Thursday, 17 December 2015

10 signs it's time to look for a new job

In the high-stakes world of high tech, a subtle look can be enough to know it's time to jump ship to a new gig

10 signs layoffs are coming for your job next
The signs are usually hiding in plain sight. Your boss doesn’t give you the time of day anymore. Large groups of people go out for lunch -- then never come back. The company stock takes a nosedive.

When these things start to happen, it may be time to grab a life jacket and head for the nearest escape raft. Yes, the boat is sinking and about to take you with it.

Don’t go down with the ship. Downsizing and layoffs aren’t a laughing matter for those who suddenly find themselves without a paycheck. But many companies have become a parody of themselves in how they handle such monumental changes. That’s why we decided to have a little fun at their expense. Hopefully if you’ve experienced a layoff yourself, this will give you a laugh, too.

Here’s our take on the signs you should watch out for. If nothing else, you may know what the problem is if your email suddenly doesn’t work.

Co-workers simply ... disappear
Weren’t Devin and Susie simply making a run for the nearby food truck? That’s what you thought -- but that was Tuesday. Today is Friday. Yes, right before the layoffs begin, you might notice a slow drip of people who peace out for good. Usually it means that something is up, and for some reason others are privy to the details. Time to ask around and find out if you should be the next one to check out one of the mysterious taco trucks.

Big company meeting, little advance notice
The dreaded all-hands meeting -- as you might have guessed, a lot of things that aren’t all that good come from it. It could be a new product rollout. Or it could be the word you haven’t been waiting for: you and your colleagues don’t work there anymore. If you get an invite to an “all hands on deck” meeting, maybe you want to have one foot out the door just in case.


The company bus careers right by
You show up to work as normal, coffee in hand and ready to get some work done on the company bus. You see it coming. You make sure your bag is adjusted, laptop in hand.

Then, there it goes. Yes, the company bus has blown by you. Sure, this scenario may be a little far- fetched, but with the way that some companies treat those whom they unceremoniously dump, is it really so unlikely? It might be worth taking the train or walking to the office the next few days if there are any signs of this unsavory behavior.


You start getting strange looks
Maybe you’ve noticed something different about the way your boss looks at you. Their eyes tend to glance off into another direction. You approach him or her with a question, and instead of answering, they suddenly have a phone call or a meeting to run off to. You’re getting the cold shoulder. Was it something you said? A reflection on your performance? Nope, it’s the look of someone who knows too much.


That (dreaded) meeting is cancelled
You likely aren’t thrilled by the weekly calendar invite to the team planning meeting. Before you rejoice that you’ve avoided the most boring part of your week, consider another scenario: It’s cancelled because there’s no one to attend. Companies tend to slack off right before a major cull, so be wary if your schedule suddenly frees up because all those riveting meetings are canceled.

The mood swings low, low, low
Company morale often ebbs and flows. But you may want to pay particular attention to things if there’s a longer, widespread depression spell. You know the feeling -- everyone looks around like they’re an extra in "The Walking Dead." No one chats around their desks or the time-honored water cooler. If you see such symptoms, ask around and see if there’s more to it. This way you don’t have to show up one day to an empty office.

Suspicious training assignment
It may sound innocent enough. A fresh face arrives in the office, and you’re assigned to show them how things work. All goes well until you realize they have the same title and responsibilities as you. Yep, you’re training your replacement. It happens, so be a bit wary about that next eager hire who gets a little too comfy at your desk.

Merger talk
It’s often best to avoid rumors, but sometimes you have to pay attention so that you aren't left out of the loop when it comes to a potential merger. Yes, usually before a company is acquired by another there is some type of scuttlebut that leaks out. Listen to those who engage in such nefarious talk or implore you to keep information on the down low. This may be your tip that it’s time to dust off the résumé and hit the pavement for a new gig.

Your company’s stock price upends
If you work at a publicly traded company, keeping investors happy is a major part of success. Investors are like your mama: If she’s not happy, ain’t nobody happy. Just like what happened with Twitter, when the stock tanks and numbers (in this case user growth) aren’t good, then get ready to see fewer co-workers around. If things are heading south, perhaps you should be heading out.

The box of shame
Most businesses love Dropbox. It holds onto what you want and is easy to use. Unfortunately, there’s another beloved storage tool that fits the bill: a cardboard box. If you see such a contraption on your desk, you’re probably about to be sent packing. Gathering your stuff and heading out the door is the office equivalent of the walk of shame. The best you can do is to get through it. But at least you’ll have a new toy for your cat.


Friday, 4 December 2015

10 offbeat, odd, and downright weird places you'll find Linux

Why worry about the desktop when you've conquered everything else?

The OS that took over the world
Let's just get this out of the way: this isn't the year of Linux on the desktop. That year will probably never arrive. But Linux has gotten just about everywhere else, and the Linux community can take a bow for making that happen. Android, based on the Linux kernel, is so prevalent on mobile devices that it makes the longstanding desktop quest seem irrelevant. But beyond Android there are a number of places where you can find Linux that are truly odd and intriguing, and by "places" we mean both strange devices and weird geographical locations. This slideshow will show you that it's always the year of Linux pretty much everywhere.

Robot milking machines
Leave it to the Swedes to come up with a kinder, gentler milking machine: a "voluntary milking system" that cows enter when they want to be milked and are rewarded with a delicious "dietary concentrate." The decision-making smarts of the VMS are powered by a tiny single-board computer running a compact Linux distribution. This job ad from DeLaval, the company that makes the VMS, looking for a Linux software engineer, gives you a sense of what exactly is involved in making this dairy robot work.

In-flight entertainment systems
The seatback screens in airplanes that allow you to scroll through movies and listen to music are powered by Linux, more often than not. Panasonic pitches its systems to airlines in hilariously semi-informed fashion as "leveraging robust standards such as Ethernet, Linux, and MPEG"; based on the fairly easy-to-find tales online of these systems spontaneously rebooting mid-flight, they aren't doing Linux's rock-solid reputation any favors. At least one software expert accidentally figured out how to lock your system up, if you're bored and feel like denying yourself in-flight movies some day.

The International Space Station
When I put out feelers to potential sources saying I was writing about Linux in odd places, the good people at the Linux Foundation were justifiably eager to tell me that the laptops that astronauts and cosmonauts use day-to-day on board the International Space Station run Linux; the Foundation had helped train staff to deal with, as they put it, "dozens of laptops [with] extensive development needs for a very small number of users." The Linux Foundation folks were perhaps too kind to mention the reason why the ISS transitioned these computers to Linux: they used to run Windows, but they got terrible malware infections.

North Korea
Back in 1999, when I was an editor at IDG's LinuxWorld site, our sysadmin was very excited to learn about Red Flag Linux, a distro being developed in China, a country that was only beginning to open its economy up to the West. While that distro seems to have mostly been a way to gain leverage in the Chinese government's battle with Microsoft, North Korea is using open source to power its computers as it remains isolated: Red Star OS powers the Hermit Kingdom's computers, even though the GUI's been given a superficially OS X-like makeover.

Sea-robots
Liquid Robotics is a company working to develop autonomous nautical robots -- solar-powered, ocean-going versions of the drones that are becoming more and more ubiquitous in the skies. While the company is perhaps most famous for snagging Java developer James Gosling as its tech honcho, it's also using Linux as the OS for its robo-vessels, which are going on year-long journeys. Think they're encountering any real-life penguins out there in the water?

Crock Pot WeMo Smart Slow Cooker
You might think that the defining feature of a slow cooker is its simplicity: you put stuff in it, turn it on, it gets warm, and six or eight hours later you have a pot roast. But what if you can't be there to turn it off in time? Well, you could buy the slightly more expensive model with a timer ... or you could pay $130 for a Wi-Fi enabled Crock Pot WeMo Smart Slow Cooker, which runs on embedded Linux and is controllable from your cell phone, wherever you are! Sure, it seems to turn off when it loses Wi-Fi connectivity, but you don't want to live with a non-Internet-capable slow cooker like some kind of medieval peasant.

Nuclear submarines
The U.S. nuclear submarine fleet has used Linux to power various systems for more than a decade, a development that began as important control systems started migrating up the stack from hard-wired individual components to overarching software. In particular, much of the sonar systems the Navy relies on are Linux-powered. Reliance on software makes security particularly important, and resistance to malware is one of the reasons the Navy rejected Windows. Not everyone shares their concerns, though: the U.K.'s Royal Navy apparently thinks that Windows is good enough for their nuclear subs.

Missionary work in Nigeria
The Transformational Eduction Network is a Christian missions organization operating throughout West Africa. One of their goals is to increase educational opportunity, and to that end they're teaching students to use not just Windows, but Ubuntu Linux. Kwangs Dauda, the young Nigerian man shown in the photo here, was particularly excited about this aspect of his education, declaring that "When you learn how to use the computer you can preach through the computer."

Barbie's dream house, er, cubicle
A few years ago, in an attempt to modernize Barbie's brand, Mattel came up with a host of possible new jobs for her. To help move past the "math is hard!" debacle, one of these new career paths was computer programmer -- and while Barbie has her choice of development environments, her cube has some Tux the Penguin art, so we're just going to assume she uses Linux. The Liberal Murmurs blog spun a tale in which she became a Debian developer, but we must regretfully admit that this remains non-canon as of press time.

Terrible, pointless computers
Sure, any OS can run on a good computer. But Linux is famous for being able to run anywhere, any time, no matter how ill-advised. So why not put it on a system powered by an 8-bit microcontroller, which you use to emulate a 32-bit ARM chip, with the whole thing running effectively at 6.5 Khz and taking two hours just to boot to a command line? Why not install it on a dead badger? (Do not attempt on a live one, as they have claws and teeth and such.) It's Linux's flexibility and suitability for even the most ill-advised environments that make the other actually useful weird Linux installs in this slideshow possible.

Wednesday, 25 November 2015

200-601 IMINS2 Managing Industrial Networks for Manufacturing with Cisco Technologies

200-601 IMINS2
Managing Industrial Networks for Manufacturing with Cisco Technologies


Exam Number 200-601 IMINS2
Associated Certifications CCNA Industrial
Duration 90 Minutes (65 - 75 questions)

This exam tests concepts and technology commonly found in the automated manufacturing environment. This exam tests candidates on the Common Industrial Protocol (CIP) and ProfiNET industrial protocols and the underlying support network infrastructure design to maximize efficiency within Industrial Ethernet.

Exam Description
The exam Managing Industrial Networks for Manufacturing with Cisco Technologies (CCNA IMINS2) certification exam (200-601) is a 90 minute, 65 – 75 question assessment. This exam tests concepts and technology commonly found in the automated manufacturing environment. This exam tests candidates on the Common Industrial Protocol (CIP) and ProfiNET industrial protocols and the underlying support network infrastructure design to maximize efficiency within Industrial Ethernet.

The following topics are general guidelines for the content likely to be included on the exam. However, other related topics may also appear on any specific delivery of the exam. In order to better reflect the contents of the exam and for clarity purposes, the guidelines below may change at any time without notice.

1.0 IP Networking 20%
1.1 Describe the difference between enterprise environments and industrial environments
1.2 Describe the components for making the data flow highly available and predictable in an industrial environment (QoS, IP addressing, protocol, and hardware resiliency)
1.3 Interpret and diagnose problems that are related to QoS
1.4 Describe the differences between redundancy and resiliency requirements / approaches between the Enterprise and the plant floor
1.5 Differentiate the capabilities of switch types
1.6 Describe the life cycle of a multicast group
1.7 Describe and configure the operation and use cases for NAT
1.8 Describe and configure the operation and use cases for static routing
1.9 Describe and configure VLAN trunking to a virtual switch
1.10 Describe and configure Layer 2 resiliency protocols (Spanning Tree, REP, Flex Links, and Etherchannels)
1.11 Configure switch ports ( macros, threshold alarms)

2.0 Common Industrial Protocol (CIP) Knowledge and Configuration 19%
2.1 Explain the CIP connection establishment process
2.2 Explain producer/consumer models and implicit/explicit message models
2.3 Recognize communication abilities and capacities in different hardware/hardware generations (revisions)
2.4 Identify and describe the technologies that enable CIP Motion and CIP Safety
2.5 Identify the applicability, limitations, and components of a DLR implementation
2.6 Implement multicast features for CIP within a LAN
2.7 Optimize RPI on a CIP connection given a set of parameters
2.8 Enable and configure IEEE 1588 PTP at the system level
2.9 Configure the Stratix using the Add On Profile (AOP) in Studio 5000

3.0 ProfiNET Knowledge and Configuration 19%
3.1 Describe the differences in ProfiNET support between Cisco catalyst and Cisco Industrial Ethernet (IE) switches
3.1.a Support for VLAN 0
3.1.b Support for ProfiNET LLDP
3.1.c Support for GSDs (integration into SIMATIC STEP 7)

3.2 Describe the operation and purpose of ProfiSAFE
3.3 Describe the three basic ProfiNET devices and conformanceclasses
3.4 Describe the ProfiNET application classes and communication channels
3.5 Describe DHCP and how it can be used for IP addressing of devices and configuration pushes
3.6 Describe ring network requirements for ProfiNET
3.7 Enable ProfiNET on the switch
3.8 Enable Layer 2 QoS to ensure ProfiNET is prioritized
3.9 Integrate the Cisco Industrial Ethernet Switch in SIMATIC STEP 7
3.10 Configure and monitor ProfiNET alarm profiles on IE switches

4.0 Security 12%
4.1 Describe the defense in-depth approach to securing the industrial zone
4.2 Identify how a security component (hardware/software) applies to a network device to meet the network security definition of defense in depth
4.3 Describe network device hardening
4.4 Describe the concept and mechanisms of implementing logical segmentation
4.5 Identify possible options to control traffic between zones (ACLs, firewalls, VLANs)

5.0 Wireless 10%
5.1 Describe the differences between 802.11a/b/g/n/ac
5.2 Describe the components that you need to build multiple wireless networks on a single access point
5.3 Describe the difference between autonomous and controller-based access points and wireless workgroup bridges
5.4 Demonstrate a typical switchport configuration for autonomous and controller-based access points
5.5 Describe the limitations of using a workgroup bridge with a control communication

6.0 Troubleshooting 20%
6.1 Troubleshoot advanced Layer 1 problems such as mechanical deterioration, electromagnetic noise issues, and infrastructure mismatches
6.2 Troubleshoot VLAN trunking
6.3 Troubleshoot an error disabled port
6.4 Troubleshoot basic spanning tree port state and root priority problems
6.5 Troubleshoot Layer 3 problems by inspecting route tables and NAT tables
6.6 Troubleshoot Layer 3 problems in a VRF-lite enabled environment
6.7 Demonstrate the ability to find the location of a device within a multi-switch network given an IP address
6.8 Identify methods for troubleshooting a communication problem in a CIP environment
6.9 Troubleshoot CIP using an Ethernet/IP browse tool, command line, and a web browser
6.10 Troubleshoot device communications performance
6.11 Identify the source of cable and device faults in a DLR
6.12 Identify methods for troubleshooting a communication problem in a ProfiNET environment
6.13 Troubleshoot ProfiNET using SIMATIC STEP 7 to view network topology, use the switch command line


Friday, 13 November 2015

LX0-104 Implementing Cisco Video Network Devices (VIVND)

QUESTION 1
Which of the following commands puts the output of the command date into the shell
variable mydate?

A. mydate="$(date)"
B. mydate="exec date"
C. mydate="$((date))"
D. mydate="date"
E. mydate="${date}"

Answer: A


QUESTION 2
What is the purpose of the file /etc/profile?

A. It contains the welcome message that is displayed after login.
B. It contains security profiles defining which users are allowed to log in.
C. It contains environment variables that are set when a user logs in.
D. It contains default application profiles for users that run an application for the first time.

Answer: C


QUESTION 3
When the command echo $$ outputs 12942, what is the meaning of 12942?

A. It is the process ID of the echo command.
B. It is the process ID of the current shell.
C. It is the process ID of the last command executed.
D. It is the process ID of the last command which has been placed in the background.

Answer: B


QUESTION 4
What output will the following command produce?
seq 1 5 20

A. 1
6
6

B. 1
5
15

C. 1
2
3

D. 2
3
5

E. 5
15
20

Answer: A


QUESTION 5
Which of the following SQL queries counts the number of occurrences for each value of the
field order_type in the table orders?

A. SELECT order_type,COUNT(*) FROM orders WHERE order_type=order_type;
B. SELECT order_type,COUNT(*) FROM orders GROUP BY order_type;
C. COUNT(SELECT order_type FROM orders);
D. SELECT COUNT(*) FROM orders ORDER BY order_type;
E. SELECT AUTO_COUNT FROM orders COUNT order_type;

Answer: B

Monday, 2 November 2015

HP is now two companies. How did it get here?

HP's split follows more than a decade of scandals and missteps

If Hollywood wanted a script about the inexorable decline of a corporate icon, it might look to Hewlett-Packard for inspiration. Once one of Silicon Valley's most respected companies, HP officially split itself in two on Sunday, betting that the smaller parts will be nimbler and more able to reverse four years of declining sales.

HP fell victim to huge shifts in the computer industry that also forced Dell to go private and have knocked IBM on its heels. Pressure from investors compelled it to act. But there are dramatic twists in HP's story, including scandals, a revolving door for CEOs and one of the most ill-fated mergers in tech history, that make HP more than a victim of changing times.

HP isn't down and out: It could still confound skeptics and return some of its former glory. But the breakup is an inauspicious moment for a company that was once one of the tech industry's finest. Here are some of the events that got HP to where it is today.

The Compaq acquisition: Much has been said about HP’s 2001 buyout of its larger PC rival, and the story is back in the news thanks to then-CEO Carly Fiorina’s U.S. presidential campaign. Without getting bogged down in whether Carly made a huge error, it’s safe to say that the deal did not set HP up for the future. Dell’s direct sales model was about to turn the industry on its head, and tablets and smartphones would deal a blow from which PCs have never recovered. HP bet big on a losing horse.

The pretexting scandal: You want a movie script? In 2006, HP admitted it had hired private investigators who spied on its own board members to figure out who was leaking company information to journalists. Criminal charges against HP executives were eventually dropped, but it cost the jobs of board chair Patricia Dunn and several other top staff. It was an embarrassing distraction at a time when HP needed to get down to business.

The EDS purchase: Buying a big IT services company in 2008 looked like a smart way for HP to diversify into more profitable areas, but HP “never unlocked the value from the deal they were looking for,” says IDC analyst Crawford Del Prete. Soon after, the market turned from large outsourcing deals to smaller contracts, and HP was riding the wrong horse again. Its services business continues to struggle.

Mark Hurd scandal: Like Fiorina, Hurd is a divisive figure for HP watchers. What's undeniable is that his relationship with R-rated movie actress Jodie Fisher cost him his job and kicked off a disastrous string of events for HP. More contentious is whether Hurd’s rampant cost-cutting stunted innovation and set HP up to fail. Del Prete doesn’t see it that way: Hurd slashed expenses, was adored by Wall Street, and probably would have reinvested some of those savings in the long term, he says. Regardless, his ouster kicked off the most damaging period in HP’s history. Hurd was forced to resign, ostensibly over an inaccurate expense report. If only his successor's missteps had been so trivial.

Leo Apotheker. Oh Leo, what were you thinking? Or maybe that’s a question for HP’s board. The former SAP chief took over from Hurd in September 2010 and managed to do a lot of damage before his ouster 11 months later. "He was really a software sales and marketing executive," says Del Prete. "He had a hammer and everything became a nail." Among the highlights of his tenure:

The Autonomy debacle: The New York Times has called it “the worst corporate deal ever,” and it’s hard to argue it didn’t contribute mightily to HP’s woes. HP shelled out $11.1 billion for the U.K. software maker and took a write-down of $8.8 billion the following year, effectively admitting that it had drastically overpaid. HP claims it was hoodwinked by Autonomy's management, and lawsuits are ongoing, but there’s evidence that HP rushed the deal without knowing what it was getting into. It was another big distraction for HP and gave more ammunition to investors who wanted change at the company.

The PC blunder: At the same time it bought Autonomy, Apotheker announced that HP was considering a sale of its PC division. It wasn’t a terrible idea — IBM did the same and hasn’t looked back — but dithering about it in public for many months caused uncertainty that hurt HP’s business and helped its rivals.Apotheker also killed off HP's webOS smartphones and tablets, which HP gained when it bought Palm for $1 billion a year earlier. At a time when smartphones were the hottest item in tech, it was a curious decision, to say the least.

Revolving doors: Before a year was up, HP’s board had had enough and Apotheker was replaced by Meg Whitman, the company's third CEO in 13 months. Her first move: announcing that HP would keep its PC division after all. Whitman seemed an unlikely choice after her 10 years running Ebay, but she's won praise for making the best of a tough assignment.

Cloud confusion: It's an open question whether an enterprise IT company needs its own public cloud, but it's now clear that HP won't have one. It said a few weeks ago it will shut down its Helion cloud services in January, and focus instead on "hybrid" infrastructure and partnering with other cloud providers. HP's public cloud was another initiative started by Apotheker, though one wonders if HP couldn't have done a bit more with it after four years of effort.

None of these events alone landed HP where it is today. The move to cloud computing and collapsing PC market played a role, along with the ongoing decline in proprietary high-end Unix systems. The failure of Intel’s Itanium processor, on which HP bet the farm in systems, was also a major setback.

Despite all the missteps, the two HPs remain formidable entities, each with some $50 billion in revenue. HP Inc., which will sell PCs and printers, is unlikely to produce much growth, but the PC business can generate a good amount of cash, as Michael Dell has proved. And the core infrastructure business of Hewlett-Packard Enterprise has "never been executing better," according to IDC's Del Prete, who pointed to its 3Par storage gear and industry-standard servers.

"We don't see customers being at risk from the split," he said, meaning IDC isn't advising HP customers to shop around.

What matters, he says, is whether Hewlett-Packard Enterprise can make the right acquisitions and partnerships over the next 24 months to bring back some growth.


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Thursday, 29 October 2015

Exam 70-694 Virtualizing Enterprise Desktops and Apps

Exam 70-694 Virtualizing Enterprise Desktops and Apps

Published: January 8, 2015
Languages: English
Audiences: IT professionals
Technology Windows 8.1, Windows Server 2012 R2, Microsoft Intune
Credit toward certification: MCP, Microsoft Specialist

Skills measured
This exam measures your ability to accomplish the technical tasks listed below. The percentages indicate the relative weight of each major topic area on the exam. The higher the percentage, the more questions you are likely to see on that content area on the exam. View video tutorials about the variety of question types on Microsoft exams.

Please note that the questions may test on, but will not be limited to, the topics described in the bulleted text.

Do you have feedback about the relevance of the skills measured on this exam? Please send Microsoft your comments. All feedback will be reviewed and incorporated as appropriate while still maintaining the validity and reliability of the certification process. Note that Microsoft will not respond directly to your feedback. We appreciate your input in ensuring the quality of the Microsoft
Certification program.

If you have concerns about specific questions on this exam, please submit an exam challenge.

Plan app virtualization (27%)

Design an app distribution strategy
Design considerations, including impact on clients, offline access, deployment infrastructure, and remote locations; plan for updates to apps
Plan and implement app compatibility
Configure and implement Microsoft Assessment and Planning (MAP) Toolkit; planning considerations, including Remote Desktop Services (RDS), Virtual Desktop Infrastructure (VDI), client Hyper-V, and Application Compatibility Toolkit (ACT); plan for application version co-existence
Update apps in desktop images
Configure online servicing, apply patches offline, configure offline virtual machine (VM) servicing, update Microsoft Deployment Toolkit (MDT) task sequences

Implement app virtualization (25%)
Configure App-V
Configure a new application, configure a Connection Group, configure App-V reporting on the client, create a report for App-V
Deploy App-V clients
Install and test the App-V client; configure the App-V client; configure the App-V client, by using Group Policy
Configure apps sequencing
Install the App-V Sequencer, deploy sequenced apps, update sequenced apps, publish Office 2013 and Sequencing Add-On for Word 2013, deploy connected apps

Plan and implement virtual desktops (21%)
Plan for pooled and personal desktops
Planning considerations, including shared storage, network, Storage Spaces, and scale-out file servers; plan capacity
Implement virtual desktop collections
Configure collections type, VM creation, and user assignments; configure client settings; configure Active Directory permissions
Plan and implement Remote Desktop Services (RDS)
Install and configure Remote Desktop Session Host, install and configure the Remote Desktop Web Access (RD Web Access) role, configure the Remote Desktop Connection Broker (RD Connection Broker) for the Remote Desktop Session Host, perform capacity analysis
Create and configure remote applications
Prepare Remote Desktop Session Hosts for application installation; configure RemoteApp properties; create a RemoteApp distribution file (MSI or RDP); sign packages with certificates; implement application version co-existence, by using RD Web Access; configure file extension associations
Deploy and manage remote applications
Configure RemoteApp and Desktop Connections settings, configure GPOs for signed packages, configure RemoteApp for Hyper-V, export and import RemoteApp configurations, deploy a RemoteApp distribution file (MSI or RDP)

Plan and implement business continuity for virtualized apps (27%)
Plan and implement a resilient Remote Desktop infrastructure
Design highly available RD Web Access, RD Connection Broker, and Remote Desktop Gateway; perform backup and recovery of the Remote Desktop Licensing server; configure VM or dedicated farm redirection
Plan and implement business continuity for virtual desktops
Design and implement Hyper-V Replica with Hyper-V Replica Broker, design and implement business continuity for personal and shared desktop collections
Plan and implement a resilient virtual app delivery infrastructure
Plan and implement highly available App-V data store and management server; implement pre-populated/shared cache App-V functionality for the VDI environment; implement highly available content share; implement a branch office strategy, using App-V; manage VM backups



Wednesday, 21 October 2015

Google Graveyard: What Google has killed off in 2015


Six feet deep
Google is truly a company that has more technology and products than it can handle sometimes, and in 2015 the company with the recent name change shed a host of tools and products to enable it to focus on more pressing needs. Here’s a look back at what Google this year has offed or announced plans to off (To go back even further, check out 2014’s Google Graveyard.)

Google Code
Google in March said it would be axing its Google Code platform in January 2016, acknowledging increased adoption of alternatives like GitHub and Bitbucket. “As developers migrated away from Google Code, a growing share of the remaining projects were spam or abuse. Lately, the administrative load has consisted almost exclusively of abuse management,” wrote Google open-source director Chris DiBona. Google Code launched in 2006.

Chrome extensions
At the risk of making itself look controlling, Google has been taking steps for years to protect Google Chrome users of extensions that inject ads and malware. In May it really put the kibosh on such software coming from any Windows channel, specifying that all extensions now need to original in the Chrome Web Store. Extensions for Chrome for OS X got the same treatment in July. “Extending this protection is one more step to ensure that users of Chrome can enjoy all the web has to offer without the need to worry as they browse,” a Google product manager wrote in announcing the changes.

Pwnium hacking contest
Google’s big one-day hacking contest at the CanSecWest event, under which it doled out hundreds of thousands of dollars since 2012, has been shuttered in favor of year-long opportunities for hackers to snag bounties for uncovering flaws in its Chrome technology. Among other things, Google was concerned that hackers were hoarding bugs until the contest came around.

Bookmarks Manager
Technicaly, Google didn’t kill the Bookmarks Manager in June, but it did relent to widespread hatred of the free Chrome extension and revert to including the old bookmark tool with its browser. Those few who did cotton to the new UI are still able to access the Bookmarks Manager if they know where to look. Meanwhile, Google’s Sarah Dee blogged: “Our team will continue to explore other ways to improve the bookmarks experience. ”

PageSpeed
Google alerted users of its PageSpeed Service for making websites zippier that it would be killing off the tools as of Aug. 3. Google had pitched its 4.5-year-old hosted PageSpeed optimizing proxy as a way to improve website performance without having to know any code.

Google TV
Google kicked off 2015 by announcing it would ditch the Google TV brand that few probably knew existed and focus its living-room entertainment efforts instead on Android TV and Google Cast. The company said Google TV libraries would no longer be available, but Google TV devices would continue to work.

Google logo
Google nixed its colorful longtime serif typeface logo, around since 1999, in favor of a new sans serif colorful logo with a typeface dubbed Product Sans. With the emergence of the Alphabet parent company came a new look for its Google business.

GTalk
Google Talk had a good run, starting up in 2005, but it’s never good when Google pulls out the term “deprecated” as it did in February in reference to this chat service’s Windows App. Google said it was pulling the plug on GTalk in part to focus on Google Hangouts in a world where people have plenty of other ways to chat online. However, Google Talk does live on via third-party apps.

Maps Coordinate for mobile workforces
Google in January emailed users of its mobile enterprise workforce management offering, which debuted in 2012, that the service would be shutting down come January 2016. Google has been folding various mapping-related products into one another in recent years, and is putting focus on its mapping APIs in its Maps for Work project going forward.

Google Moderator
This tool, launched in 2008, was used to “create a meaningful conversation from many different people's questions, ideas, and suggestions.” The White House, among others, used it to organize feedback for online and offline events during the 2012 elections. But Google gave up on the tools in July due to its overall lack of use.

Helpouts
There’s no more helping Google Helpouts, which was discontinued in April. This online collaboration service was short-lived, launching in November 2013. While alive, it allowed users to share their expertise – for free or a fee -- through live video and provide real-time help from their computers or mobile devices. It exploited Google Hangouts technology, but was largely redundant with so many help videos found on Google’s very own YouTube.

Eclipse developer tools
Google informed developers over the summer that it was time for them to switch over to Android Studio, now firmed up at Version 1.0, as the company would be “ending development and official support for the Android Developer Tools (ADT) in Eclipse at the end of the year. This specifically includes the Eclipse ADT plugin and Android Ant build system.”

Flu Trends
Google in August said it was discontinuing its Flu and Dengue Trends, which were estimates of flu and Dengue fever based on search patterns. Flu Trends launched in 2008 as an early example of “nowcasting” and Google is now leaving the data publishing on diseases to health organizations that it will work with. Historical data remains available from Google.

Google+ ?
Google’s social networking technology has never had much life in the first place and isn’t “really most sincerely dead” like the Wicked Witch, but Google keeps messing around with it, such as extracting the Google Photos app from it, as announced at Google I/O this year, while adding a feature called Collections. Google also has stopped requiring people to have Google+ accounts to tap into other services, such as YouTube channel creation.


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