和谐，自由

FCC 定义了宽带的标准是最少 768 Kbps 。

fuse 除了对 ntfs 支持以外，还可以设置用于建立远程 ssh 文件系统，这样的话， mysql 文件系统， http 文件系统都可以如法炮制？

# modprobe fuse

# adduser fuse

# chown root:fuse /dev/fuse

# chmod +x /dev/fusermount

# mkdir ~/remoteserv

# sshfs username@ipaddress:/remotepath ~/remoteserv

test:

user@testserver:~/remoteserv$ ls -l
total 16
drwxr-xr-x 1 951247 155725 4096 2006-16-13 13:03 Music
drwxr-sr-x 1 root root 4096 2006-10-11 06:05 logs
drwx—— 1 951247 155725 4096 2006-02-11 16:19 Documents
drwxrwxr-x 1 951247 155725 4096 2006-10-09 02:43 scripts

^q
Initiate shutdown, press again to force the shutdown and skip sending the stop signal to trackers.

up | down | left | right arrow keys, ^P | ^N | ^B | ^F
Select entries or change windows. The right arrow key or ^F is often used for viewing details about the selected entry, while the left arrow key or ^B often returns to the previous screen.

a | s | d
Increase the upload throttle by 1/5/50 KB.

A | S | D
Increase the download throttle by 1/5/50 KB.

z | x | c
Decrease the upload throttle by 1/5/50 KB.

Z | X | C
Decrease the download throttle by 1/5/50 KB.

Main View Keys
->
View download.

1 - 7
Change view.

^S
Start download.

^D
Stop an active download, or remove a stopped download.

^K
Close a torrent and its files.

^R
Initiate hash check of torrent.

^O
Change the destination directory of the download. The torrent must be closed.

^X
Call commands or change settings.

+ | -
Change the priority of the download.

backspace
Add torrent using an URL or file path. Use tab to view directory content and do auto-complete.

l
View log. Exit by pressing the space-bar.

U
Delete the file the torrent is tied to, and clear the association.

I
Toggle whether torrent ignores ratio settings.

Download View Keys

->
View torrent file list. Use the space-bar to change the file priority and * to change the priority of all files. Use / to collapse the directories. OUTDATED

1 | 2
Adjust max uploads.

3 | 4
Adjust min peers.

5 | 6
Adjust max peers.

u
Display transfering blocks.

i
Display chunk rarity.

o
Display the tracker list. Cycle the trackers in a group with the space-bar.

p
View peer and torrent information.

t | T
Initiate tracker request. Use capital T to force the request, ignoring the “min interval” set by the tracker.

k
Disconnect peer.

*
Choke/Snub peer.

Mar 26, 2002 | Dana Norton | E-Mail

CIOs need teams that can carry the organization through the rough spots, whether it’s migrating to a new server or surviving under tight budgets. But building a team with the necessary skills and flexibility to maintain high service levels through adversity is not easy.

We spoke to two experts and several TechRepublic members to get their thoughts on what skills CIOs should look for in potential employees or cultivate in current ones.

Intellect, brainpower in demand
Adam Kolawa, CEO of ParaSoft, a provider of error prevention and error detection software solutions, believes some of the best skills to have on staff are often overlooked because they seem so obvious.

Kolawa seeks employees that boast solid problem-solving skills and strong intellects—and that carries from executive management down to the mailroom.

Yet overall sharp mental skills are sometimes bypassed in lieu of more specific technical skills, such as knowledge of COBOL or XML.

Since things change so often in and around technology, the CEO believes that good employees are ones that can think proactively—even if they don’t know the latest computing language.

“The problem [with IT skills] is that they are constantly changing,” explains Kolawa. “The most important skill I am looking for is a good brain. The second skill I am looking for is the ability to learn.”

An employee’s desire to learn, and evolve his or her skill set, bodes well for business, says Kolawa. Tech professionals eager to learn are not thwarted by challenge and, surprisingly, are less susceptible to burnout, he adds.

“What I’ve found is that a lot of IT people, [for example] a lot of programmers, are kind of getting stagnated in the skills they have learned,” he says. “You don’t want to get bogged down in one skill set or in one language.”

Vital technical skills
Along with a vibrant mind, flexible nature, and enthusiasm to solve issues, CIOs still need team members with specific technical expertise.

One skill set in demand right now is server-side application experience and deeper certifications in that area, according to one IT management consultancy.

“There is a growing need for certified networking professionals and more server-side expertise,” explains Terryn Barill, CEO and president of Terryn Barill, Inc. “If you have a high-level certification in any of those enterprisewide applications, you’ve got yourself a job.”

Another top demand on CIOs’ skill wish lists today is experience with XML, says Barill.

“[XML] is getting into anything and everything. But XML…is going to end up being as hot as Java was a few years ago.”

In addition, any experience with data centers is also becoming a desired skill.

“[There’s a move to] standardize operations more across the board, and that really kind of tightens up the IT structure so that it supports the business. One of the ways you do that is to harness the power of the large data centers and the servers and the extensive networks that a lot of these companies have,” Barill explains.

As data centers increasingly become the focus of large organizational initiatives, such as ERP and CRM, the demand for qualified professionals is increasing.

——————————————————————————–
Top tech team skills
The following skills are assets to any CIO’s team:

• XML
• Java
• Network engineering
• Data center management
• Enterprise applications (ERP, CRM)

——————————————————————————–

Other skills on tech leaders’ wish lists
In researching what tech proficiencies and team needs are most in demand these days, TechRepublic called on members to share their insight. Here are some of their comments:

“Certainly the latest [are] .NET and Web services,” says K. Umapathy.
“…planning and using resources such as personnel is becoming a bigger challenge that it has ever been, so getting the right people for a job that is undefined and [not] quantified is pretty tough,” writes TechRepublic member Joe Blogs.
“It will be good news if companies are again looking for the qualities of flexibility and intelligence in IT employees,” adds Keith Tarrant. “Clearly, the critical, hard-to-obtain qualities are things like: flexibility, trainability, results orientation, ingenuity, cooperation, negotiation, time management, human communications, scope control.”
“XML is from IBM. Java is also a ‘mainstream’ type of language. You should concentrate on learning much more ‘mainstream’ type technologies and languages,” says member David Langlois.
“Knowing which skills are in demand now and which skills will become hot may help you get a jump on the rest of the IT pros…however, when selecting candidates, the variety of knowledge and experience is a big factor,” adds Caginay Yilmaz.

Clearly, there are a plethora of hot skills that CIOs want to bring on board when creating today’s tech teams. And while it’s tempting to focus on tech expertise, CIOs are well advised to keep CEO Kolawa’s advice in mind. After all, as someone once said, a mind is a terrible thing to waste.

——————————————————————————–
What skills are most valuable to you?
Do you generally hire new employees to bring in cutting-edge technical skills, or do you concentrate on training your present staff on the technologies you know you’ll need in the future? Or does your staffing strategy involve a bit of both? Let us know what works best in your organization. Drop us a line today.

Jun 1, 2001 | Veronica Combs | E-Mail | Archive

Even though the recent economic downturn has loosened up the job market somewhat, recruitment and retention of good employees is still at the top of most managers’ priority lists. There aren’t as many new opportunities to lure employees away, but keeping them productive and satisfied is as big a concern as losing them to another company.

While the current economic climate may keep people from changing jobs, it also will force companies to do more with less, and keep employee productivity high.

Rick Poppell of people3 offered some help for recruitment and retention efforts in his presentation, “Managing human capital through your intranet,” at Gartner’s recent symposium in Denver, CO. Poppell has worked in IT and human resources and is one of the authors of people3’s annual compensation study. He also worked on another annual survey of CIOs, and his presentation addressed two of their top priorities: recruitment and retention. Poppell’s Symposium presentation provided a strategy that IT managers can use to address these issues.

Why retention is still a key issue
In describing the current IT staffing climate, Poppell said that the turnover rate in IT organizations is between 3 percent and 12 percent, and that key turnover issues include lack of career development opportunities and a lack of challenging, interesting work. Additionally, Poppell said that 70 percent of projects fail because the right people aren’t driving the projects. Devising a staff management plan that uses an intranet to provide job information and opportunities can address both these issues, Poppell said.

“Creating an intranet that provides information on jobs within your company and how employees can get these jobs can help with recruitment, retention, resourcing, and career development,” he said.

He also said that another advantage of devising a human capital management plan was that it allows companies to match the right person with the right job.

“To do more with less, you need a strategy that will help you use your people to the best advantage,” he said.

A key aspect of retention is giving employees challenging work to do, Poppell said, and a job-centric intranet can help managers assess their employees’ skills and interests.

Using your intranet to provide information and opportunities
In his presentation, Poppell explained how to devise a plan to manage your staff successfully and how to create an intranet that will help managers and staff achieve that goal. He listed the various types of job information that could be posted on the intranet. The information includes:

Job families: descriptions of jobs within your organization, such as application development, operations, help desk, customer service
Career paths: descriptions of jobs within job families and skill requirements for each job
Skill and competence requirements: descriptions of what an employee has to know to do this job and of expectations for the role
Employee assessments: objective evaluations of people that would include evaluations to take for employees and results for managers

Poppell suggested starting with homegrown efforts.

“Take content from various formats—human resources, the project office, your training organization—and put it in a consistent framework,” he said. “Create one portal that speaks in one language.”

IT managers can use the information on such an intranet to help people move ahead and gain new skills, and to cut turnover rates by increasing job satisfaction among their employees.

Poppell said the most important piece of this model is the employee piece.

“Employees want clear role requirements of their current jobs and visible career opportunities so they can plan their career moves,” he said. “This structure can help managers understand employees’ needs for fluidity and flexibility.”

Poppell said providing this kind of information can solve two goals at once: an individual’s need to work on interesting work, and a manager’s need to have an employee with a variety of skills.

To read more about how to organize and build a job-centric intranet, download the entire presentation.

——————————————————————————–
How does your company keep employees informed about job opportunities?

Does your organization have a formal process for internal promotions? How are new jobs announced? How does your staff know what skills are required for various jobs? Do you use your intranet to address any of these issues? Send us an e-mail and tell us how you handle these issues.

Jan 10, 2002 | Ken Hardin | E-Mail | Archive

Editor’s note: Ken Hardin, TechRepublic’s director of editorial development, is filling in for Bob Artner this week.

Managers here at TechRepublic recently completed two days of corporate training dedicated to our annual personnel review process. As you might expect, we spent a lot of time role-playing through uncomfortable review scenarios in which employees become upset or confused. Friction like this usually arises when managers’ assessments don’t synch with team members’ own opinions of how well they are doing or, even worse, what they are supposed to be doing in the first place.

Of course, these things happen. They are a lot more likely to happen if you wait for a formal yearly review to really get down to brass tacks on how your team members are coming along. No IT manager would let a project go for a year, a quarter, or for that matter even a month, without some sort of credible checkup on its status. Their organizational (and self-preservation) instincts are just too strong.

So why are tech department heads notorious in HR circles for mishandling ongoing staff development issues? Often, for the same reasons they are successful at the tactical, quantifiable components that make up the bulk of their jobs: IT pros like numbers. Sure, it’s tough to plot out a Gantt chart for corporate competencies, such as “building relationships,” “leading change,” and “developing others,” just to cite a few examples from TechRepublic’s parent company, CNET Networks, but as a manager, it’s your job to prod your team members along toward these fuzzier standards, even as you’re pushing to make that release deadline under budget.

My best advice is start handling your employees’ ongoing development in much the same way as you do a code release. And the only way to do that is with regularly scheduled sessions devoted to tracking team member’s growth in areas that don’t equate with product deliverables. In management jargon, these meetings are often called one-on-ones.

Forget about deadlines and forge a plan
As I first began thinking through ideas for this column, I decided to ask a few of TechRepublic’s development and IS pros what they think is most important to cover in one-on-one sessions with their manager. All of them, with the exception of a team manager, cited project status as a primary concern for such meetings.

After this epiphany, I decided to ask our members their thoughts on the question. In a quick poll of both our IT Manager and Developer communities, more than 40 percent of both groups cited project status as the most pressing issue they want discuss during one-on-one meetings. That’s better than double any of the poll’s other options. You can see a comparison of the two community’s priorities in Figure A.

Project status weighs heavily on the minds of both managers and developers in our quick poll.

In all candor, such inability to separate the objective goals of a project and the often more subjective goals of personnel development is at the heart of most HR breakdowns.

Think about it: You have three developers and a project manager working a key site revision that’s now 10 percent behind its phase-one deliverable timeline. To get this project back on track, are you going to:

Patiently determine which of your four key players are dropping the ball, and then work out a constructive plan to build strengths that will help them catch up with their teammates over time?
Juggle and reassign tasks like crazy, regardless of hurt feelings and missed opportunities for staff growth, to get back that 10 percent?

That was a rhetorical question. You’re going to do whatever it takes to get your product out the door. But without some parallel track of staff development checkpoints that’s not driven by real-time product delivery, what are the odds that you are ever going to get back to those personnel problems?

Like everything else, you’ve got to have a schedule and a plan to deal with these issues. If you don’t, your team will keep repeating the same mistakes and you’ll lose what should have been key resources, either through defection by disgruntled employees or dismissal of once-promising staffers who just never quite made the grade.

Keys to a successful one-on-one session
Unfortunately, one-on-one sessions were a pretty fashionable management gimmick during the dot.com madness, so they’ve gotten something of a bad rap. I once worked with a Dev manager who literally would walk into a team member’s office, say “OK, what do you want to talk about?” and then leave if the employee didn’t have a great, hour-long agenda. Like I said before, you have to have a plan.

Here are some practical do’s and don’ts for planning and running a useful one-on-one meeting.

Have one-on-ones about once a month. Of course, other demands on your time will affect how often you can set aside an hour for each employee, but about once every four or so weeks should be enough. In my informal survey of TechRepublic IT pros, the most common desired frequency was once a week, but that was in the context of using the sessions for updates on project status. Have as many project meetings as you need; people don’t change quite so quickly as site upgrades.

Do them in the team member’s office or a “neutral” space. You’ll also hear this advice from HR pros about formal reviews. Even if it seems ridiculous to you, employees tend to be a little intimidated by their bosses, and nobody likes criticism, even the constructive kind. Putting the team member at ease to speak his or her mind is a huge key to success in any developmental session.

Block out about half the hour for some highly structured review process, with monthly milestones to achieve. Again, you must always have a plan. If you’ve got a developer who’s slipping deadline, set aside 30 minutes to Gantt out his individual milestones for the month, and then review ways he can improve for the coming month. If you’ve got a teamwork problem, ask the employee to head up an informal effort to accomplish some housekeeping task that will require input from several team members. Clearly identify the items you’ll be reviewing a month from now, and set a couple of broad expectations for the employee to meet. This gives the one-on-one a sense of purpose and prevents the reviews from slipping into hour-long “rap” sessions that seem to go nowhere.

——————————————————————————–
So what is “career development,” anyway?
The importance of career development varies widely among different IT pros. In a future column, Ken Hardin will ask a few HR pros for their definitions of “career development” and how managers and team members can connect on the issue. Where does it rank on your list of priorities? Is it more important than salary or vacation time? Post a comment or send us a letter.
——————————————————————————–

Be sure the monthly goals you set correlate to the team member’s formal job performance goals. A big part of one-on-ones’ upside for you as a manager is that they are a great litmus test for your HR job review plans. If you find that an employee is struggling with timeliness, that should certainly be reflected in his or her formal job goals for the review period. If it’s not, you’ve got some updates to make.

Block out about half the session as the employee’s time. On the surface, this can drive busy managers crazy, but team members need an opportunity to vent about what’s bugging them. Just make sure the “rap” doesn’t degenerate into a conversation about movies, fantasy football, or other distractions that have nothing to do with the job at hand.

Never put off addressing a real-time problem until the one-on-one. If a team member is bothered enough to come to you with a problem, you can make a few minutes to listen. Remember, one-on-ones are a structured approach to ongoing staff development; they aren’t an excuse to cut down on the time you spend on the people who work for you. In the worst case, managers try to jam all their staff management duties into a nice little pigeonhole, and the one-on-one invariably deteriorates into a “woodshed” where little that’s productive happens.

Let the team member do most of the talking. For the most part, when you speak during a one-on-one, it should be to ask the team member a question or to give advice after asking a couple of questions. The employee gets a sense of ownership of the process, and you get a clearer picture of what’s really going on in his or her world before you start popping off suggestions. Remember, one reason you are having such a structured management session is because you’re too busy to keep up with all the team member’s individual issues on a daily basis. So listen and learn.

Don’t talk about how hard your own job is, or “big picture” issues, unless asked. You’ll see in the poll results chart above that there’s a huge expectations breach between our Developer and IT Manager communities on the matter of “team member/manager dynamics.” When you get down to it, IT pros are a pretty practical bunch; how you handle project status meetings and work assignments will determine their opinion of you, not any interpersonal points you might want to deconstruct during a one-on-one. Basically, your employees just want to talk about their individual work environments; they are willing to wait until the company-wide meeting for the quarterly earnings report.

Of course, most of these pointers boil down to common sense. But then again, so does personnel management. After a few one-on-one sessions, you’ll find that employees not only are more willing to communicate openly in private, they’ll also be more active in team meetings and brainstorming sessions.

And you’ll be able to worry a lot less about any big surprises when annual reviews roll around.

Feb 26, 2002 | Michael Sisco | E-Mail

Measuring performance is a critical strategy for IT managers who want senior management to understand and appreciate the contributions made by the IT department to the company bottom line. In previous articles, I focused on tracking and measuring the progress of your IT department, as a whole, and how to measure the progress of individual projects. In this article, we’ll focus on ways to measure performance by members of your IT team.

IT managers should track several quantitative performance measurements for each member of the IT team. These include:

• Productivity
• Quality
• Communication
• Client service
• Teamwork
• IT policies and procedures
• Training and education

Every employee performance review I deliver includes elements from each of these categories.

Certain jobs are more difficult to measure than others, but none are impossible to quantify if you plan properly and work toward putting the necessary processes in place. Let’s take the quality performance measurement as an example. You can gauge the quality level of your programming staff easily by tracking the number of errors encountered along the programming change process.

Typically, a software change-management process follows the stages shown in Figure A:

If your company lacks sophisticated tools to track and measure the change-management process, you can use the chart above to keep a simple count of quality issues. Just add “1” to the appropriate box for a project when an error is encountered. For example, errors discovered in IT Quality Assurance (QA) reflect on programming, design, or requirements definition. Reviewing the numbers after several projects are completed will point out trends that can help you identify staff members who need help.

——————————————————————————–
More on tracking performance

“Improve your IT department’s performance by calculating key equations”
“Use these guidelines to measure the performance of IT”

——————————————————————————–

I have used this approach to improve my organization’s programming quality, as well as productivity. The really neat part of using a measurement tool like this is that it begins to point out the value of taking the time to properly QA programming changes. Initially, many of your staff might believe that the perceived “extra steps” of QA reduces productivity. When you show them the programming production numbers and this quality measurement spreadsheet, they begin to understand the value of doing the job right the first time.

Other IT measurements that are helpful include:

• Help desk support calls.
• Support calls by key category.
• Average response time to problem resolution.
• Billable hours percentage for billable resources.
• Programming productivity.
• Programming backlog.
• Programming requests by client.
• System downtime or unavailability statistics.
• Number of users per support resource (help desk, desktop support, etc.).

Any number of variations or additional measurements can help you refine your operation and achieve more as a result. The point is that the adage, “What gets measured gets worked on” is very true. Measurements are valuable if the individual or team knows that the information is used to help rather than to criticize or punish. When performance measurements are properly implemented, team members will begin reinforcing the need for performance measurements and will be eager to see the results, especially when they are improving. You only achieve employee commitment when they trust that you use the information in a positive, constructive manner.

Measurements are of no value unless you share them. When shared with your employees, measurements can provide a motivation to do a better job and to remain focused. Employees also enjoy the fact that their efforts are being reflected in position performance numbers. Share meaningful results with your senior management team and you will be valued as a manager who has a deeper understanding of the IT business and the critical role IT plays in a company’s success.

Mike Sisco is a former CIO and current president of MDE Enterprises, an IT management training and consulting company in Atlanta. More of his management approach and experiences are available through the IT Manager Development Series, a set of 10 publications devoted to increasing IT management effectiveness.

Old articles to review.
Read the rest of this entry »

Key 1: Direction, not motion

It’s not how busy you are or how fast you’re moving, it’s how effectively you are advancing in the right direction.

Key 2: Focus, not time

It’s not how well you plan your time, it’s how effectively you put your attention on what matters most . . . in advance and as it unexpectedly appears.

Key 3: Capacity, not conformity

It’s not how good you are at copying others or making incremental improvements, it’s how bold you are at unlocking hidden potential – in yourself and others — and applying it in new ways.

Key 4: Energy, Not Effort

It’s not how hard you try or how long you work, it’s how effortlessly you get more of the right things done.

Key 5: Impact, Not Intentions

It’s not how lofty your intentions are or how much you want things to improve, it’s how measurable a difference you are making.

我是比较典型的南方人，个子不高，或者确切的说是有点矮。当然比较喜欢听那句“浓缩的都是精华”那句话。

这本书里谈到的其实就是这个事情。是不是成功另当别论，但是在他生存的时间里，如果已经是冠军了，那么应该说是比较成功的。当然从长远来看，我认为很多隐形冠军一定比不上那些大而强的公司，有那么好的生存力。因为如果隐形冠军要在产业上掉头的话，难度会比较大，而多元化公司相对而言，由于资金和人才充足，问题就不会太大。

做企业其实就是做人，一位做食品行业的同学就是感叹，企业中等即可，不需要太大。

另一位同学则是在水务软件领域里的冠军。还有一位初中同学正在遮阳布行业里大展身手。

我也绝对相信深圳的中小企业板块里，有很多这样的隐形冠军，我觉得那只是一个态度问题，如果你喜欢的话，那就继续做隐形冠军，如果不喜欢的话，那么也可以尝试多元化。

世界本来就没有那么复杂，简单化，make it simple，那么自己就是自己的冠军！

《隐形冠军》这本书里提到了西班牙哲学家 Jose Ortegay Gasset 的一句话：

人是一种存在，彼岸的成分大于此岸。

这句话可以说是非常深奥的，对有神论者而言，这句话或许很好理解，可是对于无神论者而言，彼岸在哪里呢？

“我们为谁生存” 里说过，彼岸就是下一代，就是无穷远。这个下一代不一定就是自己的子女，然而狭义的来看，大多数人都会理解为自己的子孙后代。 书中又提到彼得 德鲁克 对目标与愿景的描述：

每一个企业都需要一套简单、明白、统一的目标。他的使命应该足够清晰、足够宏大，能够为所有人编织一个共同的愿景。孕育这一愿景的目标应该是明确的、公开的，而且应该经常重申和强调。今天我们常常听到各种关于组织文化的讨论。但是真正意义上的文化其实就是一个企业上上下下对于某些目标和某些价值观的共同承诺。没有这种承诺，也就没有真正的企业，有的只是一群乌合之众。管理者的工作就在于思考和设定这些目标与价值，并且言传身教之。

从这里可以知道，一个企业要常青的话，接班人必须不能断，文化要一脉传承，就好象古代武功高手，什么门派，独门绝技，只能传一个要做帮主的人。

常青企业的背后，还是以经济基础为支撑的，公司经营状况不好，再好的文化也是白搭。企业不会掉头，朝阳产业变成了夕阳产业，再优秀的人才也无法支撑。

从这个意义来说，研究常青企业的工作也绝对是浪费时间，是一项无聊透顶的工作。