Information Technology Consultant Updates - IT Consultant Updates

Official Google Enterprise Blog: Keeping your data safe

2010-01-13T02:38:00.000+02:00

Official Google Enterprise Blog: Keeping your data safe

Top 10 Threats to Your Network

2010-01-12T19:21:00.000+02:00

1	Automated exploit of a known vulnerability
2	Malicious HTML email
3	Reckless web surfing by employees
4	Web server compromise
5	Data lost on portable device
6	Reckless use of Wi-Fi hot spots
7	Reckless use of hotel networks and kiosks
8	Poor configuration leading to compromise
9	Lack of contingency
10	Insider attacks

Source: Small Business Network Security Solutions by WatchGuard Technologies

Six Ways for Working Parents to Spend More Time Parenting [Parent Hacks]

2010-01-07T21:25:00.000+02:00

Six Ways for Working Parents to Spend More Time Parenting [Parent Hacks]:

Your Best Options for Hosting your Startup Website

2010-01-04T20:25:00.005+02:00

An old friend of mine was contemplating hosting his own website and asked me about my recommendations in terms of technology. I asked about his requirements and use cases. his response was:
"The start up will be educational and tutorials for anyone. Later it will grow to sell software programs, technologies and ideas"

If you happen to have a similar set of needs, I suggest at the start that you use a service either free or paid. The following services are the most viable solutions:

Wordpress and squarespace are both blogging platforms as well as great web publishing tools. Squarespace is more consumer friendly for web publishing but both can do the job nicely and easily.

When you start selling we will use other augmenting services including google checkout. Paypal and authorize.net. Squarespace is my number one choice. Wordpress is more viable if you want to start free the upgrade later. All these services import from each other and can export to other formats. You can also
use the wordpress platform on the other hosing providers as your Content Management System (CMS).

All these are very easy startup solutions that you can elegantly use and grow. They require no learning curve. They require no admin and security hardening and defense. which are all time wasters. I am aiming at conserving your time to concentrate on your core work not on web admin, security or content management technologies.

If you still want to run your own server, then I suggest:

if you need to run your own software on a server not just traditional hosting, you can use their virtual server options instead of the traditional hosting packages.

Finally if you have lots of money and hate to keep it, you can get your own dedicated server at www.rackspace.com the ultimate in availability and reliability. too much for a startup in my opinion.

There are other technologies like Amazon's Elastic Computing or Google App Engine, but these are suitable for more interactive online apps and services.

Creating a PPTP VPN connections in Ubuntu 8.10 and 9.x (Intrepid, Karmic). Article in Olaf's Blog

2010-01-03T23:40:00.000+02:00

Creating a PPTP VPN connections in Ubuntu 8.10 and 9.x (Intrepid, Karmic). Article in Olaf's Blog: "Creating a PPTP VPN connections in Ubuntu 8.10 and 9.x (Intrepid, Karmic)"

The History of the Internet in a Nutshell

2010-01-01T23:08:00.000+02:00

By far the most complete yet brief and friendly history of the internet:

While the complete history of the Internet could easily fill a few books, this article should familiarize you with key milestones and events related to the growth and evolution of the Internet between 1969 to 2009.

Read the history at the source: The History of the Internet in a Nutshell:

Joke Wisdom: Using Bricks for recruitment

2009-12-31T15:42:00.000+02:00

Does your Company have a problem in recruiting the right person for the right Job? If yes, try this simple experiment.
Put around 100 bricks in some particular order in a closed room with an open window. Then send 2-3 candidates into the room and close it from outside. Leave them alone and come back after 6 hours, and then analyse the situation:

If they are counting and recounting the number of bricks – PUT THEM IN ACCOUNTS DEPT.

If they have messed up the whole place with the bricks – PUT THEM IN ENGINEERING.

If they are arranging the bricks in some other order – PUT THEM IN PLANNING.

If they are throwing the bricks at each other – PUT THEM IN OPERATIONS.

If they are sleeping – PUT THEM IN SECURITY.

If they have broken the bricks into pieces – PUT THEM IN INFORMATION TECHNOLOGY.

If they are sitting idle – PUT THEM IN HUMAN RESOURCE DEPT.

If they have thrown the bricks out of the window – PUT THEM IN THE MATERIALS DEPT.

If they are clinging onto the bricks – PUT THEM IN TREASURY.

If they say they have tried different combinations, yet not a brick has moved – PUT THEM IN SALES.

If they have already left for the day – PUT THEM IN MARKETING.

If they are staring out of the window – PUT THEM IN STRATEGIC PLANNING
AND last but not least….

If they are talking to each other and not a single brick has been moved
- PUT THEM IN TOP MANAGEMENT.

From the internet

The meaning of open

2009-12-30T03:00:00.000+02:00

A great Article by Jonathan Rosenberg, Senior Vice President, Product Management. The articel or "Open Letter to Googlers" is full of thought and wisdom on openness in technology.

The meaning of open:

"Last week I sent an email to Googlers about the meaning of 'open' as it relates to the Internet, Google, and our users. In the spirit of openness, I thought it would be appropriate to share these thoughts with those outside of Google as well.

At Google we believe that open systems win. They lead to more innovation, value, and freedom of choice for consumers, and a vibrant, profitable, and competitive ecosystem for businesses. Many companies will claim roughly the same thing since they know that declaring themselves to be open is both good for their brand and completely without risk. After all, in our industry there is no clear definition of what open really means. It is a Rashomon-like term: highly subjective and vitally important.

The topic of open seems to be coming up a lot lately at Google. I've been in meetings where we're discussing a product and someone says something to the effect that we should be more open. Then a debate ensues which reveals that even though most everyone in the room believes in open we don't necessarily agree on what it means in practice.

This is happening often enough for me to conclude that we need to lay out our definition of open in clear terms that we can all understand and support. What follows is that definition based on my experiences at Google and the input of several colleagues. We run the company and make our product decisions based on these principles, so I encourage you to carefully read, review, and debate them. Then own them and try to incorporate them into your work. This is a complex subject and if there is debate (and I'm sure there will be) it should be in the open! Please feel free to comment.

There are two components to our definition of open: open technology and open information. Open technology includes open source, meaning we release and actively support code that helps grow the Internet, and open standards, meaning we adhere to accepted standards and, if none exist, work to create standards that improve the entire Internet (and not just benefit Google). Open information means that when we have information about users we use it to provide something that is valuable to them, we are transparent about what information we have about them, and we give them ultimate control over their information. These are the things we should be doing. In many cases we aren't there, but I hope that with this note we can start working to close the gap between reality and aspiration.

If we can embody a consistent commitment to open — which I believe we can — then we have a big opportunity to lead by example and encourage other companies and industries to adopt the same commitment. If they do, the world will be a better place.

Open systems win
To understand our position in more detail, it helps to start with the assertion that open systems win. This is counter-intuitive to the traditionally trained MBA who is taught to generate a sustainable competitive advantage by creating a closed system, making it popular, then milking it through the product life cycle. The conventional wisdom goes that companies should lock in customers to lock out competitors. There are different tactical approaches — razor companies make the razor cheap and the blades expensive, while the old IBM made the mainframes expensive and the software ... expensive too. Either way, a well-managed closed system can deliver plenty of profits. They can also deliver well-designed products in the short run — the iPod and iPhone being the obvious examples — but eventually innovation in a closed system tends towards being incremental at best (is a four blade razor really that much better than a three blade one?) because the whole point is to preserve the status quo. Complacency is the hallmark of any closed system. If you don't have to work that hard to keep your customers, you won't.

Open systems are just the opposite. They are competitive and far more dynamic. In an open system, a competitive advantage doesn't derive from locking in customers, but rather from understanding the fast-moving system better than anyone else and using that knowledge to generate better, more innovative products. The successful company in an open system is both a fast innovator and a thought leader; the brand value of thought leadership attracts customers and then fast innovation keeps them. This isn't easy — far from it — but fast companies have nothing to fear, and when they are successful they can generate great shareholder value.

Open systems have the potential to spawn industries. They harness the intellect of the general population and spur businesses to compete, innovate, and win based on the merits of their products and not just the brilliance of their business tactics. The race to map the human genome is one example.

In the book Wikinomics, Don Tapscott and Anthony Williams explain how in the mid-1990s private firms were discovering and patenting large amounts of DNA sequence data and then assuming control over who could access that information and at what price. Having so much of the genome under private ownership raised costs and made drug discovery far less efficient. Then, in 1995, Merck Pharmaceuticals and the Gene Sequencing Center at Washington University changed the game by creating a new, open initiative called the Merck Gene Index. Within three years they had published over 800,000 gene sequences into the public domain, and soon other collaborative projects followed suit. This in an industry where early stage R&D was traditionally pursued individually in closed labs, so Merck's open approach not only changed the culture of the entire field but also accelerated the pace of biomedical research and drug development. It gave researchers everywhere unrestricted access to an open resource of genetic information.

Another way to look at the difference between open and closed systems is that open systems allow innovation at all levels — from the operating system to the application layer — not just at the top. This means that one company doesn't have to depend on another's benevolence to ship a product. If the GNU C compiler that I'm using has a bug, I can fix it since the compiler is open source. I don't have to file a bug report and hope for a timely response.

So if you are trying to grow an entire industry as broadly as possible, open systems trump closed. And that is exactly what we are trying to do with the Internet. Our commitment to open systems is not altruistic. Rather it's good business, since an open Internet creates a steady stream of innovations that attracts users and usage and grows the entire industry. Hal Varian has an equation in his book Information Rules that applies here:

Reward = (Total value added to the industry) * (Our share of industry value)

All other things being equal, a 10 percent increase in share or a 10 percent increase in industry value should lead to the same outcome. But in our industry a 10 percent increase in industry value will yield a much bigger reward because it will stimulate economies of scale across the entire industry, increasing productivity and reducing costs for all competitors. As long as we contribute a steady stream of great products we will prosper along with the entire ecosystem. We may get a smaller piece, but it will come from a bigger pie.

In other words, Google's future depends on the Internet staying an open system, and our advocacy of open will grow the web for everyone - including Google.

Open Technology
The definition of open starts with the technologies upon which the Internet was founded: open standards and open source software.

Open Standards
Networks have always depended on standards to flourish. When railroad tracks were first being laid across the U.S. in the early 19th century, there were seven different standards for track width. The network didn't flourish and expand west until the different railway companies agreed upon a standard width of 4' 8.5'. (In this case the standards war was an actual war: Southern railroads were forced to convert over 11,000 miles of track to the new standard after the Confederacy lost to the Union in the Civil War.)

So there was some precedent in 1974 when Vint Cerf and his colleagues proposed using an open standard (which became TCP/IP) to connect the several computer networks that had emerged around the U.S. They didn't know exactly how many networks were out there so the 'Internet' — a term Vint coined — had to be open. Any network could connect using TCP/IP, and now, as a result of that decision, there are about 681 million hosts on the Internet.

Today, we base our developer products on open standards because interoperability is a critical element of user choice. What does this mean for Google Product Managers and Engineers? Simple: whenever possible, use existing open standards. If you are venturing into an area where open standards don't exist, create them. If existing standards aren't as good as they should be, work to improve them and make those improvements as simple and well documented as you can. Our top priorities should always be users and the industry at large and not just the good of Google, and you should work with standards committees to make our changes part of the accepted specification.

We have a good history of doing this. In the formative years of the Google Data Protocol (our standard API protocol, which is based on XML/Atom), we worked as part of the IETF Atom Protocol Working Group to shape the Atom specification. There's also our recent work with the W3C to create a standard geolocation API that will make it easy for developers to build browser-based, location-sensitive applications. This standard helps everyone, not just us, and will lead to users having access to many more compelling apps from thousands of developers.

Open Source
Most of those apps will be built on open source software, a phenomenon responsible for the web's explosive growth in the past 15 years. There is a historic precedent here: while the term 'open source' was coined in the late 1990s, the concept of sharing valuable information to catalyze an industry existed long before the Internet. In the early 1900s, the U.S. automobile industry instituted a cross-licensing agreement whereby patents were shared openly and freely amongst manufacturers. Prior to this agreement, the owners of the patent for the two-cycle gasoline engine had effectively bottled up the industry.

Today's open source goes far beyond the 'patent pooling' of the early auto manufacturers, and has led to the development of the sophisticated software components — Linux, Apache, SSH, and others — upon which Google is built. In fact, we use tens of millions of lines of open source code to run our products. We also give back: we are the largest open source contributor in the world, contributing over 800 projects that total over 20 million lines of code to open source, with four projects (Chrome, Android, Chrome OS, and Google Web Toolkit) of over a million lines of code each. We have teams that work to support Mozilla and Apache, and an open source project hosting service (code.google.com/hosting) that hosts over 250,000 projects. These activities not only ensure that others can help us build the best products, they also mean that others can use our software as a base for their own products if we fail to innovate adequately.

When we open source our code we use standard, open Apache 2.0 licensing, which means we don't control the code. Others can take our open source code, modify it, close it up and ship it as their own. Android is a classic example of this, as several OEMs have already taken the code and done great things with it. There are risks to this approach, however, as the software can fragment into different branches which don't work well together (remember how Unix for workstations devolved into various flavors — Apollo, Sun, HP, etc.). This is something we are working hard to avoid with Android.

While we are committed to opening the code for our developer tools, not all Google products are open source. Our goal is to keep the Internet open, which promotes choice and competition and keeps users and developers from getting locked in. In many cases, most notably our search and ads products, opening up the code would not contribute to these goals and would actually hurt users. The search and advertising markets are already highly competitive with very low switching costs, so users and advertisers already have plenty of choice and are not locked in. Not to mention the fact that opening up these systems would allow people to 'game' our algorithms to manipulate search and ads quality rankings, reducing our quality for everyone.

So as you are building your product or adding new features, stop and ask yourself: Would open sourcing this code promote the open Internet? Would it spur greater user, advertiser, and partner choice? Would it lead to greater competition and innovation? If so, then you should make it open source. And when you do, do it right; don't just push it over the wall into the public realm and forget about it. Make sure you have the resources to pay attention to the code and foster developer engagement. Google Web Toolkit, where we have developed in the open and used a public bug tracker and source control system, is a good example of this.

Open Information
The foundation of open standards and open source has led to a web where massive amounts of personal information — photos, contacts, updates — are regularly uploaded. The scale of information being shared, and the fact that it can be saved forever, creates a question that was hardly a consideration a few years ago: How do we treat this information?

Historically, new information technologies have often enabled new forms of commerce. For example, when traders in the Mediterranean region circa 3000 BC invented seals (called bullae) to ensure that their shipments reached their destinations tamper-free, they transformed commerce from local to long distance. Similar transformations were spurred by the advent of the written word, and more recently, computers. At every step of the way, the transaction, a consensual agreement where each party gets something of value, was powered by a new type of information that allowed a contract to be enforced.

On the web, the new form of commerce is the exchange of personal information for something of value. This is a transaction that millions of us participate in every day, and it has potentially great benefits. An auto insurer could monitor a customer's driving habits in real-time and give a discount for good driving — or charge a premium for speeding — powered by information (GPS tracking) that wasn't available only a few years ago. This is a fairly simple transaction, but we will encounter far more sensitive scenarios.

Let's say your child has an allergy to certain medicines. Would you allow her medical data to be accessible by a smart wireless syringe which could prevent an EMT or nurse from accidentally giving her that medicine? I would, but you might decide the metal bracelet around her wrist is sufficient. And that's the point — people can and will reach different decisions, and when it comes to their personal information we need to treat all of those decisions with equal respect.

So while having more personal information online can be quite beneficial to everyone, its uses should be guided by principles that are responsible, scalable, and flexible enough to grow and change with our industry. And unlike open technology, where our objective is to grow the Internet ecosystem, our approach to open information is to build trust with the individuals who engage within that ecosystem (users, partners, and customers). Trust is the most important currency online, so to build it we adhere to three principles of open information: value, transparency, and control.

Value
First and foremost, we need to make products that are valuable to users. In many cases, we can make our products even better if we know more information about the user, but privacy concerns can arise if people don't understand what value they are getting in return for their information. Explain that value to them, however, and they will often agree to the transaction. For example, millions of people let credit card companies retain information on the purchases they make with their card in exchange for the convenience of not carrying around cash.

We did this well when we launched Interest-Based Advertising in March. IBA makes ads more relevant and more useful. That is the extra value we create based on the information we gather. It also includes a user preferences manager that clearly explains what users are getting in exchange for their information and lets them opt out or adjust their settings. The vast majority of people who visit the preferences manager choose to adjust their settings rather than opt out because they realize the value of receiving ads customized to their interests.

This should be our default approach: tell people, in obvious, plain language, what we know about them and why it's valuable to them that we know it. Think that your product's value is so obvious that it doesn't need explaining? There's a good chance you're wrong.

Transparency
Next, we need to make it easy for users to find out what information we gather and store about them across all of our products. We recently took a big step in this direction with the launch of the Google Dashboard, which is a single place where users can see what personal data is held by each Google product (covering more than 20 products including Gmail, YouTube, and Search) and control their personal settings. We are, to the best of our knowledge, the first Internet company to offer a service like this and we hope it will become the standard. Another good example is our Privacy Policy, which is written for humans and not just lawyers.

We can go even farther than this though. If you manage a consumer product where you collect information from your users, your product should be part of the Dashboard. If you're already there, you're not done. With every new feature or version, ask yourself if you have any additional information (maybe even information that is publicly available about users on other sites) that you can add to the Dashboard.

Think about how you can increase transparency within your product as well. When you download an Android app, for example, the device tells you what information the app will be able to access about you and your phone, and then you get to decide whether or not to proceed. You don't have to dig deep to figure out what information you are divulging - it tells you up front and lets you decide what to do. Is your product like that? How can you increase users' engagement with your product through increasing transparency?

Control
Finally, we must always give control to the user. If we have information about a user, as with IBA, it should be easy for the user to delete that information and opt-out. If they use our products and store content with us, it's their content, not ours. They should be able to export it or delete it at any time, at no cost, and as easily as possible. Gmail is a great example of this since we offer free forwarding to any address. The ability to switch is critical, so instead of building walls around your product, build bridges. Give users real options.

If there are existing standards for handling user data, then we should adhere to them. If a standard doesn't exist, we should work to create an open one that benefits the entire web, even if a closed standard appears to be better for us (remember — it's not!). In the meantime we need to do whatever we can to make leaving Google as easy as possible. Google is not the Hotel California — you can check out any time you like and you CAN, in fact, leave!

As Eric said in his 2009 strategy memo, 'we don't trap users, we make it easy for them to move to our competitors.' This policy is sort of like the emergency exits on an airplane — an analogy that our pilot CEO would appreciate. You hope to never use them, but you're glad they're there and would be furious if they weren't.

That's why we have a team — the Data Liberation Front (dataliberation.org) — whose job it is to make 'checking out' easy. Recent examples of their work include Blogger (people who choose to leave Blogger for another service can easily take their content with them) and Docs (users can now collect all their documents, presos, and spreadsheets in a zip file and download it). Build your products so that the Data Liberation team can work their magic. One way you can do this is by having a good public API that exposes all your users' data. Don't wait for v2 or v3, discuss this early in your product planning meetings and make it a feature of your product from the start.

When reporters at the Guardian, a leading UK newspaper, reviewed the work of the Data Liberation team, they proclaimed it to be 'counter-intuitive' for those 'accustomed to the lock-in mentality of previous commercial battles.' They are right, it is counterintuitive to people who are stuck in the old MBA way of thinking, but if we do our jobs then soon it won't be. Our goal is to make open the default. People will gravitate towards it, then they will expect and demand it and be furious when they don't get it. When open is intuitive, then we have succeeded.

When bigger is better
Closed systems are well-defined and profitable, but only for those who control them. Open systems are chaotic and profitable, but only for those who understand them well and move faster than everyone else. Closed systems grow quickly while open systems evolve more slowly, so placing your bets on open requires the optimism, will, and means to think long term. Fortunately, at Google we have all three of these.

Because of our reach, technical know-how, and lust for big projects, we can take on big challenges that require large investments and lack an obvious, near-term pay-off. We can photograph the world's streets so that you can explore the neighborhood around an apartment you are considering renting from a thousand miles away. We can scan millions of books and make them widely accessible (while respecting the rights of publishers and authors). We can create an email system that gives away a gigabyte of storage (now over 7 gigs) at a time when all other services allow only a small fraction of that amount. We can instantly translate web pages from any of 51 languages. We can process search data to help public health agencies detect flu outbreaks much earlier. We can build a faster browser (Chrome), a better mobile operating system (Android), and an entirely new communications platform (Wave), and then open them up for the world to build upon, customize, and improve.

We can do these things because they are information problems and we have the computer scientists, technology, and computational power to solve them. When we do, we make numerous platforms - video, maps, mobile, PCs, voice, enterprise - better, more competitive, and more innovative. We are often attacked for being too big, but sometimes being bigger allows us to take on the impossible.

All of this is useless, however, if we fail when it comes to being open. So we need to constantly push ourselves. Are we contributing to open standards that better the industry? What's stopping us from open sourcing our code? Are we giving our users value, transparency, and control? Open up as much as you can as often as you can, and if anyone questions whether this is a good approach, explain to them why it's not just a good approach, but the best approach. It is an approach that will transform business and commerce in this still young century, and when we are successful we will effectively re-write the MBA curriculum for the next several decades!

An open Internet transforms lives globally. It has the potential to deliver the world's information to the palm of every person and to give everyone the power of freedom of expression. These predictions were in an email I sent you earlier this year (later posted as a blog post) that described my vision for the future of the Internet. But now I'm talking about action, not vision. There are forces aligned against the open Internet — governments who control access, companies who fight in their own self-interests to preserve the status quo. They are powerful, and if they succeed we will find ourselves inhabiting an Internet of fragmentation, stagnation, higher prices, and less competition.

Our skills and our culture give us the opportunity and responsibility to prevent this from happening. We believe in the power of technology to deliver information. We believe in the power of information to do good. We believe that open is the only way for this to have the broadest impact for the most people. We are technology optimists who trust that the chaos of open benefits everyone. We will fight to promote it every chance we get.

Open will win. It will win on the Internet and will then cascade across many walks of life: The future of government is transparency. The future of commerce is information symmetry. The future of culture is freedom. The future of science and medicine is collaboration. The future of entertainment is participation. Each of these futures depends on an open Internet.

As Google product managers, you are building something that will outlast all of us, and none of us can imagine all the ways Google will grow and touch people's lives. In that way, we are like our colleague Vint Cerf, who didn't know exactly how many networks would want to be part of this 'Internet' so he set the default to open. Vint certainly got it right. I believe we will too.

Posted by Jonathan Rosenberg, Senior Vice President, Product Management

0x1fff: 35 Google open-source projects that you probably don't know

2009-12-28T23:09:00.000+02:00

0x1fff: 35 Google open-source projects that you probably don't know

Run Snow Leopard on Windows with VMware [VMWare]

2009-12-28T22:13:00.000+02:00

Run Snow Leopard on Windows with VMware [VMWare]: "

VMware is a great tool for running Windows and Linux anywhere, but OS X clients are not supported. Snow Leopard can be made to run on Windows, and Mac-hacking blog iHackintosh has the nitty-gritty on getting it working.

In order to get Snow Leopard working in VMware, you'll need to be on an Intel-based Windows machine (AMD currently isn't supported) with a retail copy of Snow Leopard, as well as a Snow Leopard VMware disk file, downloadable from many sources (iHackintosh lists a few). The process requires tweaking a lot of settings in VMware, as well as some disk switching and fast finger work, but overall the process isn't too difficult. We talk a lot about using VMware to run Windows on a Mac, which is often the more necessary case, but this is certainly a nice option if, say, you're thinking about making the Mac switch but want to extensively test drive the OS first. Hit the link for instructions on how to get set up.

Install Snow Leopard in VMWARE 7 Windows Edition[iHackintosh]

The Less You Know, The More Money You’ll Make

2009-12-27T23:33:00.000+02:00

A Theory with a great proof:

Only read if you are smart or have a lot of money: The Less You Know, The More Money You’ll Make:

Can a single bottle of soda decimate your company? Absolutely.

2009-12-24T03:01:00.000+02:00

Sometimes financial decisions that are seemingly rational on their face can precipitate mass exodus of your best engineers.
More at the source: Can a single bottle of soda decimate your company? Absolutely.:

objectivemarketer.com

2009-12-20T23:04:00.000+02:00

This is a powerful website that will help you with marketing your website, blog, twitter, or any online presence.

objectivemarketer.com

Never Use Hotmail Inactive Webmail as Your Secondary Email Account | Smarterware

2009-12-20T19:06:00.000+02:00

A great thing to mind:

Never Use Hotmail Inactive Webmail as Your Secondary Email Account | Smarterware

One button to merge all duplicate contacts

2009-12-18T23:00:00.000+02:00

One button to merge all duplicate contacts: "Posted by Dominik Marcinski, Software Engineer

Managing a big address book can be a challenge, so it's no surprise that the top request for Google contacts is a fast, easy way to merge duplicate contacts. You've been able to merge contacts one-by-one for a while, but now we've added a single button that merges all your duplicate contacts at once. To clean up your contact list in one fell swoop, just click the 'Find duplicates' button in the contact manager, review the merge suggestions (and uncheck any suggestions you don't want merged), and hit the 'Merge' button.

If you've been considering getting all your contacts into Gmail or syncing your Gmail contacts to your phone, now's the time to do it. As we've written about previously, you can sync your contacts to a wide variety of devices (including Android, iPhone, Blackberry, SyncML, etc). So if you were dreading spending hours getting your contacts in order, now you can do it with a couple clicks.

Let’s stop talking about “backups”

2009-12-16T15:55:00.000+02:00

Let’s stop talking about “backups”: "

Is your desktop backed up?

Did you backup that server?

Are your backups on a different machine?

Do you have offsite backups?

All good questions, all best practices.

But let’s stop talking about “backups.” Doing a backup is too low a bar. Any experienced system administrator will tell you that they have a great backup plan, the trouble comes when you have to restore.

And that’s when you discover that:

The backed-up files were encrypted with a cryptographically-secure key, the only copy of which was on the machine that was lost

The server had enormous amounts of configuration information stored in the IIS metabase which wasn’t backed up

The backup files were being copied to a FAT partition and were silently being truncated to 2GB

Your backups were on an LTO drive which was lost with the data center, and you can’t get another LTO drive for three days

And a million other things that can go wrong even when you “have” “backups.”

The minimum bar for a reliable service is not that you have done a backup, but that you have done a restore. If you’re running a web service, you need to be able to show me that you can build a reasonably recent copy of the entire site, in a reasonable amount of time, on a new server or servers without ever accessing anything that was in the original data center. The bar is that you’ve done a restore.

Let’s stop asking people if they’re doing backups, and start asking if they’re doing restores.

Need to hire a really great programmer? Want a job that doesn't drive you crazy? Visit the Joel on Software Job Board: Great software jobs, great people.

Dubai debt crisis: Why Egypt's economy may benefit / The Christian Science Monitor - CSMonitor.com

2009-12-15T13:52:00.000+02:00

Dubai debt crisis: Why Egypt's economy may benefit / The Christian Science Monitor - CSMonitor.com

Adaptive Project Management Using Scrum

2009-12-15T13:41:00.000+02:00

A very good article on Adaptive Project Management Using Scrum by Craig Murphy:

Adaptive Project Management Using Scrum

Google Chrome Extensions: Blog This! (by Google)

2009-12-11T20:49:00.000+02:00

Google chrome Extensions are now available. Here is a link to their BlogThis extension.

Google Chrome Extensions: Blog This! (by Google)

The Top Ten Essential Interaction Design Books

2009-12-05T07:04:00.000+02:00

As this is the season of lists and of gift giving, I thought I would put together the top ten books I thought every designer of interactive products should have in their library. I’ve also seen some reading lists floating around that leave out what are, to me, essential texts, or include books that are too focused on a particular medium (web, mobile). (For reasons of impartiality, I excluded my own book, Designing for Interaction, although I certainly hope it sits alongside these on the bookshelf.)

10. Shaping Things. The one book on this list that is specifically about the future. Sterling shows us the future of the objects we’ll design.

9. Designing Interactions. A history (albeit an IDEO-centric one) of the discipline, although woefully poor about the web. Still, worth it for some of the interviews.

" More at the source : The Top Ten Essential Interaction Design Books:

The great iPhone death watch

2009-12-05T06:12:00.000+02:00

It is easy to laugh at them now. But they all had good points which Apple actually overcame to succeed. Inspiring

The great iPhone death watch: "

What critics were saying about Steve Jobs' smartphone in the months before it launched

Microsoft's Steve Ballmer. Click to play.

Three years ago, when it became clear that Apple (AAPL) was about to unveil some kind of mobile phone, critics began to weigh in on its chances of success. AAPLinvestors' Terry Gregory, building on a list of skeptical quotes begun by MacDailyNews, has put together what may be the definitive collection.

A sample:

“We’ve learned and struggled for a few years here figuring out how to make a decent phone. PC guys are not going to just figure this out. They’re not going to just walk in.”

Palm CEO Ed Colligan, commenting on then-rumored Apple iPhone, 16 Nov 2006

More at the source:The great iPhone death watch

10 Usability Crimes You Really Shouldn’t Commit

2009-12-04T18:54:00.000+02:00

10 Usability Crimes You Really Shouldn’t Commit: "

Over time certain conventions and best practices have been developed to help improve the general usability of websites during their design and build. This roundup of ten usability crimes highlights some of the most common mistakes or overlooked areas in web design and provides an alternative solution to help enhance the usability of your website.

Crime 1: Form labels that aren’t associated to form input fields

More Crimes at the source

Five centuries of scientific breakthroughs unveiled

2009-12-03T06:14:00.000+02:00

Five centuries of scientific breakthroughs unveiled: "

The nine-year-old Mozart was not, as suspected, a midget adult. This and many other fascinating revelations are uncovered in a collection of historic scientific documents unveiled by the Royal Society this week.

The society, formed in London in 1660, began publishing a journal titled Philosophical Transactions five years later – a journal which remains in print today. It has now republished 60 of the most notable articles in an interactive timeline which is probably the closest thing to an accessible history of scientific discovery as you’ll find.

The first article, from 1666, is an account of the first ever blood transfusion (from one dog to another), while the most recent is a 2005 look at ideas to combat global warming such as putting a trillion sunshades into space to filter the sun’s rays.

Among the most historically notable articles are Isaac Newton’s explanation of how “white” light is a mixture of other colors, Benjamin Franklin’s experiments with attracting lightning by flying a kite, the invention of the first electric battery, and the proof that fingerprints are unique.

Other lesser known articles cover a boy who was born blind but had his sight “restored” (which showed that depth perception is a learned skill), a first-hand study showing that despite his natural talents, Mozart was as easily distracted as any other child, and a look at continental drift (the summary for which notes that continents are moving apart faster than the human fingernail grows.)

Each article is printed in its entirety along with a brief summary, accompanying images and links to further information.

Related posts:

Stop designing websites, start designing posters

2009-11-30T02:38:00.000+02:00

Stop designing websites, start designing posters: "

Sometimes I think I am deeply conflicted. On one side I am always going on about how print is not like the web and web designers need to stick to conventions.

On the other hand I feel inspired to be more creative in my work and take some risks. I am bored with the same old approach to websites.

In one recent post I wrote:

Too many websites look the same as their competition. If you want users to remember your site it needs to stand out from the crowd.

How then can we be different and yet still ensure our websites are usable?

Looking to the poster for inspiration

One way to remain usable and yet be different, is to look for inspiration beyond the web. For example, look at print designs that have to grab people’s attention and communicate a lot of information quickly.

One example of this is printed posters.

Posters have to be:

Visually attractive in order to grab attention.
Easy to take in at a glance
Provide more information to the more interested reader

In other words they need to be…

Engaging
Usable
Scanable
Have a clear information hierarchy

Sound familiar? Websites face exactly the same challenges.

Take a look at these posters below. Each is visually striking, provides key information first but has additional information for those interested. This is how we should approach web design.

Using poster design on the web

You maybe looking at these and wondering how this approach can be applied to the web. After all, they don’t have much in the way of content.

Setting aside the fact that most websites have far too much content and need to be simplified, it is not impossible even with more content.

In fact a lot of web designers have already taken inspiration from poster design. Here are just a few from my inspiration library.

Flourish Web Design

Groovy Web Design

Kitschen Sink

Samsung

Lana Landis

Finch

Carsonified Events

Noel Design

Personally I find this new generation of websites encouraging. It demonstrates an advance in the aesthetics of the web without undermining the principles of usability.

These designers should be commended for their desire to push the boundaries of traditional web design and for looking beyond the web for inspiration. They should be commended for rejecting the myth of the fold.

What about you?

So have I inspired you? Do you think that we can learn from the print design world or are the two worlds too different? Post your thoughts in the comments.

Did you like this post? Then Buy Paul's book

The Website Owner's Manual is a book for the thousands of marketers, IT managers, project leaders, and business owners who need to put a website in place and keep it running with a minimum of trouble.

It is also ideal for web designers who want to educate their clients about best practice. Why not add the cost of this book to your next project and avoid clients who just don't 'get it!'

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Time management: How an MIT postdoc writes 3 books, a PhD defense, and 6+ peer-reviewed papers — and finishes by 5:30pm

2009-11-29T07:05:00.000+02:00

Time management: How an MIT postdoc writes 3 books, a PhD defense, and 6+ peer-reviewed papers — and finishes by 5:30pm: "

I’m always on the lookout for “hidden gems,” or people who are doing remarkable work that the whole world hasn’t caught on to, yet.

Today, I asked my friend Cal Newport to illustrate how he completely dominates as a post-doc at MIT, author of multiple books, and popular blogger. How does he do it all?

Cal writes one of the best blogs on the Internet: Study Hacks. His guest post shows how you can take I Will Teach You To Be Rich principles — plus many others — and integrate them into a way to use your time effectively.

Below, you’ll learn:

How to use fixed-schedule productivity — similar to the Think, Want, Do Technique — to consciously choose what you want to work on and ignore worthless busywork

When to say no — and how to do it

How a $60,000-a-speech professional manages his time

Case study: How to use email for maximum time productivity

Read on at: http://feedproxy.google.com/~r/IWillTeachYouToBeRich/~3/FUqod8g-RdY/

Information Technology Consultant Updates - IT Consultant Updates

Official Google Enterprise Blog: Keeping your data safe

Top 10 Threats to Your Network

Six Ways for Working Parents to Spend More Time Parenting [Parent Hacks]

Your Best Options for Hosting your Startup Website

Creating a PPTP VPN connections in Ubuntu 8.10 and 9.x (Intrepid, Karmic). Article in Olaf's Blog

The History of the Internet in a Nutshell

Joke Wisdom: Using Bricks for recruitment

The meaning of open

0x1fff: 35 Google open-source projects that you probably don't know

Run Snow Leopard on Windows with VMware [VMWare]

The Less You Know, The More Money You’ll Make

Can a single bottle of soda decimate your company? Absolutely.

objectivemarketer.com

Never Use Hotmail Inactive Webmail as Your Secondary Email Account | Smarterware

One button to merge all duplicate contacts

Let’s stop talking about “backups”

Dubai debt crisis: Why Egypt's economy may benefit / The Christian Science Monitor - CSMonitor.com

Adaptive Project Management Using Scrum

Google Chrome Extensions: Blog This! (by Google)

The Top Ten Essential Interaction Design Books

The great iPhone death watch

10 Usability Crimes You Really Shouldn’t Commit

Crime 1: Form labels that aren’t associated to form input fields

Five centuries of scientific breakthroughs unveiled

Stop designing websites, start designing posters

Looking to the poster for inspiration

Using poster design on the web

Flourish Web Design

Groovy Web Design

Kitschen Sink

Samsung

Lana Landis

Finch

Carsonified Events

Noel Design

What about you?

Similar Posts:

Did you like this post? Then Buy Paul's book

Time management: How an MIT postdoc writes 3 books, a PhD defense, and 6+ peer-reviewed papers — and finishes by 5:30pm