天道
唐·冯道
穷达皆由命，何劳发叹声。
但知行好事，莫要问前程。
冬去冰须泮，春来草自生。
请君观此理，天道甚分明
Thursday, April 16, 2020
Sunday, September 01, 2019
15 Free Temporary Email Services to Avoid Inbox Spam
https://www.raymond.cc/blog/temporary-email-for-avoiding-spam/
Sunday, August 11, 2019
长短经
知人者，王道也；
知事者，臣道也。
无形者，物之君也；
无端者，事之本也。
鼓不预五音，而为五音主；
有道者不为五官之事，而为理事之主。
君守其道，官知其事，有自来矣。
-- 唐代赵蕤《长短经》
菜根谭：浓夭淡久 大器晚成
桃李虽艳，何如松苍柏翠之坚贞？
梨杏虽甘，何如橙黄橘绿之馨冽？
信乎，浓夭不及淡久，早秀不如晚成也。
注解:
桃李：桃花与李花。见一一九【注解】。喻争荣斗艳、品格低下的小人、庸人。唐·李白《赠韦侍御黄裳》诗之一：“桃李卖阳艷，路人行且迷；春光扫地尽，碧叶成黄泥。愿君学长松，慎勿作桃李。”
坚贞：谓节操坚定不变。《后汉书·王龚传》：“王公束脩厉节，敦乐蓺文，不求苟得，不为苟行，但以坚贞之操，违俗失众，横为谗佞所构毁。”
橙黄橘绿：本指秋季景物。语本宋·苏轼《赠刘景文》诗：“一年好景君须记，最是橙黄橘绿时。”此仅作字面本意“黄橙绿橘”解。
馨冽：馨，〈形〉本义芳香，散布很远的香气。《说文》：“馨,香之远闻者也。”馨香，散播很远的香气。《国语·周语上》：“其德足以昭其馨香，其惠足以同其民人。”韦昭注：“馨香，芳馨之升闻者也。”芳香馥郁貌。汉·宋子侯《董娇娆》诗：“终年会飘堕，安得久馨香。”冽，〈形〉清澄。唐·柳宗元《至小丘西小石潭记》：“下见小潭,水尤清冽。”清冽，清醇，清淡。明·李时珍《本草纲目·水一·露水》：“秋露造酒最清冽。”
信乎：信，〈副〉果真，的确。宋· 陆游《过小孤山大孤山》：“信造化之尤物。”乎，〈后缀〉词，无意义。
秀：〈动〉本义谷物抽穗扬花。《尔雅》：“荣而实者谓之秀。”成长。《后汉书·孝章皇帝八王传赞》：“振振子孙,或秀或苗。”秀茂，生长茂盛。《宋史·五行志三》：“绍兴间，汉阳军有插榴枝於石罅，秀茂成阴，岁有华实。”美好优异。《旧唐书·德宗纪论》：“天才秀茂，文思雕华。”
评语:
桃花李花，虽然艳丽好看，但一经风吹雨打，落花狼籍，那鲜丽的姿态就消失了。松树柏树只有青青的颜色，不受人的注重欣赏，但经过了盛夏的炎暑和严冬的霜雪，都保持四季常青的颜色，因此，松柏坚贞的节操是桃李所不能相比的。梨子和杏子的味道虽然甘甜适口，但还赶不上黄橙绿橘味道的馨香芳例。所以，一时的浓夭华丽，不如淡泊来得长久。同样的道理，早岁的头角峥嵘还不如大器晚成来得纯实。再说，逞现一时的才华，转眼到了凋谢之期，到底不如坚贞的节操能够耐久；少年立身出世过早，则其凋谢之期亦必早，不能成就大业。三国时候的周瑜，虽然位重惧高，早年得志，但因他死得太早，除了赤壁一战之外，没有留下什么大的基业。俗语说：“彩云易散琅琅脆，自古好物不坚牢”，桃李鲜花虽然艳丽一时，但远不如松柏那样长青可贵。而“少年得志”并非人生幸事，因为它容易由骄狂而导致失败，只有“大器晚成”才能由于饱经沧桑，体会出创业的艰难而安于守成。
梨杏虽甘，何如橙黄橘绿之馨冽？
信乎，浓夭不及淡久，早秀不如晚成也。
注解:
桃李：桃花与李花。见一一九【注解】。喻争荣斗艳、品格低下的小人、庸人。唐·李白《赠韦侍御黄裳》诗之一：“桃李卖阳艷，路人行且迷；春光扫地尽，碧叶成黄泥。愿君学长松，慎勿作桃李。”
坚贞：谓节操坚定不变。《后汉书·王龚传》：“王公束脩厉节，敦乐蓺文，不求苟得，不为苟行，但以坚贞之操，违俗失众，横为谗佞所构毁。”
橙黄橘绿：本指秋季景物。语本宋·苏轼《赠刘景文》诗：“一年好景君须记，最是橙黄橘绿时。”此仅作字面本意“黄橙绿橘”解。
馨冽：馨，〈形〉本义芳香，散布很远的香气。《说文》：“馨,香之远闻者也。”馨香，散播很远的香气。《国语·周语上》：“其德足以昭其馨香，其惠足以同其民人。”韦昭注：“馨香，芳馨之升闻者也。”芳香馥郁貌。汉·宋子侯《董娇娆》诗：“终年会飘堕，安得久馨香。”冽，〈形〉清澄。唐·柳宗元《至小丘西小石潭记》：“下见小潭,水尤清冽。”清冽，清醇，清淡。明·李时珍《本草纲目·水一·露水》：“秋露造酒最清冽。”
信乎：信，〈副〉果真，的确。宋· 陆游《过小孤山大孤山》：“信造化之尤物。”乎，〈后缀〉词，无意义。
秀：〈动〉本义谷物抽穗扬花。《尔雅》：“荣而实者谓之秀。”成长。《后汉书·孝章皇帝八王传赞》：“振振子孙,或秀或苗。”秀茂，生长茂盛。《宋史·五行志三》：“绍兴间，汉阳军有插榴枝於石罅，秀茂成阴，岁有华实。”美好优异。《旧唐书·德宗纪论》：“天才秀茂，文思雕华。”
评语:
桃花李花，虽然艳丽好看，但一经风吹雨打，落花狼籍，那鲜丽的姿态就消失了。松树柏树只有青青的颜色，不受人的注重欣赏，但经过了盛夏的炎暑和严冬的霜雪，都保持四季常青的颜色，因此，松柏坚贞的节操是桃李所不能相比的。梨子和杏子的味道虽然甘甜适口，但还赶不上黄橙绿橘味道的馨香芳例。所以，一时的浓夭华丽，不如淡泊来得长久。同样的道理，早岁的头角峥嵘还不如大器晚成来得纯实。再说，逞现一时的才华，转眼到了凋谢之期，到底不如坚贞的节操能够耐久；少年立身出世过早，则其凋谢之期亦必早，不能成就大业。三国时候的周瑜，虽然位重惧高，早年得志，但因他死得太早，除了赤壁一战之外，没有留下什么大的基业。俗语说：“彩云易散琅琅脆，自古好物不坚牢”，桃李鲜花虽然艳丽一时，但远不如松柏那样长青可贵。而“少年得志”并非人生幸事，因为它容易由骄狂而导致失败，只有“大器晚成”才能由于饱经沧桑，体会出创业的艰难而安于守成。
Monday, April 30, 2018
Sunday, May 26, 2013
Sunday, September 12, 2010
Converting free 'Windows 7' Server into a workstation
http://www.zdnet.com/photos/converting-free-windows-7-server-into-a-workstation/444308?seq=1&tag=mantle_skin;content
Saturday, September 04, 2010
Top Reasons IT Projects Fail
Lack of Governance
Project criteria, roles, processes and outcomes must be established and actively monitored to aid in project success. Governance must be accepted and supported by all levels of management.
Internal Politics
Territorial road blocks can quickly destroy a project. Open communication and a focus on the project’s overall value to the company are essential.
Poor Communication between Business and IT
Ann All suggests saving the geek-speak for your tech buddies and using terms the business can understand and appreciate. Instead of dwelling on the technological capabilities of XML, for instance, emphasize the improved integration with clients and partners and other benefits that should result from using it. Additionally, IT folks need to try to hear and really understand what business users tell them.
Unclear Expectation
If project expectations are ambiguous in any way, what was initially seen as a small piece of work could become huge, taking up valuable time and resources. It is necessary to fully outline all stakeholder requirements at the start of the project. Whether the requirements were to install a new IT system, build a bridge or implement new processes, your project needs to produce solutions that meet these requirements 100 percent
Lack of Fact-based Analysis
According to Nigel Hughes, global director of Market and Service Development, project “plans are based not on facts, but on assumptions and opinions, both about the existing state and about the objectives for change. And those assumptions and opinions often don’t hold up as the project progresses, the environment changes, and the potential benefits become lost in the shuffle.”
He suggests that project analysis should include basic metrics such as “cost efficiency, productivity, cycle time, error rates, and so forth. It’s [also] critical to incorporate scenario modeling into the initial pre-project analysis, so that you can evaluate different options and extrapolate the implications of different courses of action over time, and then select the option that’s most realistic and that yields the optimal benefit. In other words, you need to not only manage the project efficiently and make sure it delivers results, you need to make sure the project you’ve chosen in the first place is the right one for the business. Finally, the metrics need to be tied back to the business objectives so that, as the project is implemented, you’re tracking and quantifying the benefits as they’re delivered.”
Lack of Input from Users
Gaining insight from heretofore-untapped internal resources is essential for creating a project plan that encompasses all aspects of the business. Without that input, tools and processes can be developed that are incomplete or even unnecessary.
Changes in Project Size, Budget, and Scope
Maintaining a firm grasp on all the ins and outs of a complex project can be a daunting task for even the seasoned project manager if they don't have the right tracking tools at hand. This spreadsheet from Method123 helps project managers keep track of major project items (milestones, change requests, costs, risks, etc.) by organizing them into clearly defined categories.
Changes in Key Personnel
Key changes in project personnel can be hugely disruptive to project progress. It is essential that all aspects of the project are well documented and up-to-date. One tool that can help is the cross-function flowchart provided by Michael Taylor and available from the ITBE Knowledge Network. The cross-functional flowchart provides a simple visual representation of how key stakeholders, the project manager, project teams and subcontractors collaborate.
Schedule Overruns
Project managers eat, sleep and breathe schedules, but must be on the lookout from the very beginning for preventable situations in which the project managers have been saddled with an unrealistic schedule because their management already committed the schedule to their own management. To compensate, more workers are usually added to the project, but adding more people to satisfy an unrealistic schedule will not solve the problem
Higher than Expected Maintenance Fees
Even when an IT project is “done,” it’s not over, and neither are the associated costs. Regularly assess projects to ensure that they still satisfy business needs and are on their way to success. As part of these assessments, companies should find a business owner who can substantiate the value, suggests Mike Sisco, president of MDE Enterprises, an IT management and consulting company. He says: "If I can't find that, I'm going to cancel it, even if it's 60 percent done."
Inadequate Skills for Project Completion
It's imperative for project managers to know exactly what skills and expertise each member of the project team possesses from the outset. The Project Knowledge Area Self-Assessment spreadsheet available in the Knowledge Network helps project managers capture these details in order to "quickly identify any knowledge gaps or single points of failure."
Source: http://www.itbusinessedge.com/slideshows/show.aspx?c=81818&utm_source=itbe&utm_medium=email&utm_campaign=OIN&nr=OIN
Project criteria, roles, processes and outcomes must be established and actively monitored to aid in project success. Governance must be accepted and supported by all levels of management.
Internal Politics
Territorial road blocks can quickly destroy a project. Open communication and a focus on the project’s overall value to the company are essential.
Poor Communication between Business and IT
Ann All suggests saving the geek-speak for your tech buddies and using terms the business can understand and appreciate. Instead of dwelling on the technological capabilities of XML, for instance, emphasize the improved integration with clients and partners and other benefits that should result from using it. Additionally, IT folks need to try to hear and really understand what business users tell them.
Unclear Expectation
If project expectations are ambiguous in any way, what was initially seen as a small piece of work could become huge, taking up valuable time and resources. It is necessary to fully outline all stakeholder requirements at the start of the project. Whether the requirements were to install a new IT system, build a bridge or implement new processes, your project needs to produce solutions that meet these requirements 100 percent
Lack of Fact-based Analysis
According to Nigel Hughes, global director of Market and Service Development, project “plans are based not on facts, but on assumptions and opinions, both about the existing state and about the objectives for change. And those assumptions and opinions often don’t hold up as the project progresses, the environment changes, and the potential benefits become lost in the shuffle.”
He suggests that project analysis should include basic metrics such as “cost efficiency, productivity, cycle time, error rates, and so forth. It’s [also] critical to incorporate scenario modeling into the initial pre-project analysis, so that you can evaluate different options and extrapolate the implications of different courses of action over time, and then select the option that’s most realistic and that yields the optimal benefit. In other words, you need to not only manage the project efficiently and make sure it delivers results, you need to make sure the project you’ve chosen in the first place is the right one for the business. Finally, the metrics need to be tied back to the business objectives so that, as the project is implemented, you’re tracking and quantifying the benefits as they’re delivered.”
Lack of Input from Users
Gaining insight from heretofore-untapped internal resources is essential for creating a project plan that encompasses all aspects of the business. Without that input, tools and processes can be developed that are incomplete or even unnecessary.
Changes in Project Size, Budget, and Scope
Maintaining a firm grasp on all the ins and outs of a complex project can be a daunting task for even the seasoned project manager if they don't have the right tracking tools at hand. This spreadsheet from Method123 helps project managers keep track of major project items (milestones, change requests, costs, risks, etc.) by organizing them into clearly defined categories.
Changes in Key Personnel
Key changes in project personnel can be hugely disruptive to project progress. It is essential that all aspects of the project are well documented and up-to-date. One tool that can help is the cross-function flowchart provided by Michael Taylor and available from the ITBE Knowledge Network. The cross-functional flowchart provides a simple visual representation of how key stakeholders, the project manager, project teams and subcontractors collaborate.
Schedule Overruns
Project managers eat, sleep and breathe schedules, but must be on the lookout from the very beginning for preventable situations in which the project managers have been saddled with an unrealistic schedule because their management already committed the schedule to their own management. To compensate, more workers are usually added to the project, but adding more people to satisfy an unrealistic schedule will not solve the problem
Higher than Expected Maintenance Fees
Even when an IT project is “done,” it’s not over, and neither are the associated costs. Regularly assess projects to ensure that they still satisfy business needs and are on their way to success. As part of these assessments, companies should find a business owner who can substantiate the value, suggests Mike Sisco, president of MDE Enterprises, an IT management and consulting company. He says: "If I can't find that, I'm going to cancel it, even if it's 60 percent done."
Inadequate Skills for Project Completion
It's imperative for project managers to know exactly what skills and expertise each member of the project team possesses from the outset. The Project Knowledge Area Self-Assessment spreadsheet available in the Knowledge Network helps project managers capture these details in order to "quickly identify any knowledge gaps or single points of failure."
Source: http://www.itbusinessedge.com/slideshows/show.aspx?c=81818&utm_source=itbe&utm_medium=email&utm_campaign=OIN&nr=OIN
Subscribe to:
Comments (Atom)