Mediator

Legacy System Cloud Migration strategy

2025-04-28T01:28:00.000-07:00

Migrating legacy systems to the cloud is a complex but highly beneficial process that can lead to improved performance, scalability, and cost efficiency. Here is a comprehensive strategy for cloud migration:

1. Assessment and Planning

A. Assess Current Systems

Inventory: Document all applications, databases, and dependencies.

Evaluate: Assess the current state, including performance, security, and compliance requirements.

Cost Analysis : Estimate current operational costs and potential savings from cloud migration.

B. Define Objectives

Business Goals: Align the migration with business objectives such as cost reduction, agility, or innovation.

Key Performance Indicators (KPIs): Establish metrics to measure success.

2. Choose the Right Cloud Model

A. Cloud Service Models

IaaS (Infrastructure as a Service): For migrating virtual machines and storage.

PaaS (Platform as a Service): For applications that benefit from managed services.

SaaS (Software as a Service): For applications that can be replaced with cloud-native solutions.

B. Deployment Models

Public Cloud: Cost-effective and scalable but with shared resources.

Private Cloud: Greater control and security, often used for sensitive data.

Hybrid Cloud: Combines public and private clouds for flexibility and optimized workload placement.

Multi-Cloud: Uses multiple cloud providers to avoid vendor lock-in and optimize services.

3. Migration Strategies

A. Rehosting ("Lift and Shift")

Description: Moving applications as-is to the cloud with minimal changes.

Use Cases: Quick migration with immediate benefits but may not fully leverage cloud-native features.

B. Refactoring

Description: Modifying applications to better fit the cloud environment.

Use Cases: Gaining efficiency, scalability, and cloud-native benefits.

C. Replatforming

Description: Making minimal changes to optimize for the cloud.

Use Cases: Minor tweaks to take advantage of cloud infrastructure without full refactoring.

D. Repurchasing

Description: Replacing legacy applications with SaaS alternatives.

Use Cases: When existing applications can be replaced with modern cloud solutions.

E. Retiring

Description: Decommissioning outdated or unnecessary applications.

Use Cases: Reducing complexity and cost by eliminating redundant systems.

F. Retaining

Description: Keeping some applications on-premises.

Use Cases: When certain applications are not suitable for cloud migration.

4. Data Migration and Integration

A. Data Migration

Plan: Develop a data migration plan including data cleaning and transformation.

Tools: Use cloud provider tools like AWS Database Migration Service, Azure Data Factory, or Google Cloud Dataflow.

Testing: Perform thorough testing to ensure data integrity and accuracy.

B. Integration

APIs: Develop APIs to integrate cloud and on-premises systems.

Middleware: Use middleware solutions for seamless data flow between environments.

5. Security and Compliance

A. Security

Identity and Access Management (IAM): Implement robust IAM policies.

Encryption: Use encryption for data at rest and in transit.

Monitoring: Continuous monitoring and alerting for security threats.

B. Compliance

Regulations: Ensure compliance with relevant regulations (e.g., GDPR, HIPAA).

Audits: Regular audits to ensure adherence to compliance standards.

6. Deployment and Testing

A. Phased Deployment

Pilot: Start with a pilot project to validate the migration process.

Stages: Migrate in stages to minimize risk and disruption.

B. Testing

Functional Testing: Ensure all functionalities work as expected in the cloud.

Performance Testing: Validate performance improvements and identify bottlenecks.

Security Testing: Test for potential security vulnerabilities.

7. Optimization and Monitoring

A. Optimization

Cost Management: Use cloud cost management tools to optimize expenses.

Performance Tuning: Continuously tune performance to ensure optimal operation.

B. Monitoring

Tools: Implement cloud-native monitoring tools like AWS CloudWatch, Azure Monitor, or Google Cloud Operations Suite.

KPIs: Monitor KPIs to ensure the migration meets business goals.

8. Training and Change Management

A. Training

Staff Training: Train staff on new cloud technologies and processes.

Documentation: Provide comprehensive documentation for new workflows.

B. Change Management

Communication: Keep all stakeholders informed about the migration process.

Support: Provide support for users during and after the migration.

9. Continuous Improvement

A. Feedback

Collect Feedback: Regularly collect feedback from users and stakeholders.

Iterate: Continuously improve based on feedback and performance metrics.

B. Updates

Stay Updated: Keep up with cloud provider updates and new features.

Innovate: Leverage new cloud services to innovate and improve business processes.

Conclusion

A well-planned and executed cloud migration strategy can transform legacy systems into agile, scalable, and cost-effective solutions. By following these steps, businesses can ensure a smooth transition to the cloud while minimizing risks and maximizing benefits.

City of Moncton, New Brunswick, Canada

2024-04-29T06:40:00.000-07:00

Nestled along the shores of the Petitcodiac River in New Brunswick, Canada, lies the vibrant city of Moncton. Boasting a rich blend of Acadian charm, cultural diversity, and natural beauty, Moncton offers a unique experience for visitors and residents alike.

At the heart of the city stands its downtown core, where historic architecture mingles with modern amenities. Stroll along Main Street and discover quaint cafes, boutique shops, and lively entertainment venues. The city's bustling market, held in the iconic Aberdeen Cultural Centre, showcases local artisans, farmers, and culinary delights.

Moncton's cultural scene is as diverse as its population. The Capitol Theatre, a grand venue dating back to 1922, hosts world-class performances ranging from Broadway shows to symphony orchestras. Meanwhile, the colourful murals adorning the city's buildings serve as a testament to Moncton's commitment to public art and creativity.

Nature enthusiasts will find solace in Moncton's many parks and green spaces. Centennial Park, spanning over 230 acres, offers endless recreational opportunities, from hiking and biking trails to winter sports like skating and cross-country skiing. And for those seeking adventure, the nearby Magnetic Hill provides an optical illusion that has baffled visitors for generations.

Moncton's sense of community is palpable, with festivals and events held throughout the year. From the lively celebrations of the Acadian Festival to the multicultural extravaganza of the Mosaiq Multicultural Festival, there's always something happening in this lively city.

With its perfect blend of history, culture, and natural wonders, Moncton invites visitors to explore its many treasures and experience the warmth and hospitality of its people. Whether you're a first-time visitor or a longtime resident, Moncton welcomes you with open arms.

Email send Using Powershell

2023-07-06T02:41:00.000-07:00

$username = 'donotreply@domain.com'

$password = 'XXXXXXXXX'

$body = Get-Content -Path C:\Users\Location.txt -Raw

[SecureString]$securepassword = $password | ConvertTo-SecureString -AsPlainText -Force

$credential = New-Object System.Management.Automation.PSCredential -ArgumentList $username, $securepassword

Send-MailMessage -SmtpServer 2XX.XXX.xx.xx -Port 587 -From donotreply@domain.com -To email@domain.com -Cc email1@domain.com,email2@domain.com -Subject 'EMAIL SUBJECT' -Body $body -Credential $credential -Attachments "C:\Users\locationfile.txt";

Split the same worksheet by Number of rows in XL

2023-07-06T02:26:00.001-07:00

ALT +F11

Split the same worksheet by Number of rows in XL

Past the sheet VBA code on sheet you wanted to split

Sub SplitData()

Dim WorkRng As Range

Dim xRow As Range

Dim SplitRow As Integer

Dim xWs As Worksheet

On Error Resume Next

xTitleId = "KutoolsforExcel"

Set WorkRng = Application.Selection

Set WorkRng = Application.InputBox("Range", xTitleId, WorkRng.Address, Type:=8)

SplitRow = Application.InputBox("Split Row Num", xTitleId, 5, Type:=1)

Set xWs = WorkRng.Parent

Set xRow = WorkRng.Rows(1)

Application.ScreenUpdating = False

For i = 1 To WorkRng.Rows.Count Step SplitRow

resizeCount = SplitRow

If (WorkRng.Rows.Count - xRow.Row + 1) < SplitRow Then resizeCount = WorkRng.Rows.Count - xRow.Row + 1

xRow.Resize(resizeCount).Copy

Application.Worksheets.Add after:=Application.Worksheets(Application.Worksheets.Count)

Application.ActiveSheet.Range("A1").PasteSpecial

Set xRow = xRow.Offset(SplitRow)

Application.CutCopyMode = False

Application.ScreenUpdating = True

End Sub

ORA-01940: cannot DROP a user that is currently logged in

2013-10-09T06:45:00.001-07:00

SQL> DROP USER MYUSER CASCADE;

ORA-01940: cannot DROP a user that is currently logged in

To Find The Currently Connected Users

SQL> SELECT S.SID, S.SERIAL#, S.STATUS, P.SPID

FROM V$SESSION S, V$PROCESS P

WHERE S.USERNAME = 'MYUSER'

AND P.ADDR (+) = S.PADDR;

Important Oracle 11g changes to alter session kill session

2013-10-09T06:37:00.001-07:00

Important Oracle 11g changes to alter session kill session

SQL> select inst_id,sid,serial# from gv$session where username='MYUSER';

INST_ID SID SERIAL#
---------- ---------- ----------
1 36 11593

SQL> alter system kill session '36, 11593,1';
alter system kill session '36, 11593,1'
*
ERROR at line 1:
ORA-00026: missing or invalid session ID

Now, it works:

SQL> alter system kill session '36,11593,@1';

Check the jobs on below query

SQL> select job from dba_jobs where log_user='MYUSER';

no row found

REFERENCE

https://forums.oracle.com/thread/1247362

Else

SQL>select s.sid, s.serial#, s.status, p.spid from v$session s, v$process p where s.username = 'MYUSER' and p.addr (+) = s.paddr;

SID SERIAL# STATUS SPID

---------- ---------- -------- ------------
168 26 INACTIVE 4567318

SQL>!kill -9 4567318 - (kill the process in OS level)

පැන මඩ කඩිති වැව් තාවලු වැහි කාලේ....

2013-10-05T07:09:00.001-07:00

පැන මඩ කඩිති වැව් තාවලු වැහි කාලේ
පෙන්නා මග නොමග නොවැටී යන තාලේ
සිප් කිරි පෙවූ මූසිලයින් උඩු මාලේ
අපෙ ගුරුතුමා යයි තාමත් ඉස්කෝලේ

සාමා අමර විකුණති බස් පොළේ කජු
කුමාරෝද පිටු දන් දෙති එයින් මතු
උගත මනා ශිල්පය පිල් කඩ නොපැතූ
වේවැල වටා ඉකිබිඳ දඬුවමක් පැතූ

රන්මසු පටපිළී අබරණ උරණ වෙලා
සමන්පිච්ච කැකුළිය ගෙයි මිලින වෙලා
ගුරු නිවහනේ කඳුලට උල්පතක් වෙලා
ලොකු හාමිනේ ඇත බිතු සිතුවමක් වෙලා

ගී පද - මහින්ද චන්ද්‍රසේකර
ගී තනු- රෝහණ වීරසිංහ
ගායනය - සුනිල් එදිරිසිංහ

Theoretical Framework / Kinds of Personnel Research/ Cases and Variables

2013-09-27T21:04:00.001-07:00

Theoretical Framework

A theoretical framework is a collection of interrelated concepts, like a theory but not necessarily so well worked-out. A theoretical framework guides your research, determining what things you will measure, and what statistical relationships you will look for.

Theoretical frameworks are obviously critical in deductive, theory-testing sorts of studies (see Kinds of Research for more information). In those kinds of studies, the theoretical framework must be very specific and well-thought out.

Surprisingly, theoretical frameworks are also important in exploratory studies, where you really don't know much about what is going on, and are trying to learn more. There are two reasons why theoretical frameworks are important here. First, no matter how little you think you know about a topic, and how unbiased you think you are, it is impossible for a human being not to have preconceived notions, even if they are of a very general nature. For example, some people fundamentally believe that people are basically lazy and untrustworthy, and you have keep your wits about you to avoid being conned. These fundamental beliefs about human nature affect how you look things when doing personnel research. In this sense, you are always being guided by a theoretical framework, but you don't know it. Not knowing what your real framework is can be a problem. The framework tends to guide what you notice in an organization, and what you don't notice. In other words, you don't even notice things that don't fit your framework! We can never completely get around this problem, but we can reduce the problem considerably by simply making our implicit framework explicit. Once it is explicit, we can deliberately consider other frameworks, and try to see the organizational situation through different lenses.

Kinds of Personnel Research

There are many kinds of personnel research. Three dimensions are particularly important in classifying types of research:

Applied vs Basic research. Applied research is research designed to solve a particular problem in a particular circumstance, such as determining the cause of low morale in a given department of an organization. Basic research is designed to understand the underlying principles behind human behavior. For example, you might try to understand what motivates people to work hard at their jobs.

Exploratory vs Confirmatory. Exploratory research is research into the unknown. It is used when you are investigating something but really don't understand it all, or are not completely sure what you are looking for. It's sort of like a journalist whose curiousity is peaked by something and just starts looking into something without really knowing what they're looking for. Confirmatory research is where you have a pretty good idea what's going on. That is, you have a theory (or several theories), and the objective of the research is to find out if the theory is supported by the facts.

Quantitative vs Qualitative. Quantitative studies measure variables with some precision using numeric scales. For example, you might measure a person's height and weight. Or you might construct a survey in which you measure how much respondents like President Clinton, using a 1 to 10 scale. Qualitative studies are based on direct observation of behavior, or on transcripts of unstructured interviews with informants. For example, you might talk to ten female executives about their the decision-making process behind their choice to have children or not, and if so, when. You might interview them for several hours, tape-recording the whole thing, and then transcribe the recordings to written text, and then analyze the text.

As a general rule (but there are many exceptions), confirmatory studies tend to be quantitative, while exploratory studies tend to be qualitative.

Cases and Variables

Cases are objects whose behavior or characteristics we study. Usually, the cases are persons. But they can also be groups, departments, organizations, etc. They can also be more esoteric things like events (e.g., meetings), utterances, pairs of people, etc.

Variables are characteristics of cases. They are attributes. Qualities of the cases that we measure or record. For example, if the cases are persons, the variables could be sex, age, height, weight, feeling of empowerment, math ability, etc. Variables are called what they are because it is assumed that the cases will vary in their scores on these attributes. For example, if the variable is age, we obviously recognize that people can be different ages. Of course, sometimes, for a given sample of people, there might not be any variation on some attribute. For example, the variable 'number of children' might be zero for all members of this class. It's still a variable, though, because in principle it could have variation.

In any particular study, variables can play different roles. Two key roles are independent variables and dependent variables. Usually there is only one dependent variable, and it is the outcome variable, the one you are trying to predict. Variation in the dependent variable is what you are trying to explain. For example, if we do a study to determine why some people are more satisfied in their jobs than others, job satisfaction is the dependent variable.

The independent variables, also known as the predictor or explanatory variables, are the factors that you think explain variation in the dependent variable. In other words, these are the causes. For example, you may think that people are more satisfied with their jobs if they are given a lot of freedom to do what they want, and if they are well-paid. So 'job freedom' and 'salary' are the independent variables, and 'job satisfaction' is the dependent variable. This is diagrammed as follows:

(yes, I know. It looks like the Enterprise)

There are actually two other kinds of variables, which are basically independent variables, but work a little differently. T

Extraneous Variables
Extraneous Variables are undesirable variables that influence the relationship between the variables that an experimenter is examining. Another way to think of this, is that these are variables the influence the outcome of an experiment, though they are not the variables that are actually of interest. These variables are undesirable because they add error to an experiment. A major goal in research design is to decrease or control the influence of extraneous variables as much as possible.

Say you wanted to work out how clever a fish species were in finding food depending on how long since they had eaten. But if their ability to find food also depended on the temperature of the water and you were not able to either control or measure accurately the temperature of the water. Then the temperature could be described as an extraneous variable.

References
http://www.analytictech.com/mb313/elements.htm
http://www.analytictech.com/mb313/kinds_of_research.htm
http://answers.yahoo.com/question/index?qid=20060920114809AAku0iK

Research

2013-09-27T20:15:00.001-07:00

What is Research ?

— According to John W. Best, "Research may be defined as the systematic and objective analysis and recording of controlled observations that may lead to the developments of generalizations, principles, or theories, resulting in prediction and possibly ultimate control or events."

— Research fulfills the gap of knowledge.

Research Process

— Realizing

— Problem identification

— Theoretical framework

— Hypothesis formulation

— Research design

— Collection of data

— Data analysis and interpretation and

— Generalization of data

Scientific Research

— Science is the study of the structure and behaviour of the physical and natural world in systematic manner specially through observation and experiment.

— Results of science are developed from

— Observation and experiments

— They have the relationship of Cause and effect.

— Able to tested and retested

— Universally true principle

— So the result of Scientific Research

— Rigid

— Empirically testable

— Clearly defined variables

— Facilitates Direct observation and Correction

— Have fixed answer (Objectivity)

— Replicability (Can be tested again and again)

— Scientific research is focused goal of problem solving.It follows certain scientific steps, methods and it has the nature of replicability.

Characteristics of scientific research

— Its primary goal is to pursuit of truth as determined by logical consideration.

— The following are the main key characteristics:

1. Purposiveness:

2. Objectivity:

3. Replicability

4. Reliability

5. Validity

6. Rigor

7. Testability and generality

Conclusion

— Scientific research follows scientific methods and tools to explains its variable.

— So it is true to say that "Scientific research relies on Real science rather than Idle science"

සිගාලෝවාද සූත්‍රයෙහි සඳහන් පරිදි සුරාවට යොමුවීම..

2013-09-14T07:06:00.001-07:00

මත්වතුර, මත්කුඩු හා දුම්බීම පිරිහීමේ දොරටුය

සිගාලෝවාද සූත්‍රයෙහි සඳහන් පරිදි සුරාවට යොමුවීම පරිහානියේ දොරටු හයෙන් එකකි. මතට යොමුවීමෙන් ජීවිත අකාලයේ විනාශයට පත්වන බව සත්‍යයකි. ඔබට සිත තුළ දැඩි චිත්ත අධිෂ්ඨානයක් ඇති කරගත හැකි නම් මතින් තොරව විසීම අපහසු නොවේ. වර්මානයේ බොහෝ තරුණ දරුවන් ඉන් ඉවත්ව අධ්‍යාපනයෙහි හා රැකියාවන්හි නිරතවීම මහත් සැනසිල්ලකි. එහෙත් සමහර දරුවෝ උපන්දින සාද, විවාහ උත්සව හා විනෝද ගමන් ආදියෙහි දී නොදැනුවත්වම එයට හුරුවෙති. සමහරු "ඉඳහිට" හෝ "හැමදාම නොවෙයි" කියමින් තමාගේ වරද නිවැරදි කරගන්නට උත්සාහ ගනිති. මෙම වරද නොදැනුවත්වම පුරුද්දක් බවට පත්වුවහොත් ඉන් ගැලවීම පහසු නොවේ. මත්ද්‍රව්‍ය නිසා අධ්‍යාපනය කඩාකප්පල් කරගෙන තරුණ ජීවිතය නිසරු කරගත් පිරිස් අප අතර කොපමණ සිටිත්දැයි ඔබම සිතා බලන්න. බුදුරදුන් වදාළ පරිදි මතට හුරුවීමෙන් ලැබෙන නරක ආදීනව හයකි.

1. සිය ධනය විනාශ වීම
2. දබර ඇතිකර ගැනීම
3. විවිධ රෝගාබාධ ඇතිවීම
4. නරක නාමයක් ඇතිවීම
5. නිර්ලජ්ජාවීම
6. සිතීමේ ශක්තිය (නුවණ) දුර්වල වීම

සුරාවට, මත්ද්‍රව්‍ය හා දුම්බීමට එරෙහිව ලෝකයේ දියුණුම රටවල් ද ඇතුළුව විශාල ප්‍රචාරයක් ගෙන යනු ලබන්නේ අකාලයේ වැනසෙන ජීවිත බේරා ගැනීමටයි. මත්ද්‍රව්‍යයන්ට පුරුදු වූ අය නිසා ඔවුන් පමණක් නොව පවුල, ගම, පළාත හා රට ලෙසින් සමස්ත සමාජයටම සිදුවන්නේ අභාග්‍යයකි. විනාශයකි. වර්තමානයේ අප රටේ සිදුවන බොහෝ හොරකම්, අපරාධ හා අහිංසක මව්වරුන් දියණිවරුන්ට අතවර කිරීම් හා මිනීමැරුම් පිටුපස සිටින්නේ බොහෝවිට සුරාවට හා මතට "ඇබ්බැහි" වූ පිරිස් බව ප්‍රකට කරුණකි. මත්ද්‍රව්‍ය ගැනීමෙන් මනස විකෘති වූ අයෙකුට උගත්, වැඩිහිටි, දෙමාපිය, ස්වාමීන් වහන්සේ නමක්, රටට වැඩ ඇති ජීවිත හා කාන්තාවක් යි ආදී ලෙසින් මනුෂ්‍යත්වයේ වටිනාකම් නොපෙනේ. වර්තමානයේ බොහෝ මිනීමැරුම් පිටුපස සිටින්නේ මත්ද්‍රව්‍යවලට හා තදින් සුරාවට පුරුදු වූවන්ය. තරුණ දරුවනේ, ඔබට සේවාවන් දෙකක් කළ හැකිය. පළමු කරුණ නම් ඔබ කිසිදාක සුරාවට මතට හා දුම්බීමට හුරුනොවීමය. දෙවැනි කරුණ නම් ඇසුරු කරන පිරිස් අතරටද මතින් වෙන්වීමේ පණිවිඩය රැගෙන යාමය.
දුම් නොබීම හෝ මංගල හෝ උපන් දින සාදයකදී මත් වතුර වීදුරුවක් නොගැනීම, සමාජයේ දී අඩුවක් ලෙස කිසිවිටෙකත් නොසිතිය යුතුය. ඔබ ඔබගේ ජීවිතය ගැන වග බලාගත යුතු බව අමතක කිරීම නොවටී. විශේෂයෙන්ම වර්තමානයේ සෑම තැනකම විසිර පවතින්නේ ඉඳුරන් මුලාකොට සිත් අතෘප්තිකර අවස්ථාවට ඇද දමන බඩුබාහිරාදියයි. බොහෝ දෑ ජීවිතයට පහසුවක් කියා ළං කර ගත්තත්, ඒවා නිසා ඇතිවන අතුරු ගැටලු හා ලෙඩ රෝග නිමක් නැත. මේ නිසා නුවණින් කටයුතු කිරීමෙන් තමාට තමා ගැන සිතා සතුටුවිය හැකි ජීවිතයක් ඇතිකර ගැනීම සෑම තරුණ දියණියකගේම පුතෙකුගේම වගකීම වන්නේ ය. තාරුණ්‍ය ලස්සනයි. එසේ වන්නේ දහමට ළං වීමෙනි.

මිරිස්සේ ධම්මික හිමි

Reference

https://www.facebook.com/photo.php?fbid=481012258661060&set=a.163082667120689.35762.145864752175814&type=1&theater

බුද්ධ දේශනාවන්හි සදහන් වන පිරිදි මේ මිත්‍රයා යනු....

2013-09-14T02:07:00.001-07:00

බුද්ධ දේශනාවන්හි සදහන් වන පිරිදි මේ මිත්‍රයා යනු පුද්ගලයෙකුගේ ජීවිතයේ සාර්ථක බව හෝ අසාර්ථක බව තීරණය කරන එක් සාධකයකි.අපට මිතුරන් තෝරාගැනීමේදී බුදුරදුන් යම් කිසි පිලිවෙතක් වදාල සේක.එය නම් මිතුරෙකු තෝරාගැනීමේදී මුලින්ම අපට වඩා ගුණයෙන් ඉහල අයෙකු තෝරා ගැනීමයි.එසේත් නැත්නම් අපට ගුණයෙන් සමාන හෝ මිතුරෙකු තෝරා ගැනීමයි.අප බලාපොරොත්තු වන මිතුරාගේ එම ගතිගුණ නොමැතිනම් තනිව වාසය කිරීම වඩාත් සුදුසුයැයි බුදුරදුන් පෙන්වා දුන් සේක.

මිතුරන් ප්‍රධාන කොටස් 2කි. ඒ කළ්‍යාණ මිතුරන් (යහපත් මිතුරන්) හා පවිටු මිතුරන්ය (පාප මිත්‍රයන්).බුදුරජාණන් වහන්සේ
කළ්‍යාණ මිතුරන් සිව් දෙනෙකුත් පවිටු මිතුරන් සිව් දෙනෙකුත් බැගින් වදාලහ.මෙතැන් සිට අපි ඔබට පෙන්වා දෙන්නේ ඒ ඒ
මිතුරා තුළ ඇති ලක්ෂණයන්ය.

පාපමිතුරන්

1. අඤ්ඤදත්තුහර – කිසියම් දෙයක් රැගෙන යාමට කඩාවඩා ගැනීමටම තැත් කරයි.
2. වචීපරම – අතීතයෙන්,අනාගතයෙන් තේරුමක් නොමැති වචන වලින් සංග්‍රහ කරයි.
3. අනුප්පියභාණි – හොද දේත්,නරක දේත් බොරුවට වර්ණනා කරයි.
4. අපායසහායක – සුරාවට ආදී පව් කම් වලට උදව් කර අපායගාමී කරවීමට තැත් කරයි.

කළණ මිතුරන්

1. උපකාරක – අපට සැමවිටම උදව් කරයි.ආරක්ෂා කරයි.
2. සමාන සුඛදුක්ඛ – දුකේදීත් සැපේදීත් එකට සිටී.මිතුරාගේ රහස් රකී.
3. අත්ථක්කායි – පවින් වළක්වයි.යහපතෙහි යොදවයි.
4. අනුකම්පක – අනුකම්පා සහගතව දියුණුවේදී උදව් කර ආශිර්වාද කරයි.(ප්‍රශංසා කරයි)

සැබෑ මිතුරෙක්නම් තම හිතවතාගේ වැරදි පෙන්වා දිය යුතුය.නිවැරදි මග පෙන්වා දිය යුතුය.ඔබට තිසරණයේ පිහිටීමට,ධර්මය ඉගෙනගැනීමට,ධර්ම මාර්ගයේ ගමන් කිරිමට යම් මිතුරෙක් උපකාර කලේද ඔහුට දිවා රෑ වැදවැටුනද කලගුණ සලකා නිමා කල නොහැකි බව ධර්මයේ සදහන් වේ.අපට නිර්වාණය පිණිස ශ්‍රද්ධාව ඇතිකල ගත යුතු වේ.එම ශ්‍රද්ධාව ඇතිකරගැනීමටනම් ධර්මශ්‍රවණය කළ යුතු වේ..ධර්ම ශ්‍රවණයටනම් ධර්මය කියාදෙන කළණ මිතුරන් සිටිය යුතුය.

ඔබට තෙරුවන් සරණයි…

Reference

https://www.facebook.com/photo.php?fbid=522646004469393&set=a.510006802399980.1073741828.509526319114695&type=1&theater

Team Work

2013-07-14T11:48:00.000-07:00

Blooming Rose....

2013-06-08T06:24:00.001-07:00

Sent via BlackBerry® from Dialog

ALT+F11---->F5

2013-04-10T10:36:00.001-07:00

Sub PasswordBreaker()
    'Breaks worksheet password protection.
    Dim i As Integer, j As Integer, k As Integer
    Dim l As Integer, m As Integer, n As Integer
    Dim i1 As Integer, i2 As Integer, i3 As Integer
    Dim i4 As Integer, i5 As Integer, i6 As Integer
    On Error Resume Next
    For i = 65 To 66: For j = 65 To 66: For k = 65 To 66
    For l = 65 To 66: For m = 65 To 66: For i1 = 65 To 66
    For i2 = 65 To 66: For i3 = 65 To 66: For i4 = 65 To 66
    For i5 = 65 To 66: For i6 = 65 To 66: For n = 32 To 126
    ActiveSheet.Unprotect Chr(i) & Chr(j) & Chr(k) & _
        Chr(l) & Chr(m) & Chr(i1) & Chr(i2) & Chr(i3) & _
        Chr(i4) & Chr(i5) & Chr(i6) & Chr(n)
    If ActiveSheet.ProtectContents = False Then
        MsgBox "One usable password is " & Chr(i) & Chr(j) & _
            Chr(k) & Chr(l) & Chr(m) & Chr(i1) & Chr(i2) & _
            Chr(i3) & Chr(i4) & Chr(i5) & Chr(i6) & Chr(n)
         Exit Sub
    End If
    Next: Next: Next: Next: Next: Next
    Next: Next: Next: Next: Next: Next
End Sub

REP-56055 exceeded max connections allowed Oracle Reports Error

2013-04-10T10:09:00.001-07:00

REP-56055 exceeded max connections allowed Oracle Reports Error

If you're using Oracle Reports delivered as either a JSP or through the Reports Servlet, and you're getting the error "REP-56055: Exceed max connections allowed: 50", you need to increase the maxConnect value in the reports configuration file to a higher value.

Find the file $ORACLE_HOME/reports/conf/repservername.conf

where $ORACLE_HOME is your applications (not infrastructure) home, and repservername is your reports server name, i.e. rep_markr.
Find the line <connection maxConnect="50" idleTimeOut="15">
Change the maxConnect value to something like "100"
Restart your reports server, i.e.

$ORACLE_HOME/dcm/bin/dcmctl restart -co OC4J_BI_Forms -v

Reference

http://www.dba-oracle.com/oracle_news/2004_1_2_rep_56055_exceeded_max_connections_allowed.htm

This was really supportive link and above solution really works

Thanks,

BENCHMARKING

2013-03-08T22:51:00.001-08:00

Benchmarking can be internal (comparing performance between different groups or teams within an organization) or external (comparing performance with companies in a specific industry or across industries). Within these broader categories, there are three specific types of benchmarking:

1) Process benchmarking,

2) Performance benchmarking and

3) strategic benchmarking

These can be further detailed as follows:

· Process benchmarking - the initiating firm focuses its observation and investigation of business processes with a goal of identifying and observing the best practices from one or more benchmark firms. Activity analysis will be required where the objective is to benchmark cost and efficiency; increasingly applied to back-office processes where outsourcing may be a consideration.

· Financial benchmarking - performing a financial analysis and comparing the results in an effort to assess your overall competitiveness and productivity.

· Benchmarking from an investor perspective- extending the benchmarking universe to also compare to peer companies that can be considered alternative investment opportunities from the perspective of an investor.

· Performance benchmarking - allows the initiator firm to assess their competitive position by comparing products and services with those of target firms.

· Product benchmarking - the process of designing new products or upgrades to current ones. This process can sometimes involve reverse engineering which is taking apart competitors products to find strengths and weaknesses.

· Strategic benchmarking - involves observing how others compete. This type is usually not industry specific, meaning it is best to look at other industries.

· Functional benchmarking - a company will focus its benchmarking on a single function to improve the operation of that particular function. Complex functions such as Human Resources, Finance and Accounting and Information and Communication Technology are unlikely to be directly comparable in cost and efficiency terms and may need to be disaggregated into processes to make valid comparison.

· Best-in-class benchmarking - involves studying the leading competitor or the company that best carries out a specific function.

· Operational benchmarking - embraces everything from staffing and productivity to office flow and analysis of procedures performed.

· Energy benchmarking - process of collecting, analysing and relating energy performance data of comparable activities with the purpose of evaluating and comparing performance between or within entities. Entities can include processes, buildings or companies. Benchmarking may be internal between entities within a single organization, or - subject to confidentiality restrictions - external between competing entities.

Reference

http://en.wikipedia.org/wiki/Benchmarking

SWOT and STEEPV analyses

2013-03-08T22:24:00.001-08:00

SWOT (Strengths, Weaknesses, Opportunities and Threats) and STEEPV (Social, Technological, Economic, Environmental/Ecological, Political and Value-based issues) are analyses, which help to identify and classify factors that have, or may have, an impact on the evolution of an organisation, an enterprise or a region.

Both analyses involve collection and portrayal of information on internal and external factors. SWOT generally provides a list of an organisation's strengths and weaknesses as indicated by an analysis of its resources and capabilities. This information is supplemented with a list of threats and opportunities that an analysis of its environment identifies. STEEPV in turn enables to categorise all factors into the above mentioned thematic groups.

Both analyses provide an overview of the most important issues that have to be taken into account while elaborating strategic plans for an organisation or conducting a Foresight exercise. Whereas SWOT analyses more deal with short-term issues, STEEPV analyses are future-oriented, and consider possible future factors of change and developments in a broader thematic context.

OPERATIONS AND STRATEGY (5 Dimensions Of Competitiveness )

2013-03-08T21:59:00.001-08:00

OPERATIONS AND STRATEGY (5 Dimensions Of Competitiveness )

Strategy in a business organization is essentially about how the organization seeks to

survive and prosper within its environment over the long-term. The decisions and

actions taken within its operations have a direct impact on the basis on which an

organization is able to do this. The way in which an organization secures, deploys

and utilizes its resources will determine the extent to which it can successfully pursue

specific performance objectives.

1. Cost: The ability to produce at low cost.

2. Quality: The ability to produce in accordance with specification and without

error.

3. Speed: The ability to do things quickly in response to customer demands and

thereby offer short lead times between when a customer orders a product or

service and when they receive it.

4. Dependability: The ability to deliver products and services in accordance with

promises made to customers (e.g. in a quotation or other published information).

5. Flexibility: The ability to change operations. Flexibility can comprise up to

four aspects:

i. The ability to change the volume of production.

ii. The ability to change the time taken to produce.

iii. The ability to change the mix of different products or services produced.

iv. The ability to innovate and introduce new products and services.

Excelling at one or more of these operations performance objectives can enable an

organization to pursue a business strategy based on a corresponding competitive factor.

it is important to note that the success of any particular business strategy depends not only on the ability of operations to achieve excellence in the appropriate performance objectives, but crucially on customers valuing the chosen competitive factors on which the business strategy is based. Matching operations excellence to customer requirements lies at the heart of any operations based strategy. How this might be done is discussed later in the chapter. It is unlikely that any single organization can excel simultaneously at all of the five operations performance objectives. Trying to do so is likely to lead to confusion if operations mangers pursue different objectives at different times. This lack of clarity is likely to lead to suboptimal performance and result in a failure to excel in any of the operations performance objectives. Consequently, organizations need to choose which performance objectives they will give priority to. This may result in having to 'trade-off' less than excellent performance in one aspect of operations in order to

achieve excellence in another.

EXCELLENT OPERATIONS GIVES THE ABILITY TO

EXCELLENT OPERATIONS PERFORMANCE IN . . .	GIVES THE ABILITY TO COMPETE ON . . .
Cost	Low price
Quality	High quality
Speed	Fast delivery
Dependability	Reliable delivery
Flexibility	Frequent new products/services Wide range of products/services Changing the volume of product/service deliveries Changing the timing of product/service deliveries

TRADE-OFF

The concept based on the premise that it is impossible to excel simultaneously at all aspects of operations. This means that an operations strategy can be successful only if it is based upon a single clear goal, determined by a prioritization of operations performance objectives (e.g. cost, quality,

speed, dependability and flexibility).

The conventional trade-off model states that unless there is some slack in the system, improving any one of the four basic manufacturing capabilities - Quality, Dependability, Speed and Cost - must necessarily be at the expense of one or more of the other three. In the short term this seems to be the case. The picture often used is of a balance or a see-saw (above).

Professor Nigel Slack (of Warwick Business School) has pointed out that there is an alternative to disturbing the balance and that is to raise the fulcrum or balance point, thus (in the example above) simultaneously reducing cost and increasing speed. In this example the fulcrum would be either Quality or Dependability. This ties in well with Ferdows and De Meyer's "Sand Cone" model described below.

SAND CORN MODLE

The Sand Cone model suggests that although in the short term it is possible to trade off capabilities one against the other, there is actually a hierarchy amongst the four capabilities.

To build cumulative and lasting manufacturing capability, management attention and resources should go first towards enhancing quality, then - while the efforts to enhance quality are further expanded - attention should be paid to improve also the dependability of the production system, then - and again while efforts on the previous two are further enhanced - production flexibility (or reaction speed) should also be improved, and finally, while all these efforts are further enlarged, direct attention can be paid to cost efficiency.

Most of the traditional management approaches for improving manufacturing performance are built on the trade-off theory. Ferdows and de Meyer suggest the trade-off theory does not apply in all cases. Rather, certain approaches change the trade-off relationship into a cumulative one - i.e., one capability is built upon another, not in its place.

Applying this model requires a long term approach, tolerance and patience. It requires believing that costs will eventually come down.

The conventional illustration is shown above, however a representation that more accurately reflects the model, which implies that each lower layer must be extended in order to support any increase in any higher layer, is shown below.

Reference

http://www2.ifm.eng.cam.ac.uk/dstools/paradigm/trade.html

http://en.wikipedia.org/wiki/Trade-off_theory_of_capital_structure

http://en.wikipedia.org/wiki/Williamson_trade-off_model

Balance Score Card

2013-03-08T19:41:00.001-08:00

Balance Score Card

The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals.

A common use of balanced scorecard is to support the payments of incentives to individuals, even though it was not designed for this purpose nor is particularly suited to it.

The four perspectives

The 1st generation design method proposed by Kaplan and Norton was based on the use of three non-financial topic areas as prompts to aid the identification of non-financial measures in addition to one looking at financial. Four "perspectives" were proposed

· Financial: encourages the identification of a few relevant high-level financial measures. In particular, designers were encouraged to choose measures that helped inform the answer to the question "How do we look to shareholders?"

· Customer: encourages the identification of measures that answer the question "How do customers see us?"

· Internal business processes: encourages the identification of measures that answer the question "What must we excel at?"

· Learning and growth: encourages the identification of measures that answer the question "How can we continue to improve and create value?".

Strategy Mapping

Strategy maps are communication tools used to tell a story of how value is created for the organization. They show a logical, step-by-step connection between strategic objectives (shown as ovals on the map) in the form of a cause-and-effect chain. Generally speaking, improving performance in the objectives found in the Learning & Growth perspective (the bottom row) enables the organization to improve its Internal Process perspective Objectives (the next row up), which in turn enables the organization to create desirable results in the Customer and Financial perspectives (the top two rows).

Reference

http://www.balancedscorecard.org/bscresources/aboutthebalancedscorecard/tabid/55/default.aspx

Supportive

What is Strategic Planning?

Strategic planning is an organizational management activity that is used to set priorities, focus energy and resources, strengthen operations, ensure that employees and other stakeholders are working toward common goals, establish agreement around intended outcomes/results, and assess and adjust the organization's direction in response to a changing environment. It is a disciplined effort that produces fundamental decisions and actions that shape and guide what an organization is, who it serves, what it does, and why it does it, with a focus on the future. Effective strategic planning articulates not only where an organization is going and the actions needed to make progress, but also how it will know if it is successful.

What is a Strategic Plan?

A strategic plan is a document used to communicate with the organization the organizations goals, the actions needed to achieve those goals and all of the other critical elements developed during the planning exercise.

What is Strategic Management?

Strategic management is the comprehensive collection of ongoing activities and processes that organizations use to systematically coordinate and align resources and actions with mission, vision and strategy throughout an organization. Strategic management activities transform the static plan into a system that provides strategic performance feedback to decision making and enables the plan to evolve and grow as requirements and other circumstances change.

What Are the Steps in Strategic Planning & Management?

There are many different frameworks and methodologies for strategic planning and management. While there is no absolute rules regarding the right framework, most follow a similar pattern and have common attributes. Many frameworks cycle through some variation on some very basic phases:

1) analysis or assessment, where an understanding of the current internal and external environments is developed,

2) strategy formulation, where high level strategy is developed and a basic organization level strategic plan is documented

3) strategy execution, where the high level plan is translated into more operational planning and action items, and

4) evaluation or sustainment / management phase, where ongoing refinement and evaluation of performance, culture, communications, data reporting, and other strategic management issues occurs.

What Are the Attributes of a Good Planning Framework?

The Association for Strategic Planning (ASP), a U.S.-based, non-profit professional association dedicated to advancing thought and practice in strategy development and deployment, has developed a Lead-Think-Plan-Actrubric and accompanying Body of Knowledge to capture and disseminate best practice in the field of strategic planning and management. ASP has also developed criteria for assessing strategic planning and management frameworks against the Body of Knowledge.

These criteria are used for three primary purposes:

Ensure that the ASP Body of Knowledge is continuously updated to include frameworks that meet these criteria.
Maintain a list of qualifying commercial and academic frameworks recommended for study and training, to prepare participants to sit for the three ASP certification examinations.
Provide a resource and "check list" for practitioners as they refine and improve their organization's systems and for consultants as they improve their product and service offerings.

The criteria developed by the ASP are:

Uses a Systems Approach that starts with the end in mind.
Incorporate Change Management and Leadership Development to effectively transform an organization to high performance.
Provide Actionable Performance Information to better inform decision making.
Incorporate Assessment-Based Inputs of the external and internal environment, and an understanding of customers and stakeholder needs and expectations.
Include Strategic Initiatives to focus attention on the most important performance improvement projects.
Offer a Supporting Toolkit, including terminology, concepts, steps, tools, and techniques that are flexible and scalable.
Align Strategy and Culture, with a focus on results and the drivers of results.
Integrate Existing Organization Systems and Align the Organization Around Strategy.
Be Simple to Administer, Clear to Understand and Direct, and Deliver Practical Benefits Over the Long-Term.
Incorporate Learning and Feedback, to Promote Continuous Long-term Improvement.

There are numerous strategic planning and management frameworks that meet these criteria,

Wiseman -The Strategic Options Generator

2012-12-15T00:38:00.001-08:00

The strategic options generator consists of answering 5 questions, each of which has several possible answers:

What is the strategic target?
What strategic thrust can be used against the target?
What strategic mode can be used?
What direction of thrust can be used?
What information skills can be used?

Reference

http://www.jdca.com.au/Services/Services/Strategic-Option-Generator.asp

Online Auction Vs Traditional Auction

2012-12-15T00:31:00.001-08:00

Online marketing and e commerce are two new divisions being set up by every organization in a big to get into the bandwagon of Internet based selling. B to B and B to C models have developed significantly over the last few years and are fast replacing traditional modes of business transactions. Online-auction too is one of the important channels that the e commerce has spawned.

You may have been into traditional auction and buying things in the past. Now if you were planning to enter into online e auctions, you would need to understand how this works. Online-auctions are different from traditional auctions. Unless you know these differences you would not be able to decide what is suitable for you.

In an online-auction, one is not able to see or view the merchandise unlike in the traditional auction. If you are purchasing high priced collectibles then this fact does make a difference.

It is quite difficult for anyone to communicate with the sellers in an online auction. Few sites do offer online chat, but still it is inconvenient.

Online auctions do have their benefits. Primary advantage being that the seller does not have to secure or rent a premise to hold the auction and invite buyers to attend.

In case of online-auction the seller stands to save on a lot of expenses besides paying for the hall or the venue. He does not have to pay for looking after the people who attend the auction and can save expenses towards lunch etc.

Online auction is an advantage to the seller in the sense that he need not restrict the participation to any particular location and can invite prospective buyers from anywhere in the world. This gives him access to a wider market.

People who know online auction procedures and technicalities thoroughly are in a position to decide and participate in either of the auctions depending upon case to case.

Reference

http://ezinearticles.com/?Online-Auction-Vs-Traditional-Auction&id=4979522

Porter five forces analysis

2012-12-14T05:50:00.001-08:00

i. Threat of new potential entrants

· The existence of barriers to entry (patents, rights, etc.) The most attractive segment is one in which entry barriers are high and exit barriers are low. Few new firms can enter and non-performing firms can exit easily.

· Economies of product differences

· Brand equity

· Switching costs or sunk costs

· Capital requirements

· Access to distribution

· Customer loyalty to established brands

· Absolute cost

· Industry profitability; the more profitable the industry the more attractive it will be to new competitors.

ii. Threat of substitute product/services

· Buyer propensity to substitute

· Relative price performance of substitute

· Buyer switching costs

· Perceived level of product differentiation

· Number of substitute products available in the market

· Ease of substitution. Information-based products are more prone to substitution, as online product can easily replace material product.

· Substandard product

· Quality depreciation

iii. Bargaining power of suppliers

· Supplier switching costs relative to firm switching costs

· Degree of differentiation of inputs

· Impact of inputs on cost or differentiation

· Presence of substitute inputs

· Strength of distribution channel

· Supplier concentration to firm concentration ratio

· Employee solidarity (e.g. labor unions)

· Supplier competition - ability to forward vertically integrate and cut out the BUYER

iv. Bargaining power of buyers

· Buyer concentration to firm concentration ratio

· Degree of dependency upon existing channels of distribution

· Bargaining leverage, particularly in industries with high fixed costs

· Buyer switching costs relative to firm switching costs

· Buyer information availability

· Availability of existing substitute products

· Buyer price sensitivity

· Differential advantage (uniqueness) of industry products

· RFM Analysis

v. Rivalry among current competitors

· Sustainable competitive advantage through innovation

· Competition between online and offline companies

· Level of advertising expense

· Powerful competitive strategy

· Flexibility through customization, volume and variety

Reference

http://en.wikipedia.org/wiki/Porter_five_forces_analysis#Threat_of_new_competition

Cost–benefit analysis

2012-12-14T05:19:00.001-08:00

CBA has two purposes:

To determine if it is a sound investment/decision (justification/feasibility),
To provide a basis for comparing projects. It involves comparing the total expected cost of each option against the total expected benefits, to see whether the benefits outweigh the costs, and by how much.

Theory

Cost–benefit analysis is often used by governments and other organizations, such as private sector businesses, to evaluate the desirability of a given policy. It is an analysis of the expected balance of benefits and costs, including an account of foregone alternatives and the status quo. CBA helps predict whether the benefits of a policy outweigh its costs, and by how much relative to other alternatives (i.e. one can rank alternate policies in terms of the cost-benefit ratio). Generally, accurate cost-benefit analysis identifies choices that increase welfare from a utilitarianperspective. Assuming an accurate CBA, changing the status quo by implementing the alternative with the lowest cost-benefit ratio can improve Pareto efficiency. An analyst using CBA should recognize that perfect evaluation of all present and future costs and benefits is difficult, and while CBA can offer a well-educated estimate of the best alternative, perfection in terms of economic efficiency and social welfare are not guaranteed.

Process

List alternative projects/programs.
List stakeholders.
Select measurement(s) and measure all cost/benefit elements.
Predict outcome of cost and benefits over relevant time period.
Convert all costs and benefits into a common currency.
Apply discount rate.
Calculate net present value of project options.
Perform sensitivity analysis.
Adopt recommended choice.

Valuation

Effects on users or participants
Effects on non-users or non-participants
Externality effects
Option value or other social benefits.

Reference

http://en.wikipedia.org/wiki/Cost%E2%80%93benefit_analysis

McFarlan’s Strategic Grid

2012-12-14T05:11:00.001-08:00

McFarlan's Strategic Grid

Strategic
These applications are those with currently high business value and are also critical for the future success of the company.

Support
The support is that application in the organization which is not having very critical impact for the organization in running their business process and in future also it does not supposed to have such impact on the future business.

Turnaround
In any organization there are some projects that usually do not have enough attention. This might be because of not having enough budgets allocated for them. However, these might be important factors in their future business success. It has high potential opportunity, need more planning, and creative thinking.

Reference

http://spotlight123.wikispaces.com/McFarlan's+Strategic+Grid

http://100percent.wikispaces.com/McFarlan+Strategic+Grid

Eight stages of technological innovation

2012-12-08T07:26:00.001-08:00

1.Basic research (for general nature laws)
2.Applied research (for specific problems)
3.Development (design for prototyping)
4.Engineering (design for assembly)
5.Manufacturing (design for efficiency & quality)
6.Marketing (design for acceptance & affordability)
7.Promotion (design for diffusion)
8.Improvement & enhancement (design for sustainability)