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This startup thinks competitive programming could be more popular than college football by Matt Weinberger Competitive coding, where programmers race to be the first to come up with the solution to complicated code challenges, has. But, a startup with 150,000 users founded by ex-Google and Oracle engineers and backed by Quora CEO Adam D'Angelo, thinks competitive coding can go a step beyond just a recruitment tool: CodeFights thinks that programming can become a real, actual, competitive spectator sport on college campuses and beyond.

Right now, on college campuses, the most popular sports are things like football and basketball — a focus on physical sports that CodeFights CEO and co-founder Tigran Sloyan describes as a 'disservice' to students who are there to learn. 'Something more relevant to getting an education should be more popular,' Sloyan says — something like CodeFights.

Basically, the idea behind CodeFights is that framing programming as a competition makes it a lot easier and more fun to learn how to code, an idea that comes from Sloyan's time at MIT. CodeFights CEO Tigran Sloyan He enjoyed learning to program, and wished that he could make getting that kind of education more accessible to everyone.

'I wish it could be like that for everybody, sort of fun,' Sloyan says. The question then became: 'Can we do better than the standard education?'

So far, CodeFights has raised a relatively modest $2.4 million seed round since its 2014 launch, including personal investments from the likes of D'Angelo and GoDaddy VP of Engineering Marek Olszewski. Some of that cash has gone into a site redesign that went live recently. Unlike the programming challenges from places like HackerRank and TopCoder, which give you hours, days, or months to finish a challenge, CodeFights pairs you up with a fellow programmer and gives you miniature challenges that only take three minutes to finish. 'It's designed to be more for everybody,' Sloyan says. Ahmed Aly quit his job at Google to work for HackerRank, which sets up programming competitions. Google lost one of its top employees to a startup that's like Fight Club for programmers. Ahmed Aly, a highly sought-after software engineer who spent three years at Google working on its search algorithim and organizing the Code Jam contest, just jumped ship to work at − a startup which hosts programming contests for over one million users.

It wasn't that Aly was unhappy at Google — ' I was very happy at Google, and I do recommend it to anyone,' he told Business Insider. But a job with HackerRank gave him the chance to chase his passion: competitive programming. The appeal of competitive programming comes from the challenge of having to solve a problem that's never been sovled before, Aly says. You can look up the answers to a crossword puzzle, but there are no easy answers in a programming contest.

' They have to think really hard to solve the hard problems, and they come up with the correct solution, that is the best part,' Aly says. Coding competitions are serious business To outsiders, the concept of 'competitive programming' may seem as interesting as watching paint dry. But for a lot of programmers, it's serious business. Contests like give out $24,800 in prizes, plus the chance to get noticed by recruiters at the search giant and top Silicon Valley startups. Facebook has its own, which it explicitly uses to find future talent.

In fact, a lot of the tech industry's best and brightest, including Zappos CEO Tony Hsieh, Google employee #1 Craig Silverstein, and Quora founder Adam D'Angelo, were all one-time finalists in the IBM-sponsored (ACM-ICPC). That particular contest traces its roots back to 1970, when teams competed to write programs on the IBM System/60 mainframe. The 2013 Facebook Hacker Cup programming competition. In most of these contests, programmers, or teams of programmers, are given a complicated problem to solve and have to write a program to solve it under a strict time limit. Since 2000, these competitions went online and attacted a global audience. Here's an example CodeJam problem: Matt Weinberger These contests are very popular, and only getting moreso as programming becomes such a sought-after career. The 2014 Google Code Jam had over 23,200 participants from around the world, participating at Google's California headquarters and online.

Meanwhile, is a site that lets programming live-stream their coding sessions, much like Amazon's Twitch for video games. Aly has been a fixture on the programming contest scene almost since he started in 2007. In 2013, he placed in the top 2% of participants on, an international competition site. He's a one-time finalist in the ACM-ICPC contest.

In fact, Aly loves programming contests so much, he's owned and operated his own:. At HackerRank, he's going to work on extending out their programming contest platform, which is already reputed to be the biggest. A HackerRank competition can get 15,000 to 20,000 people, says a company spokesperson. A big part of the reason: Assessing whether or not a candidate actually knows their stuff. A lot of technical interviews only scratch the surface of a candidate's competency, meaning that an interviewer has to rely either on inconclusive data, or else go with their gut. But it's hard to argue with the result of a programming contest.

It's a good way for would-be employers to get a handle on a candidate's skill, while also getting confirmation of how they perform under pressure. Moreover, HackerRank thinks that these contests have the opportunity to bring a lot more people into technology, providing an avenue for the self-taught or otherwise overlooked into the field. To that end, HackerRank says that it's working on coding competitions exclusively for women, called 'Code Like A Girl.' But for Aly, it's all for the love of the game.

He's excited to turn his passion for these contests into his full-time career. 'As long as you do what you love, you will always be good at it,' Aly says. Coding Boot Camps Go After Veterans To Take Silicon Valley's Vacant Tech Jobs By Coding boot camps are launching scholarships and programs designed specifically to bring veterans into software development. Above, two students attend a course at Flatiron School in New York, which has committed itself to providing up to $25,000 in scholarships for veterans. Flatiron School SAN FRANCISCO -- When John Hampton was honorably discharged from the Army this year, he decided to pursue a lifelong interest: coding. That’s why in May Hampton, 34, applied for and started attending Iron Yard Academy, a coding boot camp in Greenville, South Carolina. It was a wise decision and one that paid off after 12 weeks of coursework and more than 800 hours of programming.

Hampton is now living in Atlanta, where he works as an intern for a Web development firm, an opportunity that lets him continue learning software development as he eases into his newfound tech career. “There’s definitely a demand of veterans who want to find jobs in the tech industry, and at the same time there’s also a demand from the tech industry of getting well-trained software developers,” said Hampton, one of several veterans who have turned to coding boot camps as a way to break into the industry. Over the past few years, venture capital-funded coding boot camps have sprung up across the country and have emerged as a pathway of entry for those looking to launch tech careers. These coding schools have earned a reputation for being inclusive of women and minorities, and they are doing the same when it comes to veterans. Most coding schools are private businesses that have been around only for a few years, so right now, the vast majority of them are not accredited to accept the G.I. To make sure veterans can afford tuition for coding boot camps, which cost nearly $12,000 on average, several schools have begun launching initiatives to support these students.

Bloc, an online, mentor-led coding school, for example, gives, and in honor of Veterans Day, Bloc is giving out $1,000 scholarships during November. Similarly, New York-based Flatiron School has begun offering who want to take its online program through a partnership with Operation Code, a nonprofit that helps veterans start coding. Meanwhile in Chicago, nonprofit Code Platoon has for its first cohort, set to kick off early next year.

Code Platoon is designed to make it easy for veterans to become programmers by charging $1,500 tuition -- more than $10,000 cheaper than the coding boot camp tuition average. “These are the most in-demand jobs in most Western economies, the U.S.

Specifically,' said Clint Schmidt, Bloc’s chief operating officer. These jobs “are much more available to veterans if they’ve got the in-demand skills.” Coding schools trumpet these programs as an alternative route for veterans who don’t wish to spend years and tens of thousands of dollars at traditional universities and instead aim to dive right into the tech industry.

“It just seems like there’s not a structure that supports them all that well through education that’s tailored for veterans,” said Rebekah Rombom, vice president of business development at the Flatiron School. “It’s a really hard problem, so we think about how we can be a part of the solution for veterans and other underrepresented groups in tech.” Since late 2013, Microsoft has been training service members skills for jobs in the tech industry through the Microsoft Software & Systems Academy. By the end of 2015, about 300 service members will have graduated. Shannon Stapleton/Reuters Tech Needs Coders And Veterans Earlier this year, the Obama administration estimated that there are in the country. Though that figure, many agree there is a high demand for such workers. “There’s just not enough people to satisfy the need,” said Sean Kelley, Microsoft’s program director for military affairs.

“This is an untapped talent pool.” Since late 2013, the Microsoft Software & Systems Academy has been training eligible active-duty service members at three installations in skills they can use to transition into the information technology industry. Through a 16-week program, service members at three bases around the U.S.

Are trained with a curriculum designed by Microsoft. At the end of the program, the service members are promised a job interview with the company. Though the program is young, it’s yielded promising results already. Microsoft said it expects to have about 300 graduates by the end of 2015, and so far, more than 80 percent of graduates hold jobs in the industry, including positions at Apple, Amazon and, of course, Microsoft. The Redmond, Washington, company is planning to build on this strong start, announcing last week its plan to by the end of 2016. “Military people are great in teams, they have leaderships skills -- these are talented individuals who are used to working in intense collaborative environments,” Kelley said. “So we feel that if you take all those intangible skills and add the fact that [veterans are] technical and learners that they become ideally suited.” U.S. Army soldiers line up at a ceremony at the Forward Operating Base Walton in Kandahar, Afghanistan.

Coding schools have been launching initiatives to help veterans and active-duty service members transition into the tech industry following their military careers. Shamil Zhumatov/Reuters Going To Boot Camp, Again After leaving the National Guard in 2013, Joseph Giralt, 31, decided to try out a free, introductory online coding course after a friend suggested it might be the right career path for him. He found he enjoyed it, so he decided to go ahead and attend a coding school.

“If you’re a veteran and you’re thinking about becoming a developer, take one of these really, really small, and if this seems like something that’s interesting to you, then by all means pursue it,” Giralt said. Giralt settled on Flatiron School after hearing a rave review from a previous student. But before starting his 12-week course, Flatiron School told Giralt to put in 160 hours of preparatory work, to get a foundation that many coding experts say is necessary for those who want to get the most out of the experience.

Once at Flatiron, Giralt said he gave the coding camp 100 percent of his efforts. From Monday through Friday, Giralt and his classmates would head to the school and work from 9 a.m. To 5 p.m. At nights, the learning continued with new assignments needed to be completed before the next day, a task that typically requires another few hours.

And on the weekends, Giralt worked on his own side projects, so he’d have something in his portfolio to show companies once he completed the Flatiron course. 'You’re trying to cram as much information possible into you in such a short amount of time that you can’t do anything else,” Giralt said. “This is your life.

You can’t do anything else. If you try put anything before this coding boot camp, you’re just going to waste all your money.” Giralt’s dedication paid off. Within three weeks of graduating from Flatiron, he had about two dozen interviews. Eventually he settled with the startup Everwise, a company where he still works two years later as a software engineer.

Though Giralt recognizes that a tech jobs is not the right fit for every veteran, he does recommend coding school to other veterans who are critical thinkers, want to try new ideas and are looking for well-paying work. “The nice thing about the tech industry is that it pays well, it’s ever-evolving and constantly changing, and it’s a ticket to the middle class, or in some cases, the upper class,” Giralt said. Students attend class at Galvanize, a coding school with campuses in San Francisco, Seattle and Colorado. A recent report states that 89 percent attendees of full-time, in-person coding boot camps land jobs within 120 days of their graduations. Galvanize ‘The White-Collar Jobs Of Today’ Coding schools are churning workers into the tech industry like clockwork -- found 89 percent of graduates from full-time, in-person coding camps land jobs in the tech field within 120 days of graduation. But that doesn’t mean that attending a boot camp will automatically land you a job at Google or Facebook the next day.

“Just attending something for three months is not going to immediately turn you into a Google-level wizard of Web development,” Hampton said. “You’re going to be an entry-level developer coming out of this.” Additionally, not all coding schools offer the same quality of education.

Experts caution potential students to do their research and pick a school with good reviews and a proven track record for helping their graduates get jobs., a New York startup, keeps track of schools in the U.S. And Canada, helping students quickly learn about each program and see reviews other have written. “People should be very thorough in their vetting of these programs, especially when you’re looking to pay $12,000 to $20,000, never mind the time commitment to go through one of these programs,” said Rod Levy, executive director of Code Platoon. Veterans can also get more information and find mentors by joining Operation Code, which connects hundreds of veterans through a Slack channel.

There, veterans ask each other questions about coding, software development and anything that may be related. Operation Code also maintains it has vetted and recommends to veterans. “Understanding how to code is understanding innovation. These are the white-collar jobs of today,” says David Molina, founder and executive director of Operation Code. “We’re talking about filling the country’s tech shortage with the men and women who served our country.” Link.

Now is making this same technology available to developers to bring to Internet applications in general. The first applications were, but IBM and others see opportunities in finance, customer service, telecommunications and other information-flooded industries as well. 'We are coming to an era where information overload is starting to get solved,' said Jamie Popkin, a Gartner Inc. Vice president. 'When you can process information to understand it at a deeper level, you can understand content and derive inferences from it. With, we are getting to the point of being able to process stunning volumes of content quickly so you can take all of the information we have and create action either directly or indirectly.'

Other major technology companies are also working on tools and technology intended to make vast amounts of information more accessible and actionable. For example, virtual personal assistants such as and are enabling a fundamental shift in how users handle content by learning about users' personal preferences and anticipating their activities and behaviors. The difference: is focused on deriving deep insights on building deep domain knowledge and learning capability. Put another way, Watson is content-centric, while the others are more focused on personal assistance. Full speed ahead IBM sees big potential in Watson's ability to transform business. The company plans to invest more than $1 billion over the next several years and dedicate more than 2,000 employees to bring Watson services to market. IBM is also allocating one-third of its overall research efforts to Watson.

Some of this investment has already started to pay off in greater efficiency. For example, the latest implementation is 24 times faster than the version demonstrated on Jeopardy -- and required only 10% of the hardware of the Jeopardy version. As part of its outreach to developers and businesses, IBM has announced three new offerings: IBM Watson Discovery Advisor, IBM Watson Analytics, and IBM Watson Explorer. Watson Analytics will make it possible for users to seek out the best answers based on quantitative data from databases and qualitative data from text. The Watson Discovery Advisor service will help reduce the amount of time researchers need to formulate conclusions.

Meanwhile, IBM Watson Explorer will provide a unified view of enterprise information. Early adopters of the Watson technology include these companies: • Fluid Inc., which is using Watson to improve online shopping experiences for retail businesses to drive customer engagement and conversion. • MD Buyline Inc., which is using Watson to improve procurement of medical equipment and supplies. • Welltok Inc., which is developing a Watson app to generate personalized itineraries for encouraging and rewarding healthy behavior. • Healthline, which is using Watson to help consumers navigate the wide range of disparate information on the Internet and better distinguish scientific evidence from potential 'snake oil.' What is cognitive computing? 'Jeopardy demonstrated something we had never seen a computer do, which is navigating the complexity of the human language,' said Steve Gold, vice president of the IBM Watson Group.

In other words, Watson demonstrated the ability to read and understand vast amounts of information. On Jeopardy, Watson was able to analyze more than 300 million pages of text to derive an answer in less than three seconds. Watson can understand unstructured information delivered in, the format and Microsoft Word, as well as text-based content.

It can also generate hypotheses that recognize different probabilities of various outcomes. In addition, it can learn and adjust its reasoning based on experience. IBM's Watson is focused on deriving deep insights on building deep domain knowledge and learning capability. Watson does have limitations: At this writing, it only understands English. It also doesn't understand images or video, and it can't come up with its own ideas -- yet.

However, Watson shines at understanding content and context. 'With traditional search, you don't know why it brings back what it does. That works well for certain tasks, such as choosing a light bulb,' Gold said, but added, 'But if I want to explore the information and get a response, traditional search is not a vehicle.' The Watson technology is capable of learning as new information comes in. This ability differs from classical computing built on logic and designed with rules to handle structured data. As just one example, 'it is physically impossible for a physician to keep pace with new journal articles,' Gold said.

'You want Watson to continue to learn with new information and outcomes.' Unlike many search technologies, Watson doesn't generate an index to simplify the process of finding answers. Instead, it searches through the vast database of text each time a question is asked. This approach ensures that new answers reflect changes in the accumulated knowledge. It also enables the analysis of sensitive data, such as patient information, to find answers while simultaneously protecting the governance and privacy requirements of the underlying data. ELON MUSK IS RIGHT: COLONIZING THE SOLAR SYSTEM IS HUMANKIND’S INSURANCE POLICY AGAINST EXTINCTION Written By: Why blow billions of dollars on space exploration when billions of people are living in poverty here on Earth?

You’ve likely heard the justifications. The space program brings us useful innovations and inventions. Space exploration delivers perspective, inspiration, and understanding. Because it’s the final frontier. Because it’s there. What you haven’t heard is anything to inspire a sense of urgency.

Indeed, NASA’s struggle to defend its existence and funding testifies to how weak these justifications sound to a public that cares less about space than seemingly more pressing needs. Presumably, this is why SpaceX founder Elon Musk, in a with Ross Andersen, skipped all the usual arguments in favor of something else entirely.

Space exploration, he says, is as urgent as easing poverty or disease—it’s our insurance policy against extinction. As we extend our gaze back through geologic time and out into the universe, it’s clear we aren’t exempt from nature’s carelessly terrifying violence. We simply haven’t experienced its full wrath yet because we’ve only been awake for the cosmological blink of an eye. Musk says an extinction-level event would, in an existential flash, make our down-to-earth struggles irrelevant.

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“Good news, the problems of poverty and disease have been solved,” he says, “but the bad news is there aren’t any humans left.’” We’ve got all our eggs in one basket, and that’s a terrible risk-management strategy. We should diversify our planetary portfolio to insure against the worst—and soon. Musk’s line of reasoning isn’t completely novel.

It’s what led science fiction writer Larry Niven to say, “The dinosaurs became extinct because they didn’t have a space program.” And it drives Ed Lu’s from a major asteroid hit. But while we may spot and potentially derail asteroids, not every cosmic threat can be so easily predicted or prevented—a blast from a nearby supernova; a gamma ray burst aimed at Earth; a period of extreme volcanism. Any of these could wipe us out. Musk says he thinks a lot about the silence we’ve been greeted with as our telescopes scan the sky for interstellar broadcasts from other civilizations.

Given the sheer number of galaxies, stars, and planets in the universe—it should be teeming with life. If even a tiny percent of the whole is intelligent, there should be thousands of civilizations in our galaxy alone. So where are they? This is known as the, and Musk rattles off a few explanatory theories (there are many). But he settles on this, “If you look at our current technology level, something strange has to happen to civilizations, and I mean strange in a bad way.

It could be that there are a whole lot of dead, one-planet civilizations.” That something strange might be an evolutionary self-destruct button, as Carl Sagan theorized. We developed modern rockets at the same time as nuclear weapons. Download Template Kaos Untuk Photoshop Cs5. But the Fermi Paradox and its explanations, while philosophically captivating, haven’t settled the question of intelligent life.

SETI’s, “The Fermi Paradox is a big extrapolation from a very local observation.” That is, just because we don’t see compelling evidence of galactic colonization around here doesn’t mean there is none. But even without the Fermi Paradox, our planet’s geologic record is enough to show that, as Sagan phrased it, “Extinction is the rule. Survival is the exception.” So, if you buy Musk’s argument—what next? Well, he didn’t start SpaceX to boost telecommunication satellites into orbit or shuttle astronauts to low-Earth orbit. SpaceX is Musk’s vehicle to another planet, and he isn’t shy saying so.

Long after SpaceX sends its first human passengers to the space station; after it’s perfected; after it fires up the first Falcon Heavy deep space rocket—after all that, perhaps in the mid-2030s, Musk will found a colony on Mars. Some colonists will be able to afford the $500,000 ticket, he says. Others will sell their earthly belongings—like the early American settlers—to book their trip. But it won’t be a pleasure cruise.

No, we’re talking an all-in, one-way commitment to a cause. Even so, getting people to go won’t be a problem. Mars One, an organization similarly dedicated to sending the first humans to Mars, had for a few one-way tickets. Mars One may or may not make it to the Red Planet—but at the least they proved there are people willing to sacrifice the easy life to get there.

In the long run, however, to establish a permanent, sustainable presence on Mars, we’ll need a whole lot more than a scattering of rugged colonists. Musk thinks it’ll take at least a million people to form a genetically diverse population and self-sufficient manufacturing base. All that in a freezing desert wasteland with no oil, oxygen, or trees.

Mars has water but it’s not readily available. We’d have to mine the surface and set up heavy industry. It would be a mammoth undertaking. Musk thinks it could happen in the next century.

And perhaps he’s right. As Andersen notes, although he’s on an “epic runhe is always giving you reasons to doubt him.” Monumental goals—with dates attached. A century is a long time. But SpaceX colonizing Mars might be a bridge too far.

There are some who doubt our abilities in the near future. Astrophysicist and Astronomer Royal, Martin Rees, “I think it’s very important not to kid ourselves that we can solve Earth’s problems by mass emigration into space.

There’s nowhere in our solar system even as clement as the top of Everest or the South Pole—so it’s only going to be a place for pioneers on cut-price private ventures and accepting higher risks than a western state could impose on civilians.” In other words, maybe some people will venture beyond the Earth and Moon. Even live out subsistence-level lives on other planetary bodies. But a civilization growing out of Musk’s million isn’t likely. At least not until we can —terraform Mars, hollow out asteroids, build rolling bubble cities on Mercury.

In either case, Musk is right about one thing. It’s time we pushed the boundaries of space exploration. And whatever your opinion, you have to admire the man’s willingness to go out on a limb when no one else will—and invite the rest of us to join him there.

Image Credit:;; This entry was posted in, and tagged,. Coming Data Deluge Means You’ll Know Anything You Want, Anytime, Anywhere BY We’re heading towards a world of perfect knowledge. Soon you’ll be able to know anything you want, anytime, anywhere, and query that data for answers and insights.

Why is this happening? And what are the implications? These are the questions this blog will explore. An explosion of ubiquitous, omnipresent cameras The first digital camera built by Kodak in 1976 was a 0.01 Megapixel camera. It was the size of a toaster and cost thousands of dollars. Today’s digital cameras are 1 billion times better. In a decade, they will be 1 trillion times better.

Where is ubiquitous imaging/sensing heading? • Imaging from our streets: Fleets of autonomous cars will image everything in and around our roads, constantly.

A single Google Autonomous car using LiDAR (laser imaging radar) generates over 1.3 million points per second (750 Mbits/sec of data) in a “360° view” (see image below). • Imaging from space: Today there are three private orbital satellite constellations with two more being planned soon. These near-real time imaging services from space are offering 0.5 meter to 5 meter resolution of any spot on the planet, with video and multi-spectral options. • Imaging from our skies: Beyond orbiting satellites, we will soon have armies of drones flying above our streets imaging the ground at centimeter resolution. • Imagine from our sidewalks: Whatever Google Glass becomes, we’ll see a future where people walk around with always-on, active cameras that image everything on our streets, at millimeter resolution. NOTE: These are examples just from the realm of ubiquitous imaging sensors. Beyond this, there will be an explosion of audio/vibration, genomics and biometrics sensors, to name just a few.

In the decade ahead, we’re heading towards a trillion-sensor world. In 2013, we generated 4 zettabytes (4x1021bytes) of data. Data generation is doubling every two years and accelerating. By 2020 we’ll be up to 44 zettabytes (i.e. 44 trillion gigabytes). Then, with the power of machine learning, data science, increased computational power, and global connectivity we can process, learn from, explore, and leverage that information to ask and answer almost any question.

Questions we will be able to ask, and get answered Who caused that accident? While autonomous cars are unlikely to crash (bad news for the insurance industry), accidents caused by human-driven cars on the road will never be mysteries again. Imagery from LIDAR or equivalent sensors will tell you exactly who caused the accident and how. How’s my competitor performing? Orbital satellite imaging can tell you exactly how many cars were in competitor’s parking lot last weekend. Which locations attract more shoppers?

What is the status of your competitor’s supply chain – raw materials in, and finished products out? Where did that gun-shot come from? ShotSpotter, a gunfire detection technology gathers data from a network of acoustic sensors placed throughout a city, filters the data through an algorithm to isolate the sound of gunfire, triangulates the location within about ten feet, then reports it directly to the police.

It’s more accurate than info from 911 callers. What is the most popular dress color Friday night in Manhattan? Want to know the fashion trends in your city? You will be able to gather images and mine them to determine the most popular colors and fashions on any street, mall or borough. What is the prevalence of heart disease or Alzheimer’s in my neighborhood? This may sound disgusting, but imagine sampling the sewage coming out of your neighborhood. By analyzing the DNA in biological waste in those pipes, you can tell the prevalence of one disease over another in that community.

Do you think that might be of interest to a health or life insurance company? Who are the happiest people in the U.S.? Researchers from the University of Vermont used Mechanical Turk to rank thousands of words by “happiness” levels. They then wrote an algorithm that analyzed 10 million tweets, used the Mechanical Turk data as a training set, and determined which are the happiest U.S. States (Hawaii) and the saddest (Louisiana). They could even explore semantic trends down to the zip-code. Consequences for the Entrepreneur/CEO I think about this stuff a lot. We live in the most exciting time ever.

As we move towards a world of perfect information, we are going to be disrupting many industries and creating even more entrepreneurial business opportunities. Which industries are going to change because of this data revolution? [ image credit: courtesy of Shutterstock]. By This slide-based report provides the most comprehensive research available on the U.S. Community solar market.

It defines and segments the market, forecasts installations in total and by state, outlines the legislature that is helping and hampering community solar, and provides a snapshot of today’s competitive landscape. The solar power generated in urban areas is poised to make enormous strides in capacity, new industry research concludes.

Greentech Media, or GTM, Research expects community solar installations to grow fivefold in 2015 to 115 megawatts of capacity. By 2020, GTM researchers expect installations to grow to 500 megawatts the firm concludes in ' At this rate of growth in installations, community solar will make up 1.8 gigawatts of capacity in five years. Researchers found that 24 states currently have at least one operational community solar project. Four states, however – California, Colorado, Massachusetts and Minnesota – represent 80 percent of the community solar installations expected over the next two years. Another 20 states have enacted or are considering enabling legislation for community-based solar projects. 'Looking ahead to 2020, the community solar opportunity is poised to become more geographically diversified, as developers ramp up service offerings to utilities in states without community solar legislation in place and as national rooftop solar companies enter the community solar scene,' GTM Research analyst Cory Honeyman said.

The report identifies 29 companies that are active in installing community solar projects. For more: • download the report • read the Clean Technica story Related Articles: • • • • Link. Converged and hyper-converged infrastructure make it easier to support VDI and desktop virtualization because they're built to install simply and run complex workloads. Converged infrastructure (CI) brings the four core aspects of a data center -- compute, storage, networking and server virtualization -- into a single chassis. Hyper-converged infrastructure (HCI) adds tighter integration between more components through software. With both CI and HCI, you know for sure that all the components are compatible with one another, and you can supply your shop with the necessary storage and networking that are so important to VDI in one fell swoop. This helps reduce the complexity of deploying VDI, an advancement that many shops looking to virtualize desktops would welcome.

As helpful and innovative as the technologies are, however, they also bring up some questions, such as what they do and how they differ. Well, it's time to put any confusion to rest. Let's sort through the features of converged vs., and identify the differences to understand what makes each one important to desktop virtualization administrators.

What is converged infrastructure? Brings compute, storage, networking and server virtualization into a single chassis that you can manage centrally. This can include VDI management, depending on what configuration you buy and from which vendor.

The hardware you get in your CI bundle is pre-configured to run whatever workload you buy it for -- whether it's to support VDI, a database, a specific application or something else. But you don't have much flexibility to alter that configuration after the fact.

Regardless of how you build out a VDI environment, be aware that it is expensive and time consuming to scale up after the fact. Adding components separately becomes complex, taking away from many of CI's benefits. And adding desktops and capacity to in-house infrastructure can be just as expensive, which speaks to the importance of proper planning for any. The pieces of your CI bundle can also stand on their own, however.

A server you purchase in a CI bundle functions just fine without the other infrastructure components you bought with it, for example. What is hyper-converged infrastructure? Born from converged infrastructure and the idea of the (SDDC), hyper-converged infrastructure takes more aspects of a traditional data center and puts them in one box.

It includes the same four aspects that come with converged infrastructure, but sometimes adds more components, including backup software, snapshot capabilities, data deduplication, inline compression, WAN optimization and more. CI is mainly hardware-focused, and the SDDC is usually hardware-agnostic; HCI combines these two aspects.

HCI is also supported by one vendor and allows you to manage everything as a single system through a common toolset. To expand your infrastructure, you simply snap boxes of the resources you need, such as storage, to the base unit as you go. Because HCI is software-defined -- which means the infrastructure operations are logically separated from the physical hardware -- the integration between components is much tighter than you see with CI, and the components have to stay together to function correctly. That makes, because you can change how the infrastructure is defined and configured at the software level and manipulate it to work for specialized applications or workloads that pre-configured CI bundles can't support.

Hyper-converged infrastructure because it lets you scale up quickly without a ton of added expense. That's not the case in traditional VDI settings; shops either have to buy more resources than they need in anticipation of scaling up, or wait until virtual desktops eat up the allocated space and network, then add infrastructure after the fact. Both those situations can be expensive and time-consuming to resolve. But with HCI, if you need more storage, you can just snap that onto your stack. You can scale up in the time it takes for you to get another box, rather than going through an entire re-assessment and re-configuration of your in-house infrastructure. Additionally, when you make the switch from physical PCs to virtual desktops, you still need something to do all the processing that laptops and desktops once did. Hyper-converged infrastructure helps with this because it often comes with a lot of flash, which is great for virtual desktop performance.

It improves I/O, reduces the effects of boot storms, and lets you run virus and other scans in the background without users ever knowing. The flexibility of hyper-converged infrastructure makes it more scalable and cost efficient than CI because you can add blocks of compute and storage as needed., but in the long term it can pay off. Forensic investigators typically follow a standard set of procedures: After physically isolating the device in question to make sure it cannot be accidentally contaminated, investigators make a digital copy of the device's storage media. Once the original media has been copied, it is locked in a safe or other secure facility to maintain its pristine condition. All investigation is done on the digital copy.

Investigators use a variety of techniques and proprietary software forensic applications to examine the copy, searching hidden folders and unallocated disk space for copies of deleted, encrypted, or damaged files. Any evidence found on the digital copy is carefully documented in a 'finding report' and verified with the original in preparation for legal proceedings that involve discovery, depositions, or actual litigation. Computer forensics has become its own area of scientific expertise, with accompanying coursework and certification. RELATED GLOSSARY TERMS:,. Connected Enterprise: A Managed Approach to Leveraging IoT Insights Of 779 senior business leaders surveyed globally, 61-percent said that companies that are slow to integrate IoT into their business will fall behind their competition, according to data collected June 2013 by the Economist Intelligence Unit (EIU, see accompanying figure). Fortynine-percent of EIU survey participants were C-levels and board members.

Yet, according to data from a Deloitte analysis of 89 IoT implementations deployed between 2009 and 2013, only 13-percent of the IoT use cases Deloitte studied targeted revenue growth or innovation as a main objective. Conclusion: The successful enterprise will focus on significant IoT innovations and profits.

Please read the attached whitepaper. Consolidating Remote Servers and Storage for Security, Efficiency Many organizations have invested in server consolidation, particularly in their data centers. In remote offices, though, servers and storage exist as isolated islands of infrastructure that require management through separate operational processes and procedures. This approach could place data at risk. A new kind of storage architecture allows IT to consolidate remote servers and data in the data center by decoupling storage from its server over any distance—even thousands of miles—and still get the same performance as if the storage remained local to the branch. Organizations can now consolidate remote infrastructure to increase security and efficiency, without adversely impacting end-user performance in branch offices.

Please read the attached whitepaper. Contextual Computing Posted by Contextual computing, also called context-aware computing, is the use of software and hardware to automatically collect and analyze data about a device's surroundings in order to present relevant, actionable information to the end user. Contextual computing, also called context-aware computing, is the use of software and hardware to automatically collect and analyze data about a device's surroundings in order to present relevant, actionable information to the end user. Today, PCs, smartphones and tablets offer some contextual computing capabilities. Devices such as Google Glass smart glasses can further the experience, providing the end user with an experience or messages. Contextual computing relies on stored data about the user's preferences and previous actions as well as data gathered in real time, such as the time of day or the device's location. Web browsers, cameras, microphones and Global Positioning Satellite () receivers and are all potential sources of data for context-aware computing. Although the concept of contextual computing has been around for decades, the technology still faces two major challenges: it can be difficult to federate data that has been gathered from multiple sources and it can be difficult to convince end users to sacrifice in exchange for a more contextually-aware user experience ()).

Prep for continuous delivery with iterative development by Are you ready for continuous delivery? This article explains how an established, iterative development practice puts you on the right path. If you aren't practicing iterative development, you aren't ready for continuous delivery. If you aren't doing, you aren't ready for continuous delivery. If you don't have a quick way to see what happens to code when it's deployed on your infrastructure, you aren't ready for. If you don't have a staging environment for review before production release, you aren't ready for continuous delivery. If the business you work for hasn't made a commitment to continuous delivery, you cannot reap the full benefit of ongoing, rapid software releases.

'Continuous delivery is the sum of a series of practices,' said Carl Caum, prototype engineer. 'The end goal is to deploy every [software] change at the push of a button. But there are numerous problems you have to solve before you can do that.' In this two-part series, Caum and other continuous delivery experts outline those problems -- which define the prerequisites for charting a course to continuous delivery. This article, the first in the series, discusses what continuous delivery is, and explains how an established, iterative development practice sets the foundation for this new way of releasing software.

The second article in the series examines why automated testing, adopting infrastructure-as-code practices and establishing a staging environment are essential aspects of this new approach to delivering software. Neither tip in this two-part series focuses primarily on the. But it bears repeating that software organizations cannot succeed at continuous delivery unless they make a sustained commitment to this process. 'Fundamentally, continuous delivery is a business decision, and if management doesn't get it, it's a tough sell.' Said Mary Poppendieck, co-author with Tom Poppendieck of, among other books.

The foundation: Iterative development Continuous delivery is not a software development methodology per se. It is a practice -- or rather, a series of practices -- of developing and testing software in a way that lets organizations quickly issue updates anytime. Many software developers and testers see it as a. They are not wrong, but a broader definition is more accurate. What really prepares a software team to take on continuous delivery is solid experience with any form of iterative development. 'There is a tendency to pigeonhole methodologies,' said Eric Nguyen, director of business intelligence at, a company that sells requirements and test management software. But how a software team defines itself --, Agile, -- doesn't matter, said Stephen Forte, chief strategy officer at tool maker.

'They are all adapting toward continuous delivery.' What does matter is a mind-set that says, 'Be more iterative,' Nguyen said. Whether you're, writing and testing code, or defining a business problem, 'you are breaking things down into smaller and smaller [pieces],' he added. And that is ultimately what continuous delivery is all about.

Building on earlier practices Continuous delivery requires software teams to build on earlier, familiar iterative practices, such as, Puppet Labs' Caum said. 'Continuous integration provides a quick feedback loop for developers, letting them know whether the code works.' Continuous delivery takes it a step further. 'It lets you deploy that code and see how it works,' he said.

In short, iterative development is the foundation on which continuous delivery rests. If you aren't practicing iterative development, you are not ready to take on continuous delivery. More: • • • Link. By introducing continuous integration into the development cycle, project managers can potentially decrease software defects and development cycle times. Taking advantage of both, however, requires the team to create and adhere to proper acceptance criteria for each new code submitted.

It's up to the project manager to ensure that developers and testers gather the detailed information they need at the outset of each new development project. (CI) is practiced as part of an approach to. It improves the efficiency, productivity and reliability of releases, enabling businesses to provide higher quality software at a faster pace. Developers integrate code often -- sometimes daily or even more frequently -- rather than at the end of a long development cycle.

Each code commit triggers a battery of automated tests based on the preset acceptance criteria. Integrating code builds more frequently exposes defects earlier in the cycle.

It's common for developers to find defects when their new code is merged with the code base. Defects are often found and fixed before the new software code ever reaches the.

Overall, software quality improves because the defects are caught early and aren't hanging out in a defect reporting system waiting to make a prioritized list or be discovered by end users. 'Acceptance criteria on a story provide a lightweight version of simple, direct, specific and testable requirements.' Speedy release and deployment cycles don't necessarily improve quality if the acceptance criteria and testing are not planned or discussed. In a fast-paced development environment, it's difficult to add more testing, regardless of whether the type is. The problem is not in the method of testing, but rather, it's in skipping the planning of the acceptance criteria. Acceptance criteria on a story provide a lightweight version of simple, direct, specific and testable requirements.

The details are not provided in their entirety because they are subject to change based on new developer discoveries or design changes. Developers and testers need enough detail to start a design discussion within the team so coding and test planning tasks can start.

The purpose of a user story is to provide this detail. Adding acceptance criteria to each story also ensures quality remains in the forefront during development and testing. It's the design conversations between the development team, product managers and testers that result in testable acceptance criteria. Software testers can improve the development team's discussion of acceptance criteria by encouraging focus on vague story descriptions and creating interest in the value of testing.

Getting customer-focused acceptance criteria through team planning As a software test team member, you should actively participate in all planning and design meetings. One way to do so is to look at the existing user stories that are coming up and write a test prototype that includes acceptance criteria. Come up with testing workflows and stories through admissible means. Use a spreadsheet, matrix or text to create test scenarios for all the workflows that end users are expected to follow. Include an outline of what the test objectives are and what type of test is planned: unit, automated or manual. Make it a simple and concise test plan, and in a format the team can quickly review.

If a tester takes the initiative to pre-plan testing in a simple, easy-to-use format, then that paints a picture for other team members of the test team's understanding of how the function is going to work for end users. It also brings out any contradictions and misconceptions so the team can discuss them, and makes the tester an active participant in all phases of development rather than just the testing phase. Testers can influence code design as equally as they test it. The goal isn't simply to make code pass.

Real testing takes more than that. Testers must participate in and influence the development design by creating additional conversations and adding test plans to the acceptance criteria for each story. Tackling vague definitions In preparation for planning or design meetings, send out the testing prototype data at least a day in advance and bring it to the meeting. Prepare to discuss the test plan for each story to influence the design and document the acceptance criteria in a testable manner. 'In a CI environment, testers need to plan tests ahead and have a prototype plan to achieve the most effective participation from development.'

Focus the test prototype on specific workflows that are controlled by the team if possible. When the story is initially created, the details are often vague. In my team, that ambiguity creates a discussion on its own. This is an important time to discuss acceptance criteria as well. Most developers hesitate to think about testing or acceptance criteria before the software is designed, but this is actually the most efficient time to attract their attention and input.

Without developer input, it's difficult to verify that the test plan covers all functionality. When the presented test data includes that type of test, it creates another team conversation. The team can determine what type of test is the most valuable for each function.

If the tester has thought through the test type and objective, it steers the conversation and breeds necessary developer involvement in reviewing test objectives. These objectives become expected results, which in turn frequently become acceptance criteria. Creating interest in testing value An effective method for drawing clarity and value from acceptance criteria is to make a prototype test plan. The format doesn't matter because it depends on the preferences of the tester and what developers will read. Ensure the test prototype is succinct and organized. Nothing derails participation in discussing testing and acceptance criteria faster than a disorganized presentation.

Be prepared to confidently present the prototype test plan in an organized manner. If the conversation wanders, the audience will too. In a, testers need to plan ahead and have a prototype plan in mind to achieve the most effective participation from development. Make it concise and valuable, but above all, make it count.

Present the meat of the functionality as the tester plans to test it without wasting time, and get the team to formulate acceptance criteria from that conversation. Taking the initiative to pre-plan testing in a simple, easy-to-use format creates participation both by the tester and within the development team. Testers need to actively participate in all phases of development and influence design by starting or creating design discussions. Put testing ideas out there in prototype form.

It's quick, direct and will bring in the input needed from development. The tester becomes part of the design team and the team gets valid, workflow-based acceptance criteria that increases the quality of the software and improves user experience.

Link: Wiring it Together Ok. If you’ve been paying attention at the back throughout this series then hopefully the diagram should make sense. Let’s recap the steps 1 through 12 below that represent the essential elements of a CI process that can help your agile project to deliver a high-quality solution. Note that at any point past stage 3, the build may be set to fail, resulting in an email (or other e.g.

IM) notification to be sent to your team. • • • Developers work to transform the requirements or stories into source code using the programming language of choice. • They periodically check-in (commit) their work into a version control system (VCS) • The CI server is polling the VCS for changes. It initiates the build process when it encounters a change. The build is executed using a dedicated tool for the job such as Maven, Ant or Rake etc. Depending upon the language used, the source code may need to be compiled.

• Static analysis is performed on the source code, to ensure compliance with coding standards and to avoid common causes of bugs. • Automated unit tests are executed.

• The percentage of the production code exercised by the unit tests is measured using a coverage analysis tool. • A binary artefact package is created. At this point we might want to assist derivation and provenence by including some additional metadata with the artefact e.g.

A build timestamp, or the source code repository revision that was used to produce it. • Prepare for functional testing by setting up the test fixtures. For example, create the development database schema and populate it with some data. • Prepare for functional testing by provisioning a test environment and deploying the built artefact. • Functional tests are executed. Post-execution, tear down any fixtures or environment established in 8 and 9.

• Generate reports to display the relevant metrics for the build. How many tests passed? What is the number and severity of coding standard violations? • The process is continuous of course! So rinseand repeat.

COPE (corporate-owned, personally-enabled) Posted by COPE (corporate-owned personally-enabled) is a business model in which an organization provides its employees with mobile computing devices and allows the employees to use them as if they were personally-owned notebook computers, tablets or smartphones. COPE (corporate-owned personally-enabled) is a business model in which an organization provides its employees with mobile computing devices and allows the employees to use them as if they were personally-owned,. Because a corporation can often get IT products at wholesale or bulk prices, the COPE business model can be more cost-effective for both the organization and the employee. Although the business technically owns the devices and is responsible for monthly usage costs, employees are free to use them off the job. The COPE model can facilitate an organization's mobile device management () and mobile application management () initiatives and provide the organization with greater power to protect the organization's data both technically and legally.

Because the company owns the line of service, it also has the power to select which vendors to work with and which device models (and data plans) will be provided. Both the BYOD and COPE models reflect an ongoing trend towards more fluid boundaries between personal and work-related use of technologies. The COPE approach can be contrasted with both the (bring your own device) model, in which employees purchase their own mobile devices and use them for work too and the traditional IT model, in which employees are assigned computing devices that remain permanently located in the workplace. See also:, Continue Reading About COPE (corporate-owned, personally-enabled) • • • • Glossary 'COPE (corporate-owned, personally-enabled)' is part of the: • • • • Link.

COPE (corporate-owned, personally-enabled) COPE (corporate-owned personally-enabled) is a business model in which an organization provides its employees with mobile computing devices and allows the employees to use them as if they were personally-owned,. Because a corporation can often get IT products at wholesale or bulk prices, the COPE business model can be more cost-effective for both the organization and the employee. Although the business technically owns the devices and is responsible for monthly usage costs, employees are free to use them off the job. The COPE model can facilitate an organization's mobile device management () and mobile application management () initiatives and provide the organization with greater power to protect the organization's data both technically and legally. Because the company owns the line of service, it also has the power to select which vendors to work with and which device models (and data plans) will be provided. Both the BYOD and COPE models reflect an ongoing trend towards more fluid boundaries between personal and work-related use of technologies. The COPE approach can be contrasted with (bring your own device), a business model in which employees purchase their own mobile devices and use them for work too -- and the traditional IT model, in which employees are assigned computing devices that remain permanently located in the workplace.

See also: Link. Library knowledge management software and solutions provider has announced new capabilities for, a digital resource cost management and recovery system. This release includes three new user-requested features: an app for iPad and iPhone, support for Chrome and self-service password management. The new iOS LookUp app captures the critical elements of digital resource cost management--usage tracking (both searches and time) and client validation--for resources leveraged by iPad and iPhone users anytime, anywhere.

The app is free, and it’s available now via the Apple app store. Lucidea provides a server component to work in tandem with the app; it synchs mobile statistics collected via the cloud service app with those collected via the desktop usage database, so that all LookUp reports include comprehensive data regardless of where the digital resource usage occurred.

The component is free and available upon request via the Lucidea support team. Critical thinking, a concept not so easily explained with one simple definition, generally can be interpreted as “the process of applying, analyzing, synthesizing, and/or evaluating information gathered from, or generated by, observation, experience, reflection, reasoning, or communication, as a guide to belief and action 1.” Thinking critically is, for sure, one of the few things every college student has in common. It can be applied in every major and career field; marketing is no exception. Without critical thinking, the basics of marketing, promoting and selling products or services, including market research and advertising, could not be accomplished 2. Marketing is defined as the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for costumers, clients, and society at large 3. In my Basic Marketing class, a student’s ability to properly use and understand the concepts of critical thinking in the marketing field are put to the test; usually with practical examples and real-world cases.

Critical thinking is a crucial skill. If we cannot successfully learn to predict the wants and needs of consumers, we fail the basics of marketing and we fail the consumers. Critical thinking pushes students to learn how ways to strategically predict future marketing trends and ways to advertise and promote different products. One of the first things taught in the Basic Marketing class at USF, is how to create a marketing plan. Planning involves the process of anticipating future events and determining strategies to achieve organizational objectives in the future 3. Conducting research is important for the creation of a market plan.

To successfully interpret research data that is collected, whether it be customer satisfaction, different demographic data, or how to remarket a product, students must be able to use critical thinking to analyze the information and make a practical decision. There are four major things that must be considered when critically thinking through a marketing plan: product strategies (what products are to be marketed), place or distribution (where customers will purchase these products), promotion strategies (how products get advertised and promoted), and pricing (how to determine the cost of the product sold) 3. Known as the Four P’s, these strategies require someone who can properly interpret and implement them. In Basic Marketing, students are taught, using real-world examples, how to use critical thinking in today’s ever-growing business markets.

Professors use familiar companies and products to explain how being able to think critically produces successful outcomes in the field. In example: packaging of a product, using marketing techniques that create an overall appeal, regardless of the target market's ethnicity, gender or other characteristics, to certain population groups can prove to be beneficial for the company and may result in the product being accessible to a broad range of customers 4. Being able to analyze these types of data and make a decision on a type of packaging can be linked to critical thinking. Without critical thinking, making a decision on package style or advertisement strategy could lead to a product’s failure—which ultimately has a negative impact on the company. Another, more specific, example would be, a car advertisement that appeals mainly to female consumers would need to avoid stereotypical images to enable the vehicle to appeal to a broader base of consumers 4.

Marketing professionals must use their critical thinking skills to examine branding concepts from a perspective that eliminates gender in advertising the car's features 4. Critical thinking forces us to take the steps to strategize and conduct research before they market a product. As students, we are taught that products and their relative advertisements must reach out to a specific demographic, or target market, whether it be college students from a lower-lever income class, or a corporate-working mother with a family of four. Proper research, analysis, and development must be obtained in order to successfully sell a product.

Thinking through the proper steps will produce more successful marketing campaigns in the long run. The typical process for a marketing campaign must think and answer these question: is there a growing need for a new or existing product? Who buys/would buy the product?

How much will this product cost, including the expense of packaging and advertising? How necessary is this product? These are just a few of the questions we as marketing students must learn to answer—and the only way to answer is by thinking critically. Critical thinking is found in every college classroom and is widely used in daily life.

It is extremely important for students to explore and develop their own styles and interpretations of critical thinking. Critical thinking opens the mind to different solutions and means of achieving an end. In marketing, critical thinking is of absolute importance. Without proper skills to think critically, students will lack the necessary requirements to successful market products and services in the fast-paced business industry.

Sources: • 'Defining Critical Thinking.' Defining Critical Thinking. Foundation for Critical Thinking, 2013. • 'Marketing.' WebFinance, Inc., 2015. • Lamb, Charles W., Joseph F. Hair, and Carl McDaniel.

MKTG: Principles of Marketing. N.p.: Cengage Learning, 2015.

• Mayhew, Ruthanne. 'Examples of Using Critical Thinking to Make Decisions in the Workplace.' Small Business. Hearst Newspapers, LLC, 2015. CRUSH (Controlled Replication Under Scalable Hashing) is a -based for calculating how and where to store and retrieve data in a distributed object–based.

CRUSH distributes data evenly across available devices in what is often described as a pseudo-random manner. Distribution is controlled by a cluster map called a CRUSH map.

The map, which can be customized by the storage administrator, informs the cluster about the layout and capacity of nodes in the storage network and specifies how should be managed. By allowing cluster to calculate where a data item has been stored, CRUSH avoids the need to look up data locations in a central directory.

CRUSH also allows for nodes to be added or removed, moving as few objects as possible while still maintaining balance across the new cluster configuration. CRUSH was designed for, an open source software designed to provide object-, block- and file-based storage under a unified system. Because CRUSH allows clients to communicate directly with storage devices without the need for a central index server to manage data object locations, Ceph clusters can store and retrieve data very quickly and scale up or down quite easily. DEFINITIONS • - Definition: Learn what a solid state drive (SSD) is, why SSDs are replacing electromechanical hard drives and which form factors are approved by the Solid State Storage Initiative (SSSI). () • - Reliable Autonomic Distributed Object Store (RADOS) is an object storage service with the ability to scale to thousands of hardware devices by making use of management software that runs on each of.

() • - A cloud storage gateway is a hardware- or software-based appliance that serves as a bridge between local applications and remote cloud-based storage. The appliance is located on the customer’s prem. () GLOSSARIES • - Terms related to data storage management, including definitions about enterprise storage and words and phrases about storage infrastructure, storage capacity and hierarchical storage management (HSM). • - This WhatIs.com glossary contains terms related to Internet applications, including definitions about Software as a Service (SaaS) delivery models and words and phrases about web sites, e-commerce. At its October 15, 2013 adjourned regular meeting, the Cupertino City Council took the following actions approving the Apple Campus 2 project and conducted the first readings on associated ordinances: A. Adopted Resolution No.

13-082 approving the Certification of an Environmental Impact Report (EIR), and adoption of Findings and a Statement of Overriding Considerations, Mitigation Measures (including adoption of Mitigation Measure TRANS-23 (Alternate) with minor text revisions and Mitigation Measure TRANS-27 (Second Alternate)), and a Mitigation Monitoring and Reporting Program, EA-2011-12; B. Adopted Resolution No. 13-083 approving a General Plan Amendment, GPA-2011-03; C. Adopted Resolution No. Customer self-service a must-have for Oracle Collaborate attendees by Companies now see online self-service options as a must-have for customer experience strategy. In late 2013, George Bisker was on the hunt for an online self-service option for customers. It could hurt the business if his company failed to keep pace with basic customer expectations like ordering products online.

But Bisker, director of business systems at in Eden Prairie, Minn., wanted a technology that would work with the company's system, Oracle's, and that could handle the custom nature of Cardinal's business. Cardinal Glass sells to residential window providers such as Anderson Windows but also smaller businesses. As a result, product orders can range from a simple pane of glass to framed windows in a variety of materials and colors.

Bisker wanted an e-commerce platform that could reflect the range of customer orders without putting the onus on customers to locate product information to get the order right. Bisker also wanted to give customers useful account information without opening Pandora's box. Bisker didn't want customer service reps at Cardinal Glass flooded with follow-up phone calls about account information such as, 'Hey, I just saw online that my order is ready, on the shop floor, and it's going to X center, so why won't it be on the truck tomorrow?'

Bisker said in a session on building self-service into the company's website at the this week. Bisker didn't want too much information to defeat the purpose of a well-designed customer self-service system.

Bisker believed that customer self-service was critical to business vitality. 'I believed in my heart of hearts that we had to have this capability,' he said. But he had to persuade executives that the project had ROI. Online self-service technologies are growing in currency. But despite the clear efficiency and cost reduction that self-service can bring, companies have to travel a fine line.

While enterprises are developing e-commerce sites that enable consumers to buy products, check on account issues or troubleshoot product questions via the Web, they have to be deft about the kinds of questions they route to self-service options and how they supplement self-service with other channels of interaction, such as phone calls and online content to provide answers. Gartner research has indicated that companies enlisting self-service may be able to reduce contact center costs by up to 50%. Self-service may also drive company revenue. According to Forrester Research, 55% of U.S.

Adults are likely to abandon an online purchase if they cannot find a quick answer to their question. Moreover, according to research by MyCustomer.com and SSI, nearly 70% of consumers. E-commerce options with a (glass) ceiling At Cardinal Glass, over the past year, Bisker has built an e-commerce platform that integrates with. Known as Cardinal Connect, the initiative enables customers to go to the company's website to purchase products, check on an order and access payment information. Not only did Bisker believe that customers needed self-service options, but Cardinal Connect also aimed to replace projects at two plants. These locations had developed their own rogue self-service Web pages in response to customer requests.

But Bisker wanted to create a consistent, company-sanctioned self-service option. Using JD Edwards' Configurator, Cardinal Glass was able to integrate inventory and other ERP customer order data, enabling customers to use a simple Web page to order products or check on their accounts. But, as Bisker noted, his customer base ranges from large to small and orders products with a great deal of variety. He didn't want to have to build out Web pages with an infinite number of options to choose from. That would likely confuse or create data errors.

Instead, Bisker and his consultant team built Web forms that were table-driven based on customers' ordering history. For example, Anderson Windows could call up an order for windows with two or four planes, of a certain color and material -- without having to find the right options when they order. Instead, their order options are built into their order forms. As a result of the project, customers can order online efficiently and without some of the data errors they encountered previously, where they might order a product with insufficient data. Companies are striving to provide consumers with the right amount of information about their accounts without opening up their backend systems to a sea of customer inquiries based on that information. Further, they have to create tiers of service, where customers can use self-service options for less-complex queries while still being able to provide phone-based service for more complex issues. Bisker said that the next step is threefold: wider adoption of the system by customers, moving the shadow-IT websites over to the Cardinal Connect system, and further development of the platform so customers have multiple points of entry to search on.

For example, customers could find information not just via a purchase order or account number, but also by product name or date of order. But, he said, he wants to proceed carefully. He doesn't want to code an infinite number of search options, but create only the search options that make sense for a broad base of customers. Self-service for self-guided robots Matt Cooper, global customer experience CRM and project manager at., also wants to use technology to enhance customer self-service options. The company makes self-guided robots for home uses like floor cleaning as well as self-guided mechanisms that can detect bombs or aid HazMat workers in dangerous physical environments.

And iRobot uses to enable customer self-service options. The company's products, Cooper said, are complex. So iRobot needs to be able to provide ample information so customers can troubleshoot their products themselves rather than resort to a phone call. On its website, the company features a fair amount of content, such as articles, videos and diagrams, so customers can walk through product issues. Cooper said that the self-service options also give reps more time for customers on the phone so that agents don't have to worry about traditional efficiency metrics like average call time and can instead focus on support quality.

Self-service options have 'reduced our call volume enough that we can focus more on the customers and on [a measure of how many interactions it takes to resolve a customer issue],' Cooper said. Cooper also plans to use analytics to bring self-service to the next level. Cooper envisions a time when he can use the reporting from the Service Cloud to see issues proactively and be able to alert customers even before they occur. 'A lot of service is going to where you can predict the customer's needs before they need it,' Cooper said To that end, iRobot is considering exploiting -connected devices, where the company's products would send constant streams of data back to company databases via the Web. For example, with IoT in place the company might be able to sense a defect in a product's operation even before a customer noticed it and schedule a service visit. Cooper said that it could take time to achieve that company's vision.

Cooper said that part of getting there will be a bit more integration of the rule base and Oracle's custom Business Objects component. The company then can create more customized alerts and reporting to get that kind of data -- and be able to respond in real time. The Rising Threat of Corporate Cybercrime Cybercriminal motives and methods The Perfect Crime If the “perfect crime” is one that goes completely undetected, corporate cybercrime is the perfect example Corporate entities are being breached on a daily basis, often completely unaware that their valuable corporate information assets are being stolen. Cybercriminals, operating quietly and anonymously, are rummaging through corporate accounts for confidential data, leaving without a trace, and then using or.selling the information for economic gain, This widespread, coordinated criminal effort is enabled by a plethora of vulnerabilities of the Internet.browsers, operating systems, and applications that are easily exploited by cybercrime techniques Cybercriminals have found that compromising employee endpoints is a far simpler path into the corporate network than directly attacking networks. Unpatched “zero-day” vulnerabilities allow cybercriminals to secretly install malware on employee endpoint devices and essentially gain the same level of access to the corporate network, applications, and data that employees have. Please see the attached whitepaper.

Link: Bitipe. Cyberextortion Posted by Cyberextortion is a crime involving an attack or threat of attack against an enterprise, coupled with a demand for money to avert or stop the attack.

Cyberextortion can take many forms. Originally, denial of service () attacks were the most common method. In recent years, cybercriminals have developed that can be used to encrypt the victim's data. The attacker then demands money for the decryption key. As the number of enterprises that rely on the Internet for their business has increased, opportunities for cyberextortionists have exploded. The probability of identification, arrest, and prosecution is low because cyberextortionists usually operate from countries other than those of their victims and use anonymous accounts and fake e-mail addresses. Cyberextortion can be lucrative, netting attackers millions of dollars annually.

A typical attack may result in a demand for thousands of U.S. Payment does not guarantee that further attacks will not occur, either by the same group of cyberextortionists or by another group.

Continue Reading About cyberextortion • Glossary 'Cyberextortion' is part of the: • • Link.