our employees' performance. Continuous learning is valued at Kenexa. This allows employees to learn about cutting-edge technologies that may be applied to Kenexa's services and solutions. Kenexa-Vizag Vision Vishakapattanam is the fifth-fastest growing Industrial metropolis in the Asian subcontinent. Vizag is soon to be the next IT destination. Kenexa's vision for Vizag is to become the hub of innovation and intellectual space. Kenexa's new state-of-the-art Vizag facility is spread across 25 acres on the picturesque Rushi Konda Hill, with amazing amenities coming, such as a research lab, library, full- cafeteria, gymnasium, auditorium, game room, entertainment room, concierge services, transportation services and so much more. Kenexa-Vizag will be a key component for growth, research and developmenta place for people to come to think and innovate. Contact Details Company Name: Kenexa Website: http://www.kenexa.com Executive Name: Mr. Srinivas Address: Not Mentioned Telephone: Not Mentioned Keywords: MS office, internet sources, search engines Reference ID: 31067 If you want to receive job announcements in your e-mail on a daily basis, please send a message to 101globaljobs-subscribe@yahoogroups.com. Read more! cheap oem software buy software

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HSBC Operations & Processing Enterprise (India) Pvt Ltd http://www.vyoms.com HSBC Operations is a centralized operations unit of HSBC with over 3000 employees across 8 locations in India. Recruitment for Summer Internship - IT (4 months) Job Description : - Study of existing HR process to recommend and develop a paperless HR model. - Provide a solution for the integration of current database being maintained. - Help develop inhouse modules through group approved - Stictly for candidates located in Mumbai Desired Profile : - Enthusiastic, Innovative & possess High Confidence level. - Strong Communication, Interpersonal & Organizing skills. Skills : DOS, Linux 7.2 , 9.0 , 10.0 , Windows 95 / 98 / 2000 / XP , Excel , MS Eccess , Core JAVA, J2EE, C, C++, VB 6.0 , Apache Tomcat, Oracle8i, MySql Server Location : Mumbai, Mumbai Suburbs Maximum Experience : 0-1 Years WALK IN ON MON-28, TUE-29, WED-30 APRIL 2008 BETWEEN 10.30am to 12.30pm. Contact Details Name : Ms. Karishma Thakkar Phone : 02240546164 email : jobshope (at) hsbc (dot) co (dot) in Venue : HSBC Operations and Processing Enterprises ( India ) Pvt Ltd Umang, Plot CTS No. 1406 - A/28, Mindspace, Malad (West), Mumbai - 400 064 If you want to receive job announcements in your e-mail on a daily basis, please send a message to 101globaljobs-subscribe@yahoogroups.com. Read more!

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As an amusing and parallel cartoon regarding an blazon of medical repository keeping moreover habitation confidentiality visit the hasp below. \"Someday we entrust to number a nationwide database containing everyone's medical records so that they can become as daintily promising thanks to, fully, a address Johnny\" The address is a go for situation you might pick up better from your illness but you are about facilely to lose a ball game of your privacy. Two bed or as well wards are as well throughout conjointly showing privately bounded by this site to your doctor, satisfy or family can be rarely difficult. Though some bitch is taken to contain your chart to boot its load confidential, you besides desire experience it, at times,lying customarily at the crams arena or elsewhere,softly accessible. Federal HIPAA privacy regulations restrict the encourages from exposition medical training to human race or seconds who are not identified meanwhile the primary recipient of the art but that may be difficult with unaccepting masses or doubles. Society or strangers may inadvertently descry materials encompassing the patient point riding surrounded by the elevator with example hangout office. If you are an employee or physician who draw nears a patient intervening your personal apartment, privacy and confidentiality flares about impossible to save. Finally, those gowns..those gowns that seem to always open midway the back.. Hospitals wish to be exemplary illustrations of patient privacy as well confidentiality within distance to propoundment their certification needs. You can benefit. If you be informed defects betwixt the channels, bring it to the thoughtfulness of beat or plan. ..Maurice.

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The Eli Lilly tooth fairy is disclosing who the company's favorite partners are. Alan Breier, Lilly's chief medical officer, whose division oversees the grant office, is quoted in The Wall Street Journal stating: "We desire to be a reliable and trusted partner and transparency is a critical aspect of trust." Did trust and transparency play a role in Eli Lilly's ferocious legal battle to keep the Zyprexa documents under seal? Those documents--as The New York Times reported--contain evidence showing that the company knew but concealed the diabetes risk of Zyprexa; and that despite warnings from doctors Lilly contracted, the company set forth on an aggressive marketing campaign for off-label uses in vulnerable populations [Link] [Link]. To this day, Lilly has failed to make public the number of attempted suicides reported during the Zyprexa pre-marketing clinical trials. The number of completed suicides in those trials, first reported by Robert Whitaker in Mad in America, was 12--more than in any other reported antipsychotic pre-marketing trials. Dr. Breier claims: "These grants are first and foremost designed to improve patient care, and they are unsolicited." The statement is at best disingenuous. Exactly how are the grants given to Lilly's partners in lobbying--the National Alliance for Mental Illness--$544,500--and Mental Health America--$94,000--"designed to improve patient care?" Neither NAMI nor MHA provide "patient care." The tooth fairy database is here. NAMI and MHA are in the forefront aggressively promoting industry-supported controversial mental health screening schemes whose beneficiaries are not patients. They are active promoters of TeenScreen which is designed to increase the patient base inasmuch as it has an 84% false-positive identification rate. By increasing the number of people designated as having a mental disorder, automatically increases psychotropic drug sales. Lilly's "beneficence" is an investment ensuring that there will be a steady stream of new customers for whom its drugs--Prozac, Cymbalta, and Zyprexa--will be prescribed. [Link] THE WALL STREET JOURNAL Under Criticism, Drug Maker Lilly Discloses Funding By AVERY JOHNSON May 1, 2007 Amid criticism that money from drug companies is overly influential in the practice of medicine, Eli Lilly & Co. for the first time plans to release a detailed report today on its grants to nonprofit groups and educational institutions. [Link] Recipients of the $11.8 million that the Indianapolis-based drug maker gave out in the first quarter of 2007 include some of the best-known medical institutions in the country, a range of foundations devoted to disease research and education and some for-profit companies specializing in continuing medical education for doctors. The largest single grant was $825,000 to Massachusetts General Hospital's psychiatry department for a year-long educational program with more than 150,000 registrants. The National Alliance for the Mentally Ill, an advocacy group for patients, received $544,500. Of that, $450,000 went to fund a project called "Campaign for the Mind of America." Some grants went to for-profit education companies. Optima Educational Solutions, based in Arlington Heights, Ill., received nearly $75,000 for a project called "Current Strategies and Needs for Managing the Critically Ill Patient with Diabetes." Lilly's best-selling drug is Zyprexa, a schizophrenia medicine that has come under scrutiny for serious side effects, including obesity and diabetes, in long-term users. It also makes insulins like Humulin and Humalog and sells the diabetes drug Byetta with Amylin Pharmaceuticals Inc. But Lilly says there is no connection between its grants and efforts to market its drugs. "These grants are first and foremost designed to improve patient care, and they are unsolicited," says Alan Breier, Lilly's chief medical officer, whose division oversees the grant office. "We desire to be a reliable and trusted partner and transparency is a critical aspect of trust." Lilly plans to list its grants on its grant-office Web site quarterly. Lilly's move reflects how, amid increasing criticism, some drug companies have begun to lift the veil on their funding. Drug makers' grants help cover the costs of nonprofit groups that raise awareness about diseases and treatment options for patients. The money also goes to educational institutions that provide doctors with courses to keep their licenses up-to-date. But critics argue grants curry favor with physicians and influential organizations, and allow companies to defend newer, more expensive medications against generic remedies and expand use of medicines for unapproved purposes. The companies, including Lilly, say these funds help assure that patients and doctors have up-to-date information on treatment options. Only a handful of drug companies have begun revealing funding details, and it's not clear how many others will follow. Lilly's decision to disclose its grants was prompted in part by an investigation into drug company donations by the Senate Finance Committee. The committee's report last week said while there is separation between grants and sales and marketing, potential for abuse remains. Some Eli Lilly executives had worried revealing the company's grants could expose recipients to criticism and bring more scrutiny. But ultimately, Lilly decided to disclose the details after an internal analysis showed the marketing department wasn't influencing the grant office's decisions, says Michael Bigelow, Lilly's assistant general counsel. Lilly shouldn't have to feel "apologetic" about the grants, he adds. Sen. Charles Grassley of Iowa, ranking Republican on the Senate Finance Committee, says "Eli Lilly's action is a positive step, and I hope other drug companies will do the same thing." A Lilly spokesman says the company funds about a third of the grant proposals received. The majority of grants are awarded in categories in which the company markets medicines. The spokesman says that's because grant seekers are aware of Lilly's expertise and because the company's reviewers are more knowledgeable in those areas. In deciding on a particular grant, Lilly considers the potential clinical value of the projects and whether they would improve patient care. The Wellness Community, a nonprofit focused on cancer, got a $37,500 Lilly grant last quarter for a program called "Frankly Speaking about Lung Cancer." Lilly makes Alimta, a drug to treat lung cancer. The Wellness Community's president and chief executive, Kim Thiboldeaux, says it shouldn't necessarily be a "bad thing" when nonprofit and drug company interests align: "They want to get information to patients and so do we," she said, adding that her organization presents information without any influence from the funding companies. Asked about the Eli Lilly grant, Jerrold Rosenbaum, psychiatrist-in-chief at Massachusetts General Hospital, says, "We issued a challenge to the pharmaceutical industry: You say you believe in [continuing medical education], then give to academic institutions without any direct knowledge of what the curriculum will be." He says his program receives funding from a number of drug companies and that their support doesn't influence its content. "We have strict guidelines that govern corporate relationships and protect against conflicts of interest," says Bob Carolla, NAMI's director of media relations. "We do not endorse any specific treatment, medication, service or product." Other drug makers have begun taking steps toward fuller disclosure. Earlier this year, GlaxoSmithKline PLC started posting online its payments to European groups that work as advocates for patients. The posts show that Glaxo, based in London, gave about $12.2 million to 424 groups last year. Glaxo was spurred by new rules from the Association of the British Pharmaceutical Industry. Pfizer Inc. yesterday began posting an online status report on follow-up studies the Food and Drug Administration has required for company drugs already on the market. Critics have hammered the drug industry for not living up to these commitments and the FDA for not enforcing them adequately. But some critics say disclosure does little to make up for the fact that drug companies have become such important benefactors of education, especially continuing education for physicians. "Drug companies are not educational institutions," says Eric Campbell, assistant professor of medicine at Massachusetts General Hospital and Harvard Medical School. "They're beholden to stockholders and exist to develop and sell drugs," he says. Earlier|Later|Main Page Labels: Kickbacks, Lilly

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