A virus can slow down your pc, corrupt files or delete them altogether. If that happens, some technicians may tell you to forget about your data, format your hard drive and star afresh (happened to me twice).But that may not be necessary if you keep a new antivirus (different from the one your pc already has) handy and follow these steps:
Close all programs and fire up the antivirus you have installed (if you don’t have any, skip to step 3.)In the antivirus scanner settings, enable deep mode scanning. You may see a “warning” that says this process is slow; ignore it. Now look for the action option-what to do if a virus is found. Set this to quarantine, and do not set it to delete just yet. Start the scan and leave your computer alone till that’s done. You could even turn off the monitor.
Turn monitor on. If scanning has finished, openup the quarantine report, and see how many files have been quarantined: the dangerous ones. Even if nothing comes out of this scan, proceed to the next step.
Shut down and restart. Keep the f5 key pressed while restarting to bring up a list of start up options. Choose a safe mode. Once in safemode, you’ll see a message telling you some programs won’t work. Click OK.
This is important. Go to Add/Remove programs to uninstall your antivirus software as it may be infected too. Restart in safe mode again. Keep the f5 key pressed.
Once restarted, insert the antivirus CD-don’t use a pen drive for this -and install the new antivirus. Once installed, run deep scan again. It will be faster this time because the pc is in safe mode and most of the infected files are already quarantine.
If you see some more files, move them all to quarantine and then shut down the computer. Restart normally.
Go online and update the new antivirus. After that, run a full scan again. It may find more threats, but that’s unlikely with a new antivirus.
Your pc is now clean! If you still have trouble, you will either need to format the pc or get an expert to clean it for you.
Words cannot even begin to express our sorrow by the untimely death of R.Manikandan,Final year EEE student,aged 24 who passed away on 12 Jan,2010 after an unsuccessful intensive care treatment for sustained injuries caused by an accidental fall from his terrace on 6 Jan,2010.The funeral took place on 12 th afternoon at madurai followed by a private ceremony at his hometown Kodaikanal.He is survived by his parents,two elder sisters and a younger brother. May his soul rest in peace.We express our profound sorrow and condolences to his family and bereaved classmates.
“God saw you getting tired and a cure was not to be. So He put His arms around you and whispered "come to me." With tearful eyes we watched you, and saw you pass away. Although we loved you dearly, we could not make you stay. A golden heart stopped beating, hardworking hands at rest. God broke our hearts to prove to us, He only takes the best.”
As I sit in the bright sun,
with the warm rays falling on my face
I can’t help but think,
Is life a journey to be cherished?
or a tough race to be finished?
People rush to get things done
never stop for a bit of fun.
Was life supposed to be like this?
As I hear the little birds chirp,
The sound of it reaches my heart
I can’t help but think,
Is there a reason for people to be selfish?
Or is it just a desire to be the best?
What are they trying to gain
When they are ready to sacrifice their respect?
Was life supposed to be like this?
As I feel the wind blowing,
With its oh-so-lovely touch,
I can’t help but think
Why can’t we just go with the flow?
Why are there wars
and why are there battles,
The world was made for all humans alike.
Was life supposed to be like this?
As I hear the horns blaring,
And see the cars zipping by
I cant help but think
Of what use is our life?
When not a difference we can make.
No time to relax, no time for leisure,
And no time to spend with people we love
Life sure wasn’t supposed to be like this.
Dubai, UAE; January 4, 2010: The world's tallest tower, developed by Emaar Properties, was unveiled tonight to a crowd of thousands and the world in a crescendo of fireworks, lasers and fountain displays.
The official height of the tower, unveiled as 'Burj Khalifa', was announced as 828 metres (2,716.5 ft).
A closely guarded secret, the official height of Burj Khalifa was flashed onto a giant screen before an estimated crowd of more than 400,000, as lasers and fireworks lit up the night sky.
Fireworks cascaded from the tower's spire to the base and lasers blazed out from all levels leaving the crowds awestruck.
The height was disclosed in arithmetic progression, with the numbers being flashed onto the screen, one after another. The tower's height breaks all existing world records for tall buildings.
Burj Khalifa is the tallest building in the world according to the three main criteria of the Council on Tall Buildings and Urban Habitat (CTBUH). The CTBUH ranks the world’s tallest buildings based on ‘Height to Architectural Top,’ ‘Height to Highest Occupied Floor’ and ‘Height to Tip.’
At 828 metres (2,716.5ft), Burj Khalifa is 320 metres taller than Taipei 101, which at 508 metres (1,667 ft) had held the record for the world’s tallest building measured to the architectural top since 2004, the year the project was announced.
Burj Khalifa achieved the distinction of being the world's tallest structure – surpassing the KVLY-TV mast (628.8 metres; 2,063 ft) in North Dakota, USA – 1,325 days after excavation work started in January 2004.
The tower also beats the 31-year-old record of CN Tower, which at 553.33 metres (1,815.5 ft) had been the world’s tallest free-standing structure on land since 1976.
Burj Khalifa employs a record-breaking 330,000 cubic metres of concrete, 39,000 metric tonnes of steel rebar and 142,000 square metres of glass; and it took 22 million man hours to build.
Other world records for Burj Khalifa include the highest occupied floor in the world, at over 550 metres (1,800 ft); the highest outdoor observation deck in the world – At the Top on Level 124; and the tallest service elevator, which travels to a height of 504 metres (1,654 ft).
Mr. Mohamed Alabbar, Chairman, Emaar Properties, said that with the unveiling of the final height of Burj Khalifa, the world now had a new reference point for high-rise developments.
“Burj Khalifa is an example of collaboration on a global scale, and the tremendous positive energy that can be generated when people from all over the world come together to work towards a common goal. Thousands of professionals and skilled workers from around the world worked on this once-in-a-lifetime project.”
“More than 60 of the world’s leading consultants including South Korea’s Samsung Corporation and New York-based Turner Construction International realised the design for Burj Khalifa of Chicago-based Skidmore, Owings and Merrill (SOM),” he said.
Burj Khalifa employed the latest advances in wind engineering, structural engineering, structural systems, construction materials and methods. All design considerations took into account the 12,000 people who will live and work in the tower. The handover to residents of the various components of Burj Khalifa will begin in February.
With a total built-up area of about 6 million sq ft, Burj Khalifa features nearly 2 million sq ft of residential space and over 300,000 sq ft of prime office space, in addition to the area occupied by the keenly awaited Armani Hotel Dubai and the Armani Residences. The tower also features modern lifestyle amenities including clubs, health and fitness facilities, gourmet restaurants and the 124th floor observation deck, 'At the Top.'
Burj Khalifa is the focal point of the 500-acre ‘mega-project’ by Emaar Properties, described as the new heart of Dubai.
Five years after the first world wide web was launched at the end of 1991, Internet became very popular that E- Commerce, dot coms and Silicon valley started to rule the world of business and education. The blessing of Internet in terms of Cheapness and Convenience do has a flip side. That is because of this Flip Side that we are having the question in mind - do we need Censorship of net?
CMMI - Capability Maturity Model Integration is the successor of the Capability Maturity Model (CMM).
The first CMM (CMM v1.0) was developed for software and released in August 1990. Based on this success and the demand from other interests CMMs were developed for other disciplines and functions:
Ø Systems Engineering
Ø People
Ø Integrated Product Development
Ø Software Acquisition
Ø Software Quality Assurance
Ø Measurement
While organizations found these various CMMs to be useful they also found them to be:
Ø Overlapping
Ø Contradicting
Ø Lacking clean, understandable interfaces
Ø Lacking standardization
Ø Displaying different levels of detail
In addition, CMM is a five level staged framework that describes the key elements of an effective software process. The Capability Maturity Model covers practices for planning, engineering and managing software development and maintenance.
Whereas CMMI is a framework that describes the key elements of an effective product development and maintenance process. The Capability Maturity Model Integration covers practices for planning, engineering and managing product development and maintenance.
CMMI
A CMMI Model provides a structured view of process improvement across an organization.
CMMI can help
·Integrate traditionally separate organizations.
·Set process improvements Goals and Priorities.
·Provide Guidance for quality processes.
·Provide a yardstick for appraising current practices.
Maturity Level
A maturity level is a defined evolutionary plateau of process improvement. Each maturity level stabilizes an important part of the organization’s processes.
The maturity level of an organization provides a way to predict the future performance of an organization within a given discipline or set of disciplines.
Experience has shown that organizations do their best when they focus their process-improvement efforts on a manageable number of process areas that require increasingly sophisticated effort as the organization improves
KPA - Key Processing Areas
Each maturity level is characterized by some key process areas (KPAs), which specify the areas on which the organization should focus to elevate its processes to that maturity level.
There are 5 Maturity levels. Each level is a foundation for continuous improvement.
ü Maturity Level 1
The organization typically does not provide a stable environment. Success in these organizations depends on the competence and heroics of the people in the organization and cannot be repeated unless the same competent and experienced individuals are assigned to the next project. In spite of this ad hoc, chaotic environment, maturity level 1 organizations frequently produce products that work; however, they often greatly exceed the budget and schedule of the project.
ü Maturity Level 2
At maturity level 2, the requirements, standards, and objectives for the process, its work products, and its services are defined and documented. The status of the work products and delivery of the services are visible to management at defined points (for example, at major milestones and completion of major tasks). Commitments are established among relevant stakeholders. Commitments are revised as needed and satisfied. Work products are reviewed with stakeholders and are controlled. The work products and services satisfy their specified requirements, standards, and objectives.
Ø KPAs for Level 2
·Requirements Management
·Project Planning
·Project Monitoring and Control
·Supplier Agreement Management
·Measurement and Analysis
·Process and Product Quality Assurance
·Configuration Management
ü Maturity Level 3
The organization's set of standard processes, which are the basis for maturity level 3, are established and improved over time. These standard processes define the basic processes used for establishing consistent processes across the organization. Basic processes describe the fundamental process elements that are expected at maturity level 3. Basic processes also describe the relationships (for example, the ordering and interfaces) between these process elements. The organization level infrastructure to support the current and future use of the organization's set of standard processes is established and improved over time.
Ø KPAs for Level 3
·Requirements Development
·Technical Solution
·Product Integration
·Verification
·Validation
·Organizational Process Focus
·Organizational Process Definition
·Organizational Training
·Integrated Project Management
·Risk Management
·Decision Analysis and Resolution
ü Maturity Level 4
Quantitative objectives are based on the needs of the customer, end-users, organization, and process implementers. Those performing the process are directly involved in quantitatively managing the process.
Processes that significantly contribute to overall process performance are quantitatively managed. For these processes, detailed measures of process performance are collected and statistically analyzed. Special causes of process variation are identified and, where appropriate, the sources of special causes are corrected to prevent future occurrences.
Ø KPAs for Level 4
·Organizational Process Performance
·Quantitative Project Management
ü Maturity Level 5
Maturity level 5 focuses on continually improving process performance through both incremental and innovative technological improvements. Quantitative process improvement objectives for the organization are established, continually revised to reflect changing business objectives, and used as criteria in managing process improvement. Both the processes and the organization's set of standard processes are targets of improvement activities.
Ø KPAs for Level 5
·Organizational Innovation and Deployment
·Causal Analysis and Resolution
NOTE: HOPE THIS KNOWLEDGE SERIES IS HELPFUL. This content is reproduced, simplified after references to various Software Engineering Journals, and Free Web resources. The content is universally accepted to get commented and taken for any quotable reference.
A crow was sitting in a tree, doing nothing all day. A small rabbit saw the crow, and asked him, "Can I also sit like you and do nothing all day long?" The crow answered: "Sure, why not." So, the rabbit sat on the ground below the crow, and rested. All of a sudden, a fox appeared, jumped on the rabbit and ate it.
Management Lesson: To be sitting and doing nothing, you must be sitting very, very high up.
Lesson Number Two
A turkey was chatting with a bull. "I would love to be able to get to the top of that tree," sighed the turkey, "but I haven't got the energy". "Well, why don't you nibble on some of my droppings?" replied the bull "They're packed with nutrients." The turkey pecked at a lump of dung and found that it actually gave him enough strength to reach the first branch of the tree. The next day, after eating some more dung, he reached the second branch. Finally after a fortnight, there he was proudly perched at the top of the tree. He was promptly spotted by a farmer, who shot the turkey out of the tree.
Management Lesson: Bullshit might get you to the top, but it won't keep you there.
Lesson Number Three
When the body was first made, all the parts wanted to be Boss. The brain said, "I should be Boss because I control the whole body's responses and functions." The feet said, "We should be Boss as we carry the brain about and get him to where he wants to go." The Hands said, "We should be the Boss because we do all the work and earn all the money." And so it went on and on with the heart, the lungs and the eyes until finally the asshole spoke up. All the parts laughed at the idea of the asshole being the Boss. Promptly, the asshole went on strike, blocked itself up and refused to work. Within a short time the eyes became crossed, the hands clenched, the feet twitched, the heart and lungs began to panic and the brain fevered. Eventually they all decided that the asshole should be the Boss, so the motion was passed. All the other parts did all the work while the Boss just sat and passed out the shit!
Management Lesson: You don't need brains to be a Boss - any asshole will do.
Lesson Number Four
A little bird was flying south for the winter. It was so cold that the bird froze and fell to the ground in a large field. While it was lying there, a cow came by and dropped a load of hot, steaming dung on it. As the frozen bird lay there in the pile of shit, it began to realize how warm it was. The dung was actually thawing him out! He lay there all warm and happy and soon began to sing for joy. A passing cat heard the bird singing and came to investigate. Following the sound, the cat discovered the bird under the pile of cow dung. The cat promptly dug the bird out, killed him and ate him.
Management Lesson: Not everyone who drops shit on you is your enemy. Not everyone who pulls you out of shit is your friend. And when you're warm and happy in your pile of shit, keep your mouth shut!
