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Archive for February, 2011

Are Wisconsin’s state and local workers overpaid?

19 Feb

"Republicans say that public-sector employees have become a privileged class that overburdened taxpayers," write Karen Tumulty and Brady Dennis. The question, of course, is whether it's true. Consider this analysis the Economic Policy Institute conducted comparing total compensation -- that is to say, wages and health-care benefits and pensions -- among public and private workers in Wisconsin. To get an apples-to-apples comparison, the study's author controlled for experience, organizational size, gender, race, ethnicity, citizenship and disability, and then sorted the results by education. Here's what he got:

wisconsinpay.jpg

If you prefer it in non-graph form: "Wisconsin public-sector workers face an annual compensation penalty of 11%. Adjusting for the slightly fewer hours worked per week on average, these public workers still face a compensation penalty of 5% for choosing to work in the public sector."

The deal that unions, state government and -- by extension -- state residents have made to defer the compensation of public employees was a bad deal -- but it was a bad deal for the public employees, not for the state government. State and local governments were able to hire better workers now by promising higher pay later. They essentially hired on an installment plan. And now they might not follow through on it. The ones who got played here are the public employees, not the residents of the various states. The residents of the various states, when all is said and done, will probably have gotten the work at a steep discount. They'll force a renegotiation of the contracts and blame overprivileged public employees for resisting shared sacrifice.

Which gets to the heart of what this is: A form of default. There's been a lot of concern lately that states or municipalities will default on their debt. This is considered the height of fiscal irresponsibility -- an outcome so dire that some are considering various forms of federal support. But the talk that states or cities will default on their obligations to teachers or DMV employees? That's considered evidence of fiscal responsibility. And perhaps it's a better outcome, as defaulting to the banks makes future borrowing costs higher, and can hurt the state economy in the long-run. But it's not a more just outcome.

That, however, is how it's been presented. State and local budgets are in bad shape. They'll need deep reforms across a variety of categories, from tax increases to service cuts to changes to employee compensation. But the focus on public employees -- and the accompanying narrative that they're greedy and overcompensated -- obscures a lot of that: It makes it seem as if the decisions that have to be made are easy and costless and can be shunted onto an interest group that some of us, at least, don't like. It's the Republican version of when liberals suggest we can balance the budget simply by increasing taxes on the rich. But it's not true.



 
 

View Updates for Any Website Right on Your Desktop with Snippage

19 Feb

Snippage is a tool that, up until recently, I’ve never really had a use for. I recently decided to give it a try because I was frustrated and had no other options. Unfortunately, I’ll have to let you in on the whole story to understand (just skip the next paragraph if you’d rather not…).

I am an online student at Full Sail University and our email system does not allow POP or IMAP access. So, that means that I cannot access my school email from any other client, just Full Sail’s website. It also means that I have no way of receiving alerts or notifications for new messages in my inbox. A few days last week I was expecting some important emails and I really needed an easier way of knowing when a new message had arrived (rather than having to check my inbox every 10-15 minutes). It wasn’t until this whole issue evolved that I remembered coming across Snippage last year.

Snippage Snip Box

What Is It?

Snippage is an Adobe AIR application that lets you “make desktop widgets out of any site.” In other words, it’s a browser that lets you snip a piece of a website and refresh it every so often as if receiving automatic updates.

How Does It Work?

You must first navigate to the website you want to snip (within the Snippage browser). You can then move around and resize the snip box so that it only contains the section of the website that you want to monitor. Click on the “scissors” icon and Snippage with cut down the site to the size of your snip box.

Snippage Options

Options

Once you have your “widget” you can now customize it (there are only 2 options located in the top right corner of the snip).

Links: You can choose to open links in a new window or new snip. Click on the circle (pictured to the right) once or twice depending on your preference.

Refresh Time: You can choose to have your snip automatically refresh every 10 minutes, 30 minutes, 1 hour, 3 hours or never. Click on the refresh symbol (pictured to the right) until you get the option you want.

The Issue

I use Snippage on both my PC and Mac and have only really had one issue (which I was able to fix on my PC, but not Mac). It’s not a huge issue, but still an issue. The problem is that the snip/widget will not stay on top of all other windows.

I’ve found that “Always on Top” for Windows works great for keeping my snip on top of all the other windows I may have open. For my Mac I’ve tried using Afloat, but it just doesn’t seem to work with Snippage. Maybe there is another windows management app for Mac that will, but I haven’t tried any others yet.

Besides that small issue, as you can see problem solved with having to check my Full Sail email about 50 times a day. I can simply take a quick look at my snip to see if any new messages have arrived in my inbox. Snippage may not be much (it’s actually still in early development), but it does help to boost my productivity and helps to keep me sane! What more can you ask for?


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US Navy Breaks Laser Record

19 Feb
ectotherm writes "The US Navy has broken the existing record for the power of a laser. Their new free-electron laser can burn through 20 feet of steel per second. 'Next up for the tech: additional weaponization. The Navy just awarded Boeing a contract worth up to $163 million to take that technology and package it as a 100 kW weapons system, one that the Navy hopes to use not only to destroy things but for on-ship communications, tracking and detection, too — using a fraction of the energy such applications use now, plus with more accuracy.' Now all we need to do is upgrade the sharks..."

Read more of this story at Slashdot.

 
 

Why Nobody Can Match the iPad’s Price

18 Feb

A customer carries a new iPad from one of Apple's 300-plus retail locations. Photo: Bryan Derballa/Wired.com

When Steve Jobs introduced the iPad last January, the biggest surprise wasn’t the actual product. (Many shrugged and called the iPad a “bigger iPhone.”) It was the price: Just $500.

Nobody expected that number, perhaps because Apple has traditionally aimed at the high end of the mobile computer market with MacBooks marked $1,000 and up. And perhaps we were also thrown off because Apple execs repeatedly told investors they couldn’t produce a $500 computer that wasn’t a piece of junk.

But Apple did meet that price, and the iPad isn’t junk. The iPad is still the first, and best-selling, product of its kind. Competitors, meanwhile, are having trouble hitting that $500 sweet spot.

Motorola’s Xoom tablet is debuting in the United States with an $800 price tag. (To be fair, the most comparable iPad is $730 — but there’s no $500 Xoom planned, and the lack of a low-end entry point will hurt Motorola.) Samsung’s Galaxy Tab, with a relatively puny 7-inch screen, costs $600 without a contract.

Why is it so hard to get to a lower starting price? And how was Apple able to get there?

Jason Hiner of Tech Republic suggests it largely has to do with Apple’s retail strategy. Apple now has 300 retail stores worldwide selling iPads directly to customers. That’s advantageous, because if the iPad were primarily sold at third-party retail stores, a big chunk of profit would go to those retailers, Hiner reasons.

Apple has partnered with a few retail chains such as Best Buy and Walmart, but those stores always seem to get a small number of units in stock. Hiner rationalizes that the true purpose of these partnerships is probably to help spread the marketing message, not so much to sell iPads.

“The company can swallow the bitter pill of hardly making any money from iPad sales through its retail partners because it can feast off the fat profits it makes when customers buy directly through its retail outlets and the web store,” Hiner says. “However, companies like Motorola, HP, and Samsung have to make all of their profit by selling their tablets wholesale to retailer partners.”

The retail advantage is a reasonable theory, but Hiner neglects to mention the high overhead costs that Apple must pay handsomely for each of its 300 stores. To Hiner’s credit, Apple running its own stores does present clear benefits: the customer outreach is enormous, and of course, in Apple stores, Apple products don’t have to compete with gadgets sold by rivals on other shelves.

But when we try to decipher why the iPad costs $500, we have to consider the sum of all parts, not just the retail strategy.

Apple is the most vertically integrated company in the world. In addition to operating its own retail chains, all Apple hardware and software are designed in-house, and Apple also runs its own digital content store, iTunes.

Designing in-house means Apple doesn’t have to pay licensing fees to third parties to use their intellectual property. For instance, the A4 chip inside the iPad is based on technology developed and owned by Apple (not Intel, AMD or Nvidia). The operating system is Apple’s own, not something licensed from Microsoft or Google.

Why do you think Hewlett-Packard bought Palm to make the TouchPad? HP wanted ownership of a mobile operating system in-house to take control of its own mobile destiny and stop being so reliant on Microsoft (which, to this day, doesn’t have a credible tablet strategy).

On the iTunes media platform, Apple takes a cut of each sale made through each of its digital storefronts: the App Store, iBooks and iTunes music and video. iBooks still has a long way to go before it’s anywhere near as big as Amazon, but the App Store and iTunes are the most successful digital media stores of their kind.

At the end of the day, the iPad might be worth well above $500 for all we know. (Part estimates made by component analysts such as iSuppli aren’t very useful because they fail to measure costs of R&D and other factors.) It’s most likely that Apple can afford to absorb the costs of producing and selling the iPad because of the tenacious ecosystem backing it, and also because it has such tight oversight over every aspect of the company to control price.

That’s what it all boils down to: ecosystems and control. Competitors are struggling to match the $500 price point because they aren’t as fully integrated as Apple, in terms of retail strategy, a digital content market, hardware and software engineering — everything.

As Steve Jobs famously put it one day, “Apple is the last company in our industry that creates the whole widget.” Competitors are having trouble beating the iPad widget.

A hat tip to my colleagues @reckless and @lessien for helping me think through this post.

 
 

Good Thing Shadows Don’t Normally Fight Back

18 Feb

You’re going to wanna pause your life for two and half minutes. I’m not entirely sure what’s going on here, but it doesn’t matter. The one dude is fighting the other dude who turns out to be a shapshifting shadow? Oh man, it’s like a Nyquil-induced dream. [Geekologie

 
 

Why 3 Startups Are Betting That You’ll Want to Stream Your Browser History

18 Feb


At one point, e-mail was the best option for sharing something interesting online. Blog posts made it a bit easier, and 140-character Twitter messages have brought us into the age of near-effortless sharing.

Several startups are betting that there’s another (rather large) step to go before sharing content is as easy as it can be. Voyurl, Sitesimon, and Dscover.me have all launched platforms for automatically sharing your clickstream data, or browsing history, with friends.

The concept of automatic sharing feels counter-intuitive at a time when the U.S. Congress just introduced its first “Do Not Track” bill, but these startups are betting that shared clickstream data has an important role to play in the future of web browsing. We talked to each of them to get their perspective on how clickstream data could become the next sharing trend.


Dscover.Me: Put Recommendations in Context


Friends Paul Jones and Josh Payne started Dscover.Me while trying to stay in touch after college. Instead of sending each other interesting articles, they could just see what the other person was looking at and start their discussion there (Jones notes that this is also useful for long-distance relationships).

The site’s approach is different than that of Sitesimon and Voyurl in that it revolves around a white list of sites that a user shares, rather than a black list of sites that he does not want to share. A suggested white list that includes Wikipedia, YouTube, popular publications, retailers, and travel sites is provided. Users can see a stream of what their friends are looking at on white-listed friends and also see what the entire community is doing.

But that’s not entirely the point: “People enjoy seeing what are the popular articles in their community, but they don’t really care about seeing a stream of random people and what they’re checking out,” Jones says.

Eventually, Dscovr.Me will partner with web publishers to provide recommendations for users as they browse. For instance, if a user were on the New York Times website, he would be able to see which articles his friends looked at on that site with the highest priority given to the articles that the highest number of their friends looked at. The end goal is to help publishers keep people on their sites longer.

The next version will also take into account links being shared over the user’s Facebook and Twitter feeds, and it will filter out any sites that the user has already visited.

“I think as long as there’s a limitation and the company that asks to track your information can demonstrate value back to you and say ‘OK, we tracked all of this information, but now you have a much better experience.’ Then clickstream sharing can catch on,” Jones says.


Sitesimon: Prove You Saw it First


Sitesimon, founded by three recent NYU grads, attempts to generate recommendations not only from friends, but from people who share your browsing habits. In the process, the site adds a competitive component to web browsing.

The original version of Sitesimon allows users to either select a list of sites that they were willing to share (white list) or to instead share everything by default but select the sites they aren’t comfortable sharing (black list). The next version will scratch the white list.

“As you’re browsing, we don’t want to have people create a white list because a lot of what is fun about clickstream sharing is discovery through your friends,” co-founder Steven Gutentag says. “And if your friends end up on a random fun site and it’s not white listed it’s not going to show up and it’s a hassle to do it.”

Right now, the site operates on a friending system. You see what your friends are browsing and vice versa. Other user data comes in to play when assigning each user a “site score” that measures influence. Your score improves when you see a webpage earlier than other Sitesimon users and when other people on Sitesimon view pages through your clickstream. Much as there is a cachet associated with being the first to submit an interesting webpage on Digg, Sitesimon’s founders are betting that giving people credit for discovering cool stuff on the web will attract users.

But they also want to leverage non-friend data in order to give users personalized recommendations based on others with similar browsing patterns. Gutentag compares it to the way that StumbleUpon learns what users like and don’t like as they spend more time using the service.

“Our dream is that we can offer up better recommendations for what you should be looking at than you’ve ever had before without you having to do any work, such as [StumbleUpon's] thumbs up and thumbs down — without changing how you browse normally,” Gutentag says.


Voyurl: Use Natural Behavior to Power Recommendations


Working in the ad industry, Voyurl founder Adam Leibsohn occasionally hears stories about clickstream data collection methods that repulse him. Voyurl is a play on data collection that he feels good about.

“I wanted a place that was driven by data, but uses that data to provide value back to the consumer,” he says.

Voyurl’s current private beta site (which Mashable readers can check out any time in the next 36 hours by clicking here) gives users access to a feed of the community’s browsing data. They can follow other users to create a personalized feed or filter sites by categories that they’re interested in (Culture or Music, for instance). Any user can submit their data anonymously, and a “discover” feature gives recommendations based on their browsing habits and the browsing habits of their friends. People who are looking for great new sites can also browse top users, top URLs, top domains, and top categories.

Leibsohn considers sharing content this way to be more conducive to conversation. “When someone engages you about the content, they’ve already consumed it,” he says. “So the conversation skips ahead of ‘Look at this thing, consume this thing,’ and instead goes into discussing the merits of it one way or another and a substantial dialog actually comes out.”

Platforms like Twitter, Foursquare, and Facebook all take pains to collect data. The problem, Leibsohn says, is that these platforms only have access to their own users. Clickstream data paints a fuller picture of online activity.

Voyurl is planning to somehow use this data in its business model (they won’t be selling it), but the startup is being a bit stealthy for now. “We intend to use data to make other services that people use way better,” Leibsohn says.


More Startup Resources from Mashable:


- How an Online Game Plans to Reward Kids for Playing Outside
- What We Need to Win the Entrepreneurial Race [OP-ED]
- 5 Startup Tips From the Father of Gmail and FriendFeed
- 6 Ways to Recruit Talent for Startups
- HOW TO: Land a Job at 9 Hot Startups

Image courtesy of iStockphoto, inkastudio

More About: browsing history, clickstream, dscover.me, privacy, sharing, sitesimon, startup, voyurl

For more Startups coverage:

 

TiPb Answers: No, you don’t need to kill all the apps in your multitasking dock

18 Feb

One of the most frequent questions we’re getting these days is how to close all apps at once — basically how to force quit or kill every app from the new multitasking/fast app switcher dock Apple introduced in iOS 4 for iPhone and iPod touch and iOS 4.2 for iPad.

The short answer is you don’t need to. Really. If you’ve been worried about it, relax. It’s all good.

For the long answer, read on after the break!

Multitasking is more of a marketing terms these days than a technical one. Don’t think of your iPhone as a Windows or Mac OS X machine because it’s not. It isn’t Windows Mobile or even Android either. iOS doesn’t work that way. It doesn’t (most of the time) leave a bunch of rogue processes running in the background that have to be force-quit.

iOS manages all that for you. Most applications, when you exit them, save their state and “go to sleep”. So if you were playing a game or looking at Settings and then hit the home button or switch to another app, it keeps track of where you were in the game or what page you were on in Settings, then stops the app. When you tap the icon to launch the game or Settings again, it reads the state and returns you to the same place in the app. It only seems like it was multitasking — it wasn’t. If you haven’t used an app in a long time, iOS might not even keep the saved state (you’ll notice the app re-launched and shows you a splash screen instead of going back to the last place you left it.)

This means, for most apps, you never — not ever — need to “delete” them or close them from the multitasking dock. You might feel a desire to, even an obsession to. But you really don’t need to. Really. (Breath out!)

The only exceptions are:

  1. Streaming audio like Pandora. This can keep playing in the background but if you pause or turn off the music, it ends. No need to force quit these apps either. (Just check to make sure volume isn’t off, otherwise you might as well pause the music…)
  2. VoIP apps like Skype. These can keep running in the background and Skype especially can drain your battery. You can close Skype or other VoIP apps if you aren’t actually waiting for a call.
  3. Turn-by-turn navigation like TomTom. These can stay in the background and give you location and voice instructions and if you don’t need it anymore you can quit it to spare your battery the aGPS hit
  4. Task completion, like finishing uploading a picture to Facebook or downloading your Twitter stream. These will automatically close when the activity is finished. Even if the activity doesn’t finish they’ll close after a short period of time anyway. So again, unless you really want to stop what they’re doing there’s not need to close them.

There will be rare — rare — occasions when a specific app, even an Apple app like Mail, stops working properly and a force-quit can get it to restart and behave itself. Once an a while your iPhone or iPad might get really sluggish and closing any big, recently played games might help.

But when it comes to closing ALL apps, ALL the time, just remember:

You don’t ever — never as in not ever — have to close ALL the apps in your multitasking, fast app switcher dock. It’s a sniper rifle, not a nuke. So just relax and enjoy your apps and let iOS do the heavy lifting for you.

TiPb Answers: No, you don’t need to kill all the apps in your multitasking dock is a story by TiPb. This feed is sponsored by The iPhone Blog Store.

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The REAL Death Of The Music Industry

18 Feb

In January, Bain & Company produced the following chart as part of their report on “Publishing in the Digital Age” (PDF):

Music Industry

Then on Tuesday, someone posted it on Flickr. Subsequently, Peter Kafka of Wall Street Journal's MediaMemo noticed it and passed it along to Jay Yarow, who made it Business Insider’s Chart of the Day on Wednesday, citing Kafka and the Flickr post. On Thursday, the excellent John Gruber at Daring Fireball linked to it and between those two postings the chart garnered a fair bit of attention, including from the likes of apparent digital music expert Bob Lefsetz (“First in Music Analysis”). No one seems to have tracked it back to the original source  nor noticed what happened to catch my eye straight away:

This chart sucks.

What’s Wrong With It

Oh, Bain – I hope no one has hired you for your expert “analysis” in this field:

  • The chart uses raw revenue numbers, not adjusted for inflation or population.
  • The chart is labeled “Global Music Turnover” but the data is actually US only. 1
  • The chart says “Bain Analysis” but it’s very unclear that they did any analysis, since anyone paying the RIAA $25 can login and immediately see virtually the same chart, albeit formatted slightly differently.
  • They fail to clarify how & if they distribute the RIAA's 16 sometimes vague categories amongst the 4 they use.

The Right Chart

Music Industry

All discussion herein is for US recorded music as covered by the RIAA. The above chart is adjusted for inflation & population – for full details, see below.

So let’s correct the inaccurate conclusions one might reasonably draw from the misleading Bain chart:

Wrong: The music industry is down around 40% from its peak in 1999

Correct: The music industry is down 64% from its peak.

Wrong: At least the music industry is almost 4 times better off than in 1973.

Correct: The music industry is actually down 45% from where it was in 1973.

Wrong: The CD era was the aberration. (Mr. Gruber’s reasonable take)

Correct: The CD peak was only 13% better than the vinyl peak, not over 250% better as the Bain chart implies.

The overall conclusion is that the music industry is actually doing much worse than the Bain chart implies:

10 years ago the average American spent almost 3 times as much on recorded music products as they do today.

26 years ago they spent almost twice as much as they do today.

What Happened?

Turns out that, somewhat unsurprisingly, the recording industry makes almost all their money from full-length albums:

Music Industry

Equally unsurprising, no one is buying full albums any more:

Music Industry

That’s just over 1 album per person per year now, and only 0.25 downloaded albums per year. Here Mr. Gruber’s guess is more on target, though current numbers are still substantially below pre-CD numbers. In addition to piracy and the general lack of interest in buying albums vs singles (see below), it’s also possible that consumers' ability to convert CD to digital versus having to rebuy vinyl albums on CD accounts for some of the disparity as well.

What Does The Future Hold?

Let’s dig deeper into those precious few newer sources of revenue, all of which were at zero in 2003:

Music Industry

Downloaded albums & singles have grown nicely, but we’ve already established that is not nearly enough to offset the loss of the physical equivalents.

Mobile, which includes “Master Ringtunes, Ringbacks, Music Videos, Full Length Downloads, and Other Mobile”, hit its peak in 2007 and has actually been in decline the past 2 years.  Looks like the death of the ringtone - and possibly the birth of the iPhone?

Subscriptions – presumably Rhapsody, Zune Pass, and the like — have also drifted downward the past 2 years.

To reiterate what I was very surprised to find: two of the big new areas, mobile and subscriptions, appear to both already be in decline.

That only leaves internet & satellite radio – Pandora, etc — and others that pay via SoundExchange. It had a good uptick since 2007, but that’s when they negotiated royalty rates for online broadcasters. Even if they maintain some solid growth, it still adds up to a pittance.

Looks like the smaller and shrinking recorded music industry is here to stay.

A Few Additional Charts

Digital really does appear to have brought about the era of the single:

Music Industry

For what it's worth, here is the inflation adjusted (but not population adjusted) version of the revenue chart:Music Industry

Finally, since I couldn’t be sure what was and wasn’t included in the Bain chart, here’s my version of the raw unadjusted revenue numbers:

Music Industry

The Gory Details

  • The population data I used comes from http://www.census.gov/popest/
  • The inflation data I used comes from the CPI-U at http://data.bls.gov/cgi-bin/surveymost?cu
  • I used 2011 dollars (January 2011, the latest available) because I feel present day dollars provide a better visceral understanding of the sums involved than using some other arbitrary date.
  • Here’s how I grouped the RIAA categories:
    • 8-Track: Includes “8-Track” & “Other Tapes” (described as “reel-to-reel and quadraphonic”)
    • Vinyl: Includes “LP/EP” & “Vinyl Single”
    • Cassettes: Includes “Cassettes” & “Cassette Single”
    • CD: Includes “CD”, “CD Single”, “DVD Audio”, & “SACD”
    • Videos: Includes “Music Video”
    • Digital: Includes “Download Single”, “Download Album”, “Kiosk”, “Download Music Video”, “Mobile”, “Subscription”, & “Digital Performance Royalties” (described as SoundExchange royalties)

1. The RIAA at http://www.riaa.com/shipmentfaq.php: “This database includes year-end shipment statistics for the recorded music industry in the United States going back to 1973”

Join the conversation about this story »

 
 

The IBM Exceptional Web Experience Conference – 16-19 May 2011 – Call for Abstracts

18 Feb
So, Lotusphere 2011 ( #ls11 ) finished a few weeks back, and IBM is already planning the next major event - the Exceptional Web Experience conference - which takes place ... in Orlando, Fla :-)

The conference registration is now open and, perhaps more importantly, the chance to submit an abstract for the event is also upon us.

Business Impact Program

Track 1: Customer Case Studies and Industry Solutions

  • Detailed presentations of client solutions,including Project Goals and Analysis,Industry Specific Approaches,Implementation and Governance Techniques, Best Practices.
Track 2: Accelerating Solution Time to Value and ROI
  • Proven Strategies to Build the Vision and Value of an Exceptional Web Experience
  • Building a Portal Delivery Roadmap
  • Paths to Success
  • How to Successfully Justify and Deploy Portal and Social
  • Software in Your Organization
  • The Real Scoop on Understanding the Portal Competitive Landscape.
Track 3: Optimize Customer Experiences to Build Brand and Generate Revenue
  • You are What You Market: Leveraging New Rules of Marketing
  • Getting Smart with Retail Portals to Address the Accelerated Shift in Buyer Behavior
  • Delivering Your Portal Solutions to Mobile Audiences: Best Practices
  • User Experience Optimization Initiative: Understanding and Applying Web Analytics
Technology Program Track 4: Web Experience Platforms and Solutions
  • Getting Started with IBM WebSphere Portal and IBM Web Content Management
  • WebSphere Portal 7
  • Technical Overview and Strategy
  • Leveraging Portal NOW to Deliver Exceptional Web Experiences
  • IBM Forms Technical Deep Dive
  • What’s New in Lotus Quickr ?
  • Extending your Portal to Mobile Devices
  • IBM Mashup Center Overview
  • Exceptional Web Experience in the Cloud – How to Use IBM WebSphere Portal
  • IBM Web Content Management
  • Forms and Mashups in the Cloud.
Track 5: Developing Exceptional Web Experiences
  • Improving the Online Experience: Building Next Generation Web sites
  • Using Adobe FLEX to Deliver IBM
  • WebSphere Portal and Collaboration Services
  • Developing Web Applications using IBM WebSphere Portlet Factory, IBM Rational® Application Developer and IBM Lotus Widget Factory
  • Powering Exceptional Web Experiences Using Industry Toolboxes
  • Leveraging WebSphere Commerce and IBM Web Content Management
  • Deliver Operational and Real-time Business Intelligence with Cognos® Business Intelligence
  • IBM Forms Technical Deep Dive.
Track 6: Best Practices and Implementation
  • Managing the Portal Deployment Project: Best Practices, Effective Portal Governance
  • High Availability Designs and Implementation with WebSphere Portal, Virtualizing Portals, Successfully Managing Your WebSphere Portal, Virtualizing Portals
  • Successfully Managing Your IBM Web Content Management Solution; Hands On Lab
  • Administrating WebSphere Portal.
If there's something that you'd like to share, please consider submitting an abstract here.

*Note* The submission form requires a Lotus Greenhouse account, so please visit here if you don't have one.

The closing date for abstracts is two weeks away - Friday 4 March - so strike while the iron is hot.
 
 

Wanted: Enterprise Web Application Architect

18 Feb
Base22 is looking for an exceptional enterprise web architect to ...