Jason Herman's List: h

• should
• Be conscious of the time.
• Set all your clocks and watches to the same time.
• Don't be an optimist. Things usually take significantly longer than you'd expect, even without major delays.
• If you can't get out of bed on time, you may be going to bed too late.
• Commit yourself to being 15 minutes early for everything.
• Bring something you can read in short segments almost everywhere you go
• This makes it feel like you're getting something don
• Re-examine how long your daily tasks really take.
• These "time sinkholes" (such as getting distracted while checking emails)
• standing up while quickly checking your emails makes it hard to lose an hour randomly surfing the web.
• in the shower
• I should be
• should
• Schedule something unimportant right before something very important.
• Pick out your clothes the night before (don't forget your underclothes and shoes!)
• If you are going to some unfamiliar place, look over a map,
• Go to sleep on time
• Most people underestimate their sleep needs.

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• despise authority and live by their own rules,
• absent minded or a little bit on the self indulgent side.

• Some workplaces  value new ideas and risk-taking, an environment that will be very  stimulating for a creative, risk-taker
• some work groups suffer  from groupthink, which is the tendency for some groups to feel  superior to others and to downplay any evidence to the contrary.  These groups value conformity and resist new ideas. An innovator  will feel isolated and rejected by co-workers who support this  type of environment.
• All of this suggests that creative people will often be at odds  with people around them and frustrated by work environments and  organizational structures that are rigid and unbending.
• may lead some creative people to adopt  a rebellious attitude regarding rules and authority
• downward spiral results from interpersonal conflict and  disagreement.
• Myers-Briggs Personality Inventory
• avoid the traps of blind rebellion and open conflict,

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• The guilds foster the relationships and trust required to generate new tacit knowledge -- the kind of knowledge that cannot be easily expressed and develops through shared practice. This is where most of the innovation in game play occurs.
• a significant part of a player's recognition and status accrues from participation in these forums.
• self-organize around challenging performance targets
• ncourage frequent and rigorous performance feedback

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• WoW is carefully structured so that anyone can join and quickly gain a sense of accomplishment
• Provide clear and rich metrics to assess performanc
• Keep raising the bar
• cash is not an incentive to play WoW
• Players get widespread recognition as they master new skills and successfully address each new challenge.

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• World of Warcraft players are improving their performance four times faster as they continue to play the game.

  How? Most improve their performance by leveraging a broad set of discussion forums, wikis, databases, and instructional videos that exist outside the game. Here the players share experiences, tell stories, celebrate (and analyze) prodigious in-game achievements, and explore innovative approaches to addressing the challenges at hand. This "knowledge economy" is impressively wide and deep: in the US alone, the official forums hosted by Blizzard Entertainment contain tens of millions of postings in hundreds of forums. And those are just the forums hosted by Blizzard. Independent forums are proliferating at an even faster rate.
• he evidence for the collaboration curve is, as yet, mostly anecdotal. But these curves may explain the rise of network-centric efforts ranging from open source software development to "crowdsourcing" to "networks of creation.

• Direct manipulation/dynamic graphics (day two)

    

  Direct manipulation and dynamic graphics will be demonstrated with GGobi, and the R package rggobi, which provides access to GGobi from R. GGobi is an open source visualization program for exploring high-dimensional data.

• SOA is based on Web services and Web services are not very efficient. Where companies are trying to build these high-performance systems, they are reluctant to use SOA."

    
• here is technology available to address the performance issues.
• "SOA architects must pay careful attention to the latency issues that can emerge from business processes that require a great deal of XML transformation, data encryption and protocol mediation," he said. "XML particularly when it undergoes XSLT transformation routines can create significant latency. To that end, vendors like Intel, Layer 7, Cisco and IBM continue to invest in hardware appliances capable of accelerating XML transactions, trying to keep everything running at wire speed."

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• SOAP is not a fast protocol and it is expected that some remote calls will require low latency.

• ance further above - starts filling any free memory with portions of your  most commonly used programs right after Vista boots up. By using otherwise idle  RAM as a data cache in this way, Vista greatly improves your application startup  times and responsiveness. As the saying goes, "Free RAM is wasted RAM". The  concern of course is that by taking up all this RAM, Vista will somehow slow  down your system or "hog" the RAM should other programs require it. In practice  this is a myth - the moment SuperFetch detects that your system requires the RAM  for other purposes, it frees it up instantly.

  
   

  In general Vista manages memory much more efficiently than XP, juggling RAM,  Cached and Virtual Memory much more smoothly, with less stuttering or noticeable  slowdowns. SuperFetch and Vista's Memory Management are covered in detail in the  Memory Optimization chapter of the TGTC.

•    

  Oracle OpenWorld 2008: Oracle SOA Suite in Financial Services (PDF)   Financial Services presentation by Maneesh Joshi, Oracle Marketing Manager, Steve Leung, and fxALL

   
     

• s is one area where BAM and CEP are starting to overlap. For example, one vendor known for BAM is Systar, but in some of these customer experience management sales scenarios they've been introducing themselves as a CEP vendor. They compete with the likes of TIBCO Business Events and Progress Apama, which are both so-called CEP products. At the same time, many of the so-called CEP products now have dashboards and analytical capabilities. So increasingly, BAM tools can do CEP and CEP tools can be used to build BAM.

• Available natively and in Java,

• Auto-generate the Cognos models and/or Business Objects Universes.

• There are a lot of factors in software licensing that can come under dispute:

   
   
  • Oracle’s (and many other vendors’) definition of “named user” includes non-human processes that interact with the database, not just the people who are running applications. This became a huge issue a few years back when enterprise systems started being connected in some way to the internet: is the internet gateway process a single user, or do all potential users have to have individual licenses?
   
  • Virtualization and multi-core issues need to be addressed; in many cases, these hardware partitioning is often not adequately covered in license contracts, and you need to ensure that you’re not paying for the maximum potential capacity of the underlying hardware, not what you’re actually using.
   
  • Make sure that you have the right to change the platform (including hardware or underlying database) without onerous fees.
   
  • Watch out for license minimums embedded within the contract, or cases where upgrading to a larger server will cost you more even if you don’t have any more users. Minimums are for small organizations that barely meet discounting thresholds, not large enterprises. Vendors should not be actively promoting shelfware by enforcing minimums.
   
   
• Gartner suggests negotiating maintenance cap
• s, the ability to reduce your maintenance if you use less licenses, and the right to switch to a cheaper maintenance offering.
• Many SaaS contracts have minimums or do not allow for reductions in volumes,
• Software as a service licensing has its pitfalls as well,
• orage (if beyond some minimum that they provide as part of the service, which is often charged at a rate far above cloud storage on the open market),

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• Again, Business Rules are composed of the following three Components:  

   
  • Terms 
  • Facts 
  • Rules 

• A Term is a noun or noun phrase with an agreed definition, usually describing an item of business interest like Customer or Credit Application.  

  A Fact is a statement that connects Terms, through prepositions and verb phrases, into sensible, business observations; for example, A Customer submits one or more Requests For Credit.  

  A Rule is a declarative statement that applies logic or a computation to information values, resulting in the discovery of new information, or in a decision about taking action. For example, a Customer requesting credit must be at least 18 years old.

• A constraint can be a mandatory or suggested restriction on the response to a Business Event. A Mandatory Constraint Rule is a complete statement that expresses an unconditional  circumstance that must be true or not true for the business process to complete with integrity. For example, a Customer must not have more than 5 loans at any one time. 

  A Guideline Rule is a complete statement that expresses a warning about a circumstance that should or should not be true. As a warning, it informs the appropriate person, but allows the  person to make the choice. For example, a customer should not have more than three Requests for Credit active at one time. 

  An Action Enabler Rule (“Action”, for short) is a complete statement that tests conditions and upon finding them true, initiates another business event or internal activity/process. For example, a credit check is performed for all co-applicants if the Credit Request is over $250,000-. 

  A Computation Rule is a complete statement that provides an algorithm (usually mathematical) for arriving at the value of a term. For example, the regular payment for a lease is the base lease payment amount plus any applicable provincial and/or federal sales taxes. 

  An Inference Rule is a complete statement that tests conditions and upon finding them true, establishes the truth of a new fact. For example, if a customer is a Platinum risk, the interest rate on their new loan will be 1.5% below the current prime rate.

• Why do we need Business Rules? To change our processes and systems as fast as the business changes! 

  “When the rate of change increases to the point that the time required to assimilate the change exceeds the time in which the change must be manifest, the enterprise is going to find itself in deep yogurt.”  …John Zachman  
• Business Rules are independent of both Process and Data,
• Processes use Rules, and Rules use Data, but separating Business Rules definition and execution from the other two allows the business to manage and change their Rules directly.

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• Publishes data via standard messaging infrastructure including Reuters RMDS, 29West LBM, Tervela Messaging Fabric, etc

• ommercial data warehouse DBMS will provide most users with much more load speed than they actually need. More important in most cases will be the performance overhead created by the loading, as well as the load speed and hardware utilization of the data integration middleware itself. But at some point in the technology stack, data warehouse load speed is an increasingly non-trivial subject.

• sychology of Intelligence Analysis, by Richards J. Heurer, Jr.,
• Designing the User Interface, 5th Edition

• columnar database are contraindicated (cool big word) for OLTP databases.