星期六的早晨，迎来了这场精彩而又让人感动的比赛。加纳人最终失利了，但是他们很勇敢。当吉安终场前踢飞点球2分钟以后再次第一个站在球前时，我激动的留下了眼泪。加纳，你们们是好样的。我们还年轻，那就拥着梦想，继续向前。
世界杯，谢谢你为我们带来的感动，未来的某一天，我一定去现场为你加油！
Skip-Level Meeting
July 1st, 2010 by Andy 1 comment »A Skip-level meeting is a meeting between managers and team members who are one or more levels below them. The purpose of a skip-level meeting is for managers to get to know their team members, build trust with them, and understand their problems. Skip-level meetings can never take the place of direct communications within teams, but it can be a powerful adjunct to these efforts.
Key Concepts:
- Group round-table meetings are more efficient than one-on-one meetings for skip-level meetings.
- Leading organizations plan a skip-level meeting with every team or workgroup at least once per year.
- Don’t wait for your boss or the HR department to arrange skip-level meetings for your direct reports.
- There are five key steps to conducting an effective skip-level meeting:
- Plan the skip level meeting
- Conduct the skip level meeting and record the feedback
- Analyze the information collected
- Create an action plan based on the feedback
- Follow up and report progress
Planning Questions:
- When is the last time a skip-level meeting was conducted with this group?
- Has the feedback from last skip level meeting been acted upon?
- Have skip-level meetings been conducted in parallel business areas?
- Will the skip level meeting be used to ‘build a file’ for disciplinary action on the leader of the group?
- Have I followed the five-point planning process for skip-level meetings?
- Do I need to improve my skills in any of the related areas, for which information is available?
Potential Pitfalls:
- Do not use skip-level meetings to ‘build a file’ on a leader you want to fire.
- Tell all managers what you are doing and why.
- Don’t include the manager in the skip level meeting if your goal is to get back honest feedback.
- Don’t ask about topics about which you are unable or unwilling to do anything.
- Provide some level of feedback to the manager about the feedback received from his/her direct reports during the skip level meeting.
- It is more damaging to do a skip-level meeting poorly than it is to not do it at all.
ESB & SOA
June 12th, 2010 by Andy No comments »
关于ESB的由来和传说数不胜数，有人说ESB是SOA的产物，有人说ESB是改装后的EAI换汤不换药，到底ESB是不是改头换面的EAI为此金蝶中间件ESB产品经理倪晓兵表示：
ESB和传统的集线器方式的EAI相比，从应用的领域上没有什么不同，其目的都是为了解决各个不同应用在消息层面的数据转换、数据集成以及流程集成。 从技术实现的角度看，ESB和传统的EAI相比，具有更好的特性和更灵活的结构，主要有： 1）ESB面向的对象是服务，也就是说，ESB需要去集成的对象都是服务，而服务是基于标准的，例如Web Service。EAI中，集成的对象则是不同的中间件平台 2）ESB在集成的过程中，更强调一种“统一消息”的概念。这种“统一消息”的格式，是可以被在ESB中所集成的各个服务都认可的。但在EAI里，则是集成的各方基本都存在自己的“方言”，这就要求，EAI平台，必须能够认识这些“方言”并解析这些方言。由于在解析的过程中要经过翻译成对方可以识别的语言，而ESB不用，这样就大大提高了运行速度。 3）ESB支持异步消息的交互。通常，集成各方的消息传递有两种模式，一是同步的请求-回应模式，另外一种则是异步模式，请求方法送一个消息，马上返回，不用等待结果。对服务组件来说，就被摆在那里，可以对异步消息作出响应，既不用关心具体的调用协议，也不用关心数据的路由细节，只关心一件事情：接收消息并处理消息。这一点在EAI中是很难办到的。 ESB支持逻辑功能上和物理上高度的分布式布署，这个也是EAI模型的一个弊端。
Hype cycle – Gartner
June 4th, 2010 by Andy No comments »This is the most important tool developed by Gartner to evaluate and analyze the technology solutions from a macro perspective.
Introduction
Since 1995, Gartner has used hype cycles to characterize the over-enthusiasm or “hype” and subsequent disappointment that typically happens with the introduction of new technologies.[2] Hype cycles also show how and when technologies move beyond the hype, offer practical benefits and become widely accepted. According to Gartner, hype cycles aim to separate the hype from the reality, and enable CIOs and CEOs to decide whether or not a particular technology is ready for adoption. A longer-term historical perspective on such cycles can be found in the research of the economist Carlota Perez.
Five phases
A hype cycle in Gartner’s interpretation comprises five phases:
- “Technology Trigger” — The first phase of a hype cycle is the “technology trigger” or breakthrough, product launch or other event that generates significant press and interest.
- “Peak of Inflated Expectations” — In the next phase, a frenzy of publicity typically generates over-enthusiasm and unrealistic expectations. There may be some successful applications of a technology, but there are typically more failures.
- “Trough of Disillusionment” — Technologies enter the “trough of disillusionment” because they fail to meet expectations and quickly become unfashionable. Consequently, the press usually abandons the topic and the technology.
- “Slope of Enlightenment” — Although the press may have stopped covering the technology, some businesses continue through the “slope of enlightenment” and experiment to understand the benefits and practical application of the technology.
- “Plateau of Productivity” — A technology reaches the “plateau of productivity” as the benefits of it become widely demonstrated and accepted. The technology becomes increasingly stable and evolves in second and third generations. The final height of the plateau varies according to whether the technology is broadly applicable or benefits only a niche market.
The term is now used more broadly in the marketing of new technologies.
