Archive for March, 2011


.Net Architect

Need a very strong .Net Architect who wants to be a part of building a new system from the ground up. This is a high priority for this company and they would like to move quickly. SQL and Oracle skills are preferred for the backend, and C# for the middle tier.

This is a 6 month contract to hire

This QA Analyst will be doing mainly manual database (SQL) testing.

This person will also be responsible developing QA test plans, test case preparation, and leads the execution of functional testing, system testing, regression testing and assists with UAT.

2-4 years of hands on data integration and/or system integration testing experience

This is a contract to hire position

 

 

I have 2 ASP.Net, C# developer positions in the Healthcare industry. Someone with strong WCF and AJAX experience is a plus. These people will be doing their own SQL stored procedures and queries.

 

Pay $70,000-$80,000 per year

This is always a fun topic to bring up. In reading about the pros and cons of both, to me the 50,000 foot views comes down to a couple issues.

Apple’s problems are its inflexibility with software, fewer hardware choices, and limitations on productivity.  One of the things that drives me crazy about the iPad is that you can’t watch videos because they wont let you download Adobe! With Android the big problems is  open source nature. It’s not the actual open source part thats the issue, it is the lack of leadership and management of its ecosystem. Example, in the past vendors have launched outdated versions of the Android OS which can and usually does become a nightmare. With the system Android has now, people can essentially do whatever they want which creates different user experiences overall.

All in all however, I will stick with Android and wait out the tightening of policies.  Apple’s problems could very easily be fixed if they put their pride to the wayside and allow the consumerization/assimilation of IT as a whole. Sorry Apple lovers 🙂

Snakes and Interviews???

I have heard of some pretty interesting things happen during an interview but this is a first… We had someone take a phone interview recently, and while this person was outside a 7 foot snake came out only a few feet away! I mean seriously, I would have soiled myself! As you can imagine focusing on technical lingo while a very large snake is slithering right next to you might be a little tough.

That is the weirdest thing I have ever heard. Anyone else have any other weird stories?

More Meat and Potatoes

Key words on a resume are not enough. Yes, you need to have them on your resume to show you have worked with certain technologies, etc. However, now a days there needs to be some more meet and potatoes, a little more steak to the sizzle. What do I mean? Instead of just showing what you have done, put some bullets points about how you got it done. If available, show actual ROI numbers on how much money your application saved the company, or how you automated  a system that saved the company X amount of dollars, etc.

Bad example: “Developed a healthcare records application using ASP.Net, C#, SQL”

Better example: “Developed a healthcare application in C# that created a more efficient records tracking system that saved our company $1.2 million”

Obviously this both of these examples are thin, but I think you can catch the drift.

If you take some time to beef up your resume with some more detail, I can promise you it will get more results!

I thought this was a good read. IT isn’t a necessary evil like some companies treat it. Many times it is the deciding factor in how well a business runs!
BUSINESS ISSUES

5 Questions to Help Recenter IT Design on the Business

Mar 10, 2011 01:50 pm | CIO.com
by Randy Heffner

You might think that technology supports your business, but you’re wrong: Technology has become your business. The 21st century reality is that you don’t have a business without technology; it has become as integral to the way your business operates as are people, finances, suppliers, business partners, and all the rest. That means it’s too risky to build your business and only then look to put supporting digital technology underneath. Instead, business and technology must be designed and built together, as a unified whole – there are simply too many design tradeoffs between the physical and digital aspects of your business to risk doing it any other way. The new mindset is that “your business is embodied in your technology,” and this calls for a new approach to business technology architecture and strategy.

Rather than IT’s current focus on siloed applications and outsourcing arrangements to support your business, Forrester’s Business Capability Architecture starts with the reason you’re in business – to produce the best business outcomes for your organization – bringing businesspeople and technology staff together around continually improving how your business achieves its outcomes.

By viewing – and specifically designing – your organization’s overall outcomes as the sum total of the outcomes of your business capability implementations, you create a clearer view of your organization as an intricate network of people, processes, technology, and resources (both physical and digital), making it easier to identify areas where application and technology silos lead to broken business outcomes.

For example, social technology may help your customer service business capability, but customer service also needs the benefits of BPM, SOA, event processing, embedded analytics, and more. When your focus is on customer service as a capability, you get above technology silos and capture interrelated synergies from them all, while avoiding the pitfalls of conflicting designs between the various silos.

To recenter your strategy around your business capabilities, answer this series of five key questions:

• What metrics represent your most important top-level business outcomes? Clarity on top-level outcomes is the lens that focuses your organization’s success. Across the range of both financial and soft metrics (e.g., customer satisfaction), some metrics have much more correlation with your organization’s near- and long-term success than others, and these metrics become the central priority and focus of your business capability design efforts.

• Which capabilities most drive your top-level metrics? Clarity on the connections between top-level and capability-level outcomes narrows and focuses business improvement analysis. For example, if capital spending is a critical top-level metric, opportunities to reduce capital investment for a manufacturing capability become more interesting.

• What changes to a capability will improve key capability metrics? Focusing first on the capabilities that most drive top-level outcomes, identify opportunities to drive integrated business-technology improvement. To identify tech-driven investment opportunities, look for ways that a given technology addresses the business dynamics of each capability. For example, a highly variable capability that is sensitive to fixed- costs might benefit from cloud-based options that can be easily scaled back to reduce expenses in hard times.

• What portfolio of initiatives can deliver the necessary capability change? Don’t stop with a single technology to improve a capability: Consider all of the parts of a capability, rather than focusing on individual siloed applications and technologies. Aim for a portfolio of initiatives that will deliver value now while, over time, weave legacy applications, B2B relationships, diverse data stores, varied user interfaces, collaboration platforms, and more into the long-term success of each capability.

• How must your technology platform evolve to enable the change portfolio? Your portfolio of integrated business-technology initiatives becomes the basis for planning the evolution of your technology base to deliver near-term business outcome improvements in a way that also facilitates sustained long-term change. Getting above technology silos allows you to see how technology for SOA, event processing, BPM, embedded analytics, and many other technologies should form a unified multitechnology platform for your business capabilities.

Randy Heffner is Vice President and Principal Analyst at Forrester Research, serving enterprise architecture professionals. He will be speaking at Forrester’s IT Forum, May 25-27 in Las Vegas.

 

For all of you developers out there, GitHub is a new application on LinkedIn : “The code that you write is a vital part of your professional identity, and now you can showcase your GitHub projects as part of your LinkedIn Profile”

GitHub

Application Preview

Screenshot

Add GitHub for LinkedIn to claim your place in the coding community on LinkedIn.

The code that you write is a vital part of your professional identity, and now you can showcase your GitHub projects as part of your LinkedIn Profile. You can also choose to tell your network about your GitHub activity through network updates.

Discover which of your LinkedIn Connections are most active on GitHub, and explore the projects they work on. Follow users and watch projects on GitHub, all from LinkedIn.

IT Talent Wars in 2011

Prepare for talent wars, IT poaching, Dice.com warns

IT tech talent poaching is expected to get more aggressive this year

By Ann Bednarz, Network World
March 03, 2011 11:47 AM ET

IT hiring managers and recruiters are bracing for a fight over the most skilled tech pros — and they’re watching carefully to make sure their own most valued employees aren’t about to flee for greener tech pastures.

“The hiring game wasn’t supposed to be this heated,” writes Alice Hill, managing director at Dice.com, in a Web post. “Subpar job growth, modest economic expansion and wavering confidence should have given companies time to find talent.”

Instead, a combination of factors — including growing numbers of unfilled job openings and underpaid employees who want more lucrative jobs — is causing a hiring rush that’s expected to worsen this year.

IN DEPTH: Want a new IT job? Now’s your chance

Dice currently lists 75,000 available technology and engineering jobs, including full-time, part-time and contract positions.

In a study conducted last month by the careers site, 54% of hiring managers and recruiters said they expect tech talent poaching to get more aggressive this year. Another 33% of respondents expect the level of poaching to remain the same, while just 3% expect a let-up.

Industry watchers have been warning that unhappily employed workers are getting restless. As job openings increase, people who stayed in less-than-ideal jobs during the recession are jumping at a chance to find something new. Across all industries, CareerBuilder reports that 15% of full-time, employed workers are actively seeking a new job. Another 76% aren’t actively looking, but said they would change jobs in 2011 for the right opportunity.

How can a company tell when a tech pro is thinking of jumping ship? The most obvious signs are a change in work habits and a noticeable lack of engagement with colleagues or projects, Hill says. But there are other tells, too. A large numbers of single-day absences can signal someone is in job-hunting mode, as can a switch to more formal attire. Another clue: suddenly getting up-to-date on expense accounts.

Meanwhile, companies are taking steps to retain their top IT talent. According to Dice, the most popular retention tactic is accommodating flexible work hours. That perk ranked first among the 2,697 hiring managers and recruiters polled last month. Other ways companies are trying to retain at-risk IT employees include (in order of popularity): offering work on new or emerging technologies; increasing salaries; providing better career opportunities; granting a promotion or new title; increasing bonus potential; and allowing telecommuting.

Of course, switching jobs doesn’t guarantee happiness, and not every IT pro will find an open door if he or she decides to try to return to a previous employer. Hiring managers polled by Dice are split on the issue of rebound employees. While 33% said they would rehire an IT employee who has been previously poached, 11% said they wouldn’t. More than half (56%) said it depends on the employee.

 

F#

I have talked to a few folks about F# in recent weeks. From what I have heard it is almost a counter intuitive language. Has anyone dealt with F# that can give some more insight? Are companies beginning to use this? Has anyone used this in a work setting?