Pub Date : 2012-03-09DOI: 10.1109/TCFPROIT.2012.6221130
D. Hsu
The profession as an electrical engineer has undergone many changes in the last 20 years. Many of the design jobs have been outsourced, downsized or eliminated. While there is an oversupply of one type of engineer, there is a significant shortage of another type of engineer. Jobs in New York area represent the pulses of the engineering profession. Defense contractors have moved out of the area but microwave engineers are still in demand. Java and C# .NET programmers are in acute shortages. To take a course in Java or C#, the cost is $1,200 at a two-year college or $2,500 at a professional training organization. Since 1993, IEEE North Jersey Section provided 25 low-cost courses to retrain a total 273 engineers/professionals mostly by this author. The bottom line: successfully retrained engineers to work as Java Programmer, C# Programmer, Project Manager or related title. IEEE North Jersey Section, a volunteer organization, also benefited from the financial gains running these courses.
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Pub Date : 2012-03-09DOI: 10.1109/TCFPROIT.2012.6221131
E. J. Qaisar
This paper provides a basic introduction to cloud computing for software developers and covers key concepts, major players and their offerings in the market today.
本文为软件开发人员提供了云计算的基本介绍，并涵盖了当今市场上的关键概念、主要参与者及其产品。
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Pub Date : 2012-03-01DOI: 10.1109/TCFProIT.2012.6221132
H. Deiner
Summary form only given. Warning! Warning! Managing software projects may be accompanied by continued regular bouts of nausea - brought on by unmet expectations, process churn, late deliveries, and worse. In their attempt to conquer these problems, many managers stiffen their resolve, create stricter schedules, and install rigid processes to guide development from inception to production. In this tutorial, we explored the proposition that better results come from fundamental changes in the way managers and the organization approach problems. We drew on W. Edward Deming's “14 Obligations of Managements,” and reprised Deming's famous Red Bead Experiment (with volunteers from the audience) on its 30th anniversary and drew conclusions about how our approach to problem-solving affects our day-to-day work. We had fun “working” in a simulation of a modern workday environment, leading and managing the development efforts. And we left with new, meaningful insights that hopefully inspired participants to make changes to improve both their work life and those around them.
只提供摘要形式。警告!警告!管理软件项目可能伴随着持续的、有规律的恶心——由未满足的期望、过程混乱、延迟交付以及更糟的情况引起。在他们试图克服这些问题的过程中，许多管理人员坚定了他们的决心，创建了更严格的时间表，并安装了严格的过程来指导从开始到生产的开发。在本教程中，我们探讨了这样一个命题:更好的结果来自于管理者和组织处理问题的方式的根本改变。我们借鉴了w·爱德华·戴明(W. Edward Deming)的《管理的14项义务》(14 obligation of management)，并在戴明著名的红珠实验(Red Bead Experiment) 30周年之际(与观众中的志愿者一起)重述了该实验，得出了我们解决问题的方法如何影响我们日常工作的结论。我们在模拟现代工作日环境中“工作”，领导和管理开发工作，从中获得了乐趣。我们留下了新的、有意义的见解，希望能激励参与者做出改变，改善他们的工作生活和周围的人。
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Pub Date : 1900-01-01DOI: 10.1109/tcfproit.2012.6221133
Warning! Warning! Managing software projects may be accompanied by continued regular bouts of nausea— brought on by unmet expectations, process churn, late deliveries, and worse. In their attempt to conquer these problems, many managers stiffen their resolve, create stricter schedules, and install rigid processes to guide development from inception to production. In this tutorial, we explored the proposition that better results come from fundamental changes in the way managers and the organization approach problems. We drew on W. Edward Deming's " 14 Obligations of Managements, " and reprised Deming's famous Red Bead Experiment (with volunteers from the audience) on its 30th anniversary and drew conclusions about how our approach to problem-solving affects our day-today work. We had fun " working " in a simulation of a modern workday environment, leading and managing the development efforts. And we left with new, meaningful insights that hopefully inspired participants to make changes to improve both their work life and those around them.
警告!警告!管理软件项目可能伴随着持续的、有规律的恶心——由未满足的期望、过程混乱、延迟交付以及更糟的情况引起。在他们试图克服这些问题的过程中，许多管理人员坚定了他们的决心，创建了更严格的时间表，并安装了严格的过程来指导从开始到生产的开发。在本教程中，我们探讨了这样一个命题:更好的结果来自于管理者和组织处理问题的方式的根本改变。我们借鉴了w·爱德华·戴明(W. Edward Deming)的《管理的14项义务》(14 obligation of management)，并在戴明著名的“红珠实验”(Red Bead Experiment) 30周年之际(与观众中的志愿者一起)重述了该实验，得出了我们解决问题的方法如何影响我们日常工作的结论。我们在模拟现代工作日环境中“工作”，领导和管理开发工作，从中获得了乐趣。我们留下了新的、有意义的见解，希望能激励参与者做出改变，改善他们的工作生活和周围的人。
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