未來不可不知的10大IT趨勢

未來不可不知的10大IT趨勢

文/iThome (記者) 2005-12-27

長期來看，企業IT架構的發展將走向整合，並注重管理，因此IT整合、ITIL，都將在企業內風行；此外，醞釀許多的IT應用變革，如：隨需應變、SOA等，也將逐漸發酵。

1. 語音、數據同時整合在IP網路上 潘 小姐是一家外商公司的業務員，一早進辦公室，想查詢產品庫存，以確認當天客戶要求的出貨量，她以手指輕觸桌上IP電話機的彩色螢幕，立即跳出ERP（企業 資源規畫系統）web介面，庫存數字清楚顯示，接著再點選員工通訊錄，查詢店面銷售人員的電話，並開啟視訊通話鍵，雙方開始面對面溝通產品出貨細節，桌上 PC還同步顯示產品簡報資料。 這是網路巨人思科（Cisco）所描繪的企業網路通訊大未來，企業IT應用要達到上述的境界，前提是語音、數據都將整 合在IP網路上，必須有決心放棄現有的電話交換系統（PBX），改採IP PBX（Private Branch eXchange），內部線路也將從電話線、網路線並存，走向僅舖網路線的單一線路環境，不只PC、筆記型電腦連接網路線，以後，連電話機都將披上IP的 外衣，並接上網路線，除了VoIP，還能當成web瀏覽終端機。 2. 商務行動化 2005年12月中，一場網路新應用未來展望的高鋒論壇在臺北展開，與會者之一資策會網路多媒體研究所所長董建成拋出了商務行動化的議題，「企業產品的銷售將從Internet走到Mobility」他說。 無 線網路開始寬頻化是驅動行動商務的重要關鍵，場景先拉到行動通訊最發達的日本，NTT DoCoMo推出3G上網服務已有5年，資策會市場情報中心副主任秦素霞透露，日前NTT代表來臺訪問時坦言，NTT的3G經營至今仍未成功，一般消費者 對於使用視訊電話、網頁瀏覽等應用的興趣不大，但是，NTT的「Felica」服務卻大受歡迎，而「Felica」就是在手機中內建具電子錢包功能的IC 晶片，提供消費者以手機付款，購買電影票、販賣機的飲料，甚至是超商的小額商品。 3. ITIL觀念逐漸成形，先期導入者浮現 市場調查機構IDC認為，企業越來越重視IT效能管理的情況下，過去兩年來國內外大廠積極倡導的ITIL觀念也逐漸成形，預計未來幾年相關的解決方案將會逐漸增加，進而帶動整體的IT服務市場。 事 實上，部分大型企業確實已經開始依據ITIL所定義的資訊處理流程，逐步調整企業內部的IT作業，諸如宏碁、遠傳、日月光等都是ITIL解決方案的先期導 入者，IDC預估ITIL的效應將會持續發生，因為相較於其他的IT效能管理工具，ITIL確實可以讓企業感受到效能改善。 4. CMMI風潮吹向一般企業軟體開發 軟 體成熟度模型整合（CMMI）可進一步提升企業的軟體研發能力，根據美國軟體工程學院（SEI）的統計指出，企業每提升一個CMMI等級，就可以增加 10%的競爭力。目前除了精業、凌群等系統整合商積極導入以外，一般預料，未來企業也會透過導入CMMI的概念，來提升軟體研發的整合成熟度，目前如：中 華電信研究所、中科院、經貿聯網則是先期導入者。 臺灣的CMMI發展，則可望在政府積極推動下逐漸擴散，同時並預計2008年至少會有70家廠商通 過CMMI Level 3，目前政府為了達到這個目標，一方面透過經濟部工業局的9500萬元預算激勵，另一方面則是政府標案的資格審查，未來將以CMMI認證作為競標的基本門 檻。 5. SOA可望成為企業IT架構骨幹 最 近半年來，在臺灣市場興起的服務導向架構（Service Oriented Architecture；SOA），雖然已經有不少廠商投入，但是礙於市場認知度不足，加上應用工具尚未成熟，因此，至今仍未出現任何導入案例。不過， IDC預估2006年開始，相關的系統工具建置與應用程式開發，都會開始逐步採用符合SOA規範的架構，其中的驅動來源，在於需要長時間開發準備的大型專 案，例如銀行的核心系統應用程式等，往往需要考量到5年後的系統架構，否則系統不相容的問題很容易發生。 市場調查機構Gartner所做的調查則是 顯示，2006年全球商用軟體將有80%以上都會採用SOA架構，同時並推估2008年將有75%的新興企業，會採用SOA架構的解決方案。對此，相關廠 商認為SOA在歐洲與日本市場的發展，已經邁入積極導入階段，臺灣市場，則還需要2年左右的時間，才會邁入快速成長階段。 6. 企業風行IT整合，簡化管理 這 幾年來，臺灣企業不論是資料庫、伺服器甚至儲存，加上硬體和應用程式等等，都透過各種不同層次的虛擬化（virtualization）技術，逐步走向 IT整合（IT Consolidation）的境界。虛擬化就是將不同臺的設備透過軟體，虛擬成一個大的設備，便於使用者操作且不覺得是不同的設備組合而成。 以臺 灣企業為例，許多企業在進行整併時，為瞭解決異質平臺資料整合的問題，走向IT整合是一個方法。以臺灣惠普為例，從併購康柏電腦（Compaq）後，趁著 公司整併以進行IT架構調整。其IT架構也從一個國家模組變成應用模組，整個亞太地區共用一個ERP（企業資源規畫）系統，讓IT使用度可以達到最高，也 可節省各國家IT設備的成本與浪費。 7. On-Demand從概念走向實際應用 近 幾年，為了提高IT設備可用性、節省企業成本的呼聲不斷，On-Demand（隨需應變）的概念應運而生，在業界這個服務也已經醞釀許多，產業分析師及業 者都預料，在未來企業環境當中，這種視企業所需，從伺服器、儲存容量、應用程式或其他硬體等，「有需要再加買」的方式，將會從概念走入更廣泛的實際應用。 也 有人說，所謂的On-Demand其實就是公用運算（Utility Computing）的概念，就像是水、電、瓦斯一樣，不論在哪裡使用這些公用設施，使用者都是有需要才使用，也就不浪費。而如何確保前端應用運作妥當， 可以自由調配使用的處理器、後端管理良好的儲存設備，加上自動化管理、監控等功能，都是重要的技術核心。 8. 運算環境轉入64位元 如同16位元全面轉換、升級成32位元一樣，從第一顆英特爾32位元處理器80386於1985年發表開始，歷經作業系統的改版、升級，加上硬體廠商的支援，才到達現在多數為32位元的系統。 x86 架構處理器從2003年，由超微推出第一顆支援支援64位元的處理器開始，不管是PC或者伺服器，都將往64位元的環境邁進。雖然今年開始，64位元話題 便吵得沸沸揚揚，不過一般認為，企業內的運算系統要全面轉入64位元機種，還要再一段時間醞釀，特別是微軟支援64位元的作業系統Windows Vista預計於明年10月後才會發表，企業運算環境升級成64位元的步伐，也將在那之後加速換機。 9. 檔案長期保存意識抬頭 企業內數位檔案越來越多，開始有人擔心，5年、10年甚至更久之後，那時使用的文書軟體，是否可以開啟現在儲存的檔案，因此未來開放式文件格式將會受到重視。 目 前美國許多政府機關都公開表示要支持文件開放格式，美國麻薩諸塞州就宣佈將從2007年開始，該州所有政府部門的文件都只能存成OpenDocument 或Adobe的PDF兩種格式，今年9月，美國麻省也成為第一個正式簽署相關檔案，使OpenDocument格式成為其政府公文的記錄格式，同時拒絕微 軟的專有XML格式的一州，從美國的大動作來看，文件軟體支援開放格式的趨勢是勢在必行。 10. RFID深入各行各業應用 無 線射頻辨識（RFID）從2005年開始，美國第一大零售業者Wal-Mart應用在貨物管理後被開始廣泛使用，但RFID絕不僅止應用在於運輸、製造、 物流管理方面，根據市場研究機構Gartner在今年12月的報告指出，2005年的RFID全球市場相較於2004年成長39％，將達到5.04億美 元。 該調查也指出，RFID該項技術在未來幾年將逐漸被市場採納，當中包括RFID 的相關硬體以及軟體的建置，會在2006年年底到2007年之間加速發展，預估到了2010年RFID的全球支出金額將超過30億美元。

ITIL section 2

Problem Management:

1. unknown underlying cause of one or more incidents: Problem.
2. known error: found root cause.
3. work-around 暫時的修補動作。
4. RFC (Request For Change)
5. exam exists in RFC and problem management
6. ASAP only in incident management, not in problem management.
7. provid work-around for incident management
8. PIR, Post implementation Review, from chg management to problem management.
9. as long as incident don't have work-around pass to problem
10. 可以定義找不到 root cause 的話，如何結案的流程。
    

Error Control

1. error sessement
2. eliminate incident

summery of problem management 會考


Configuration Management

1. CI, configuration item.
   
2. configuration co-operate with change
3. two dimension: scope, and detail.
4. focus on relation of each CI, attribution of CI, and status of CI.
   
5. when should do snapshot: product on line, cost analysis, backup

Change management

1. CMDB change must pass through Change management
2. CAB, Change Adisory Board
3. EC, Emergency Commitee
   

Release management

1. DSL, definitive software library
2. DHS, definitive hardware store
3. rollout 上線
   

ITIL introduction class in NCHC

1. ITIL is a method, using as concept
2. 以流程為導向的方法學

1. infrastructure complexity increases
2. cost of IT increases

1. lack of concept
2. over promise
3. lack of staffs
4. no proper education
5. balance between cost and service qulaity

what customers want?

1. Specification
2. Conformance 一致性
3. consistency 持續性
4. value to money, report cost
5. communication

what ITIL is?

1. from British, CCTA
2. people, process and product(technology support)
3. graph, noted security managemt

why uses ITIL?

1. between customers and enterprises
2. KPI, key perfermance indicator
3. clearly define the contact window for customers
4. continuously improvement
5. standardization and cost reduction
6. prevent to re-invite wheel
7. not only works on a whole, but also a part.
8. best practices, process oriented, BPR
9. assisting training
10. ISO9001 ISO15000 ISO20000

ITIL Goal

1. continuously improve
2. improve efficiency and effectiveness
3. reduce risk
4. customer oriented service
5. save spending
6. less cost
7. ISO 20000
8. PDCA, plan, do, check, act.

ITIL Process Improvement Model

1. what wnat to be?
2. where are we?
3. how to get there?
4. what's milestone to there?

ITIL Factors

1. people,
   
2. process,
   
3. technology

Service Desk

1. is a function and not a process
2. the contact window for customers
3. control the status of incidence

why service desk?

1. single point of contact, SPOC
   
2. deliver support
3. identify costs of services
4. support and communication for changes
5. increase user perception
6. assist identification of opportunities

user provids

1. incidents,
   
2. questions,
   
3. complains,
   
4. service requests,
   
5. request for change

Function

1. First Line Support
2. Registration and Prioritization
3. Monitoring and Status tracking
4. escalation and referral
5. auditing
6. reporting
7. reciving calls
8. based on agreed service levels, SLA
9. status checking

Responsibilities

1. recive, record and track all calls
2. escaltion
3. referral

Differenct Desks

1. call center
2. help desk
3. service desk, includes call center and help desk

I/O

1. input) hardware/application events

Service Desk type

1. local
   
2. central
3. vitual service desk

Reporting

1. daily, weekly, monthly
   

Incident Management
Terms:

1. reducing or eliminating the effects of (potential) disturbances in IT services, thus ensuring that users can get back to work ASAP.
2. impact 廣度
   
3. urgency 解決時間 及合約定訂
4. priority impact及urgency 的綜效
5. escalation 通報，
6. functional escalation (horizontal) 請求協助
   
7. hierarchical escalation (vertical) 向上通報
8. CMDB configuration management database
9. CI configuration item
   

objective

1. solve incidence in lower impact and ASAP
2. include "Service Request", and "Request For Change, RFC", and incidence itself

梅迪奇效應 Medici Effect

* 打破聯想障礙，用新的方式看問題
* 用偶然卻又刻意的方法，結合不同的觀念
* 避開熟悉的人際關係網路，踏進未知的領域
* 熬過失敗，實現跨領域構想

mail to yih

Chao August F.Y. 寄給 三商美邦奕芳

hihi


google Calendar 的行事曆目前並沒有中文版，但我想你的英文也沒有很差，所以該會使用。

同樣地，在頁面的左邊你會看到有一個分類，你也可以像 gmail 一樣被每個客戶分類，加上顏色
管理，我想你可以把你的客戶照顧得很好。


我分享給你的行事曆有三個，也就是我目前生活重心的組成 …

私人日曆：主要是我與朋友、家人、Blue NY(我的車)及其它的事項
NCHC日曆：是我公司是任務日曆
NCCU 日曆：是我在政大的日曆


另外，google calendar 的行事曆也可以加上一些其它人寫好的行事曆，你可以在左下區塊的 calendars 中找到一個
"search public calendar"，打入 key words
"taiwan"，你可以找到台灣行政機關的行事曆，當然也可以找到農民曆"Chinese Lunar 06 (Trad. Chinese)"。

再進一步的使用使的話，你也可以使用 gmail 的 通訊錄建立你所有的客戶名單及連絡方試、家人數(名)，再以 calendar
幫你的客戶建立重要事項(如生日、結婚等)，這樣我想你大就可以很容易地掌握你所有客戶的情況囉…

我自已身會把我所有的事都使用行事曆管理，所以你那裡也會有我所有的行程資料。


對了，再跟你聊另一件事。星期四的時候有個保德信的保險人員找我去聊天…會找到我也是朋友介紹的…他跟我聊了一些個人的保險規劃、保險的產業、作保險的心得等…他給我的感覺還不錯，不像之前叫我買保險的那個南山的業務，只會叫我要買。而他也很不錯，說如果我已經有一個專業的保險經理人在的話，那他會建議我請你幫我規劃就好。我覺得是又交了一個朋友。

這週的情況大約如此:P 最近有點忙，工作上要參上季報，所以打文件打到快死掉了~
而且我們的例行性週會又擴大(多了與其它組的合開雙週會)我又是紀錄 -_-" ，再加上我手下又帶兩個大學工讀生，現在上班只有想死而以>_M。
而課業的部份，星期二我拿了一本書還給學長。學長很讚地又給了我一本中文、一本英文的書，外加三篇中文paper。星期四，老師來信，說我們這屆的學生要加強某個領域的知識所以要我們再多看二篇英文、一篇中文的paper…真的只有想死呀~~~~


我想我真的快爆肝了~~~

--
With Best Regards.
August F.Y. Chao 趙逢毅

我家可愛的小表弟 為濬~~

gvinum 設定心得

1. setting /boot/loader.conf
   geom_vinum_load="YES"
2. gvinum -> create config03 with
   drive a device /dev/ad0s1d
   drive b device /dev/ad1s1d
   volume fychao
   plex org concat
   sd length 866m drive a
   sd length 866m drive b

我的音樂目標~ 認識這些人~

1. Dave Koz
2. Kenny G
3. Kenny Garrett
4. Stan Getz

先這樣…哈，要開 p2p 抓很久的~ ^_^

人有三急，那这三急，是哪三急？

俗话说，人有三急，那这三急，是哪三急？

有两种说法，一说是人一生必须要的，“内急，性急，心急”——内急，即上厕所急。性急，即结婚入洞房急。心急，即老婆在里面生孩子你在外面等急。二说就是人一天必须要的，即“尿急，屎急，屁急”。其实尿急，屎急，屁急归根到底，都是内急的一种。而今天写的，是内急中的屎急。

Google Operating System

Google Operating System: "Results must be trackable. [Google has a very complex system for evaluating search results quality.]

Let others speak for you. [Don't boast with your great results. Let your users say they are great.]

Promote trial. [Users should try products in early stages to send feedback and improve them.]

Data. Not hype. [Products should really have added value.]

You're smart. And your time matters. [Don't waste people's time.]

We're serious. Except when we're not. [You don't need a suit to be serious.]

Big ideas move us. [Start with a great idea. The rest will follow.]"

55885律師帶著走

法律諮詢融入行動生活 55885律師帶著走 - Yahoo!奇摩新聞

好像不錯的樣子~ 有空打打看~ 呵可~

To the girl I loved.

祝福

作詞：黃中原　作曲：黃中原　編曲：陳飛午

三月的窗邊　幸福的香味　
阮躲置有你的情境
離開已經彼多年　攏無你的消息　
你咁有找到你的春天

花開已經過時　不通擱再等你　
阮親像袂開的花蕊
青春已經褪了色　還沒人來同情　
若愛你　哪通怨恨你

祝福你　平平安安　事事項項順著你的心　
愛你的人惦身邊照顧你
祝福我　平平靜靜　一人惦在秋雨的窗邊　
若是寂寞的時　會凍不想你


--
Still, while I listen to this kind of song, you are the only one that I think of.
But also the last one I wanna do so..

又一次自閉~

又再一次的自閉!

這次認清了許多的事實~
1. 要努力地去拿Ph.D.
2. 之前的女朋友是個自以為是、看不起別人的女人
3. 世界太大了!!

就是這樣~

腦子裡想著，快到來的碩士考…
以及，考完要出國的行程~

彼德走了~ in memory of management guru Peter F. Drucker

November 12, 2005
Peter F. Drucker, a Pioneer in Social and Management Theory, Is Dead at 95
By BARNABY J. FEDER
Correction Appended
Peter F. Drucker, the political economist and author, whose view that big business and nonprofit enterprises were the defining innovation of the 20th century led him to pioneering social and management theories, died yesterday at his home in Claremont, Calif. He was 95.
His death was announced by Claremont Graduate University.
Mr. Drucker thought of himself, first and foremost, as a writer and teacher, though he eventually settled on the term "social ecologist." He became internationally renowned for urging corporate leaders to agree with subordinates on objectives and goals and then get out of the way of decisions about how to achieve them.
He challenged both business and labor leaders to search for ways to give workers more control over their work environment. He also argued that governments should turn many functions over to private enterprise and urged organizing in teams to exploit the rise of a technology-astute class of "knowledge workers."
Mr. Drucker staunchly defended the need for businesses to be profitable but he preached that employees were a resource, not a cost. His constant focus on the human impact of management decisions did not always appeal to executives, but they could not help noticing how it helped him foresee many major trends in business and politics.
He began talking about such practices in the 1940's and 50's, decades before they became so widespread that they were taken for common sense. Mr. Drucker also foresaw that the 1970's would be a decade of inflation, that Japanese manufacturers would become major competitors for the United States and that union power would decline.
For all his insights, he clearly owed much of his impact to his extraordinary energy and skills as a communicator. But while Mr. Drucker loved dazzling audiences with his wit and wisdom, his goal was not to be known as an oracle. Indeed, after writing a rosy-eyed article shortly before the stock market crash of 1929 in which he outlined why stocks prices would rise, he pledged to himself to stay away from gratuitous predictions. Instead, his views about where the world was headed generally arose out of advocacy for what he saw as moral action.
His first book ("The End of Economic Man," 1939)was intended to strengthen the will of the free world to fight fascism. His later economic and social predictions were intended to encourage businesses and social groups to organize in ways that he felt would promote human dignity and vaccinate society against political and economic chaos.
"He is remarkable for his social imagination, not his futurism," said Jack Beatty in a 1998 review of Mr. Drucker's work "The World According to Peter Drucker."
Mr. Drucker, who was born in Vienna and never completely shed his Austrian accent, worked in Germany as a reporter until Hitler rose to power and then in a London investment firm before emigrating to the United States in 1937. He became an American citizen in 1943.
Recalling the disasters that overran the Europe of his youth and watching the American response left him convinced that good managers were the true heroes of the century.
The world, especially the developed world, had recovered from repeated catastrophe because "ordinary people, people running the everyday concerns of business and institutions, took responsibility and kept on building for tomorrow while around them the world came crashing down," he wrote in 1986 in "The Frontiers of Management."
Mr. Drucker never hesitated to make suggestions he knew would be viewed as radical. He advocated legalization of drugs and stimulating innovation by permitting new ventures to charge the government for the cost of regulations and paperwork. He was not surprised that General Motors for years ignored nearly every recommendation in "The Concept of the Corporation," the book he published in 1946 after an 18-month study of G.M. that its own executives had commissioned.
From his early 20's to his death, Mr. Drucker held various teaching posts, including a 20-year stint at the Stern School of Management at New York University and, since 1971, a chair at the Claremont Graduate School of Management. He also consulted widely, devoting several days a month to such work into his 90's. His clients included G.M., General Electric and Sears, Roebuck but also the Archdiocese of New York and several Protestant churches; government agencies in the United States, Canada and Japan; universities; and entrepreneurs.
For over 50 years, at least half of the consulting work was done free for nonprofits and small businesses. As his career progressed and it became clearer that competitive pressures were keeping businesses from embracing many practices he advocated, like guaranteed wages and lifetime employment for industrial workers, he became increasingly interested in "the social sector," as he called the nonprofit groups.
Mr. Drucker counseled groups like the Girl Scouts to think like businesses even though their bottom line was "changed lives" rather than profits. He warned them that donors would increasingly judge them on results rather than intentions. In 1990, Frances Hesselbein, the former national director of the Girl Scouts, organized a group of admirers to honor him by setting up the Peter F. Drucker Foundation for Nonprofit Management in New York to expose nonprofits to Mr. Drucker's thinking and to new concepts in management.
Mr. Drucker's greatest impact came from his writing. His more than 30 books, which have sold tens of millions of copies in more than 30 languages, came on top of thousands of articles, including a monthly op-ed column in The Wall Street Journal from 1975 to 1995.
Among the sayings of Chairman Peter, as he was sometimes called, were these:
¶"Marketing is a fashionable term. The sales manager becomes a marketing vice president. But a gravedigger is still a gravedigger even when it is called a mortician - only the price of the burial goes up."
¶"One either meets or one works."
¶"The only things that evolve by themselves in an organization are disorder, friction and malperformance."
¶"Stock option plans reward the executive for doing the wrong thing. Instead of asking, 'Are we making the right decision?' he asks, 'How did we close today?' It is encouragement to loot the corporation."
Mr. Drucker's thirst for new experiences never waned. He became so fascinated with Japanese art during his trips to Japan after World War II that he eventually helped write "Adventures of the Brush: Japanese Paintings" (1979), and lectured on Oriental art at Pomona College in Claremont from 1975 to 1985.
Peter Ferdinand Drucker was born Nov. 19, 1909, one of two sons of Caroline and Adolph Drucker, a prominent lawyer and high-ranking civil servant in the Austro-Hungarian government. He left Vienna in 1927 to work for an export firm in Hamburg, Germany, and to study law.
Mr. Drucker then moved to Frankfurt, where he earned a doctorate in international and public law in 1931 from the University of Frankfurt, became a reporter and then senior editor in charge of financial and foreign news at the newspaper General-Anzeiger, and, while substitute teaching at the university, met Doris Schmitz, a 19-year-old student. They became reacquainted after waving madly while passing each other going opposite directions on a London subway escalator in 1933 and were married in 1937.
Mr. Drucker had moved to England to work as a securities analyst and writer after watching the rise of the Nazis with increasing alarm. In England, he took an economics course from John Maynard Keynes in Cambridge, but was put off by how much the talk centered on commodities rather than people.
Mr. Drucker's reputation as a political economist was firmly established with the publication in 1939 of "The End of Economic Man." The New York Times said it brought a "remarkable vision and freshness" to the understanding of fascism. The book's observations, along with those in articles he wrote for Harpers and The New Republic, caught the eye of policy makers in the federal government and at corporations as the country prepared for war, and landed him a job teaching at Sarah Lawrence College in Bronxville, N.Y.
Writing "The Future of Industrial Man," published in 1942 after Mr. Drucker moved to Bennington College in Vermont, convinced him that he needed to understand big organizations from the inside. Rebuffed in his requests to work with several major companies, he was delighted when General Motors called in late 1943 proposing that he study its structure and policies. To avoid having him treated like a management spy, G.M. agreed to let him publish his findings.
Neither G.M. nor Mr. Drucker expected the public to be interested because no one had ever written such a management profile, but "The Concept of the Corporation" became an overnight sensation when it was published in 1946. " 'Concept of the Corporation' is a book about business the way 'Moby Dick' is a book about whaling," said Mr. Beatty, referring to the focus on social issues extending far beyond G.M.'s immediate operating challenges.
In it, Mr. Drucker argued that profitability was crucial to a business's health but more importantly to full employment. Management could achieve sustainable profits only by treating employees like valuable resources. That, he argued, required decentralizing the power to make decisions, including giving hourly workers more control over factory life, and guaranteed wages.
In the 1950's, Mr. Drucker began proclaiming that democratic governments had become too big to function effectively. This, he said, was a threat to the freedom of their citizens and to their economic well-being.
Unlike many conservative thinkers, Mr. Drucker wanted to keep government regulation over areas like food and drugs and finance. Indeed, he argued that the rise of global businesses required stronger governments and stronger social institutions, including more powerful unions, to keep them from forgetting social interests.
According to Claremont Graduate University, Mr. Drucker's survivors include his wife, Doris, an inventor and physicist; his children, Audrey Drucker of Puyallup, Wash., Cecily Drucker of San Francisco, Joan Weinstein of Chicago, and Vincent Drucker of San Rafael, Calif.; and six grandchildren.
Early last year, in an interview with Forbes magazine, Mr. Drucker was asked if there was anything in his long career that he wished he had done but had not been able to do.
"Yes, quite a few things," he said. "There are many books I could have written that are better than the ones I actually wrote. My best book would have been "Managing Ignorance," and I'm very sorry I didn't write it."

DSC06080_resize

DSC06080_resize
Originally uploaded by augustfychao.

Compiler Optimization in ImageMagick

When using the GNU compiler, the default compiler options are
"-O2 -g". You can adjust this similar to

./configure CFLAGS='-O3 -funroll-loops , -finline-functions'

See README.txt for more info.

Bob

On Thu, 27 Jun 2002, Rohit Kothari, Noida wrote:

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嗯，還不錯喔!

网站开发流程及各岗位职责 - PHP沙龙 - PHPSalon.com - Justin Wu's Blog - Sofee.cn: "

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Read/Write Web: Top Ten Signs You Spend Too Much Time Thinking About Web 2.0

Read/Write Web: Top Ten Signs You Spend Too Much Time Thinking About Web 2.0: "Top Ten Signs You Spend Too Much Time Thinking About Web 2.0
June 24, 2005 | Category: Humour | 2 comments

In the tradition of David Letterman, I've come up with my own topic-focused Top Ten list.

Top ten signs you spend too much time thinking about Web 2.0:

10. When arranging to meet with your friends in town, you suggest a 'point of presence' instead of a meeting place.

9. Your child asks you for a raise in pocket money and you tell him to monetize his feed.

8. When someone asks for your business card, you tell them your FOAF URI and say 'ping me'.

7. You have bad dreams about slipping off the end of 'The Long Tail'.

6. Your favorite pickup line: 'You show me your API, I'll show you mine.'

5. When shopping for bleach, you always choose Ajax. [groan!]

4. You wish Michael Moore would do a documentary about 'roach motel' websites that lock-in users data.

3. You buy a new parakeet to replace the one that flew away and you name it 'Joey 2.0'.

2. You send a snail mail letter to your Grandma, but attach a Creative Commons license to the end of it.

1. You go red in the face and start stammering when someone calls it Web 3.0."

八極拳 小架 拳譜

已經學到的~
1.雙抱捶
2.屈膝雙伸
3.左蹬腿
4.右蹬腿
5.右提膝
6.頂心肘
7.黑虎偷心
8.蟒蛇纏身
9.蹋掌
10.托掌
11.白鶴晾翅
12.閉襠捶
13.探掌捶
14.右提膝
15.頂心肘
16.雙抱捶
17.馬步雙栽捶
18.大纏絲
19.崩步捶
20.拗步捶

還在努力學的~~
21.右纏絲
22.弓步衝捶
23.馬步捶
24.弓步撩捶
25.左纏絲
26.弓步衝捶
27.封面掌
28.蛇身下勢
29.斜行單鞭
30.金雞獨立
31.金雞抖翖
32.崩彈掌
33.左撐掌
34.退步右撐掌
35.退步挑肘
36.收勢

-=八極逢毅=- ToThere 最佳去處 | ToThere To EveryOne You Care!!

-=八極逢毅=- ToThere 最佳去處 | ToThere To EveryOne You Care!!: "經過一年的努力，我又可以回澎湖了…

帶著我的 草包、數位相機、PHILIPS travel speaker、新買的煙斗、CAT 涼鞋、iRiver MP3 player…
我要到海邊去听音樂、抽煙斗了、拍辣妹了~~

哈哈~

這次的行程，跟之前在公佈欄啵的行程是一樣的~
先在本島住一夜，再到吉貝住一夜…
沒有要去特別的景點~ 也沒有探險~ 就是回老家渡假、找親人聊天~

對了~ 出發之前要去買紅酒~ 哈哈~~~

就像之前說的：旅行、國術、煙斗、Jazz、紅酒~
要是能再多一項，那就更好了~"


之前啵的~~

要去澎湖玩，只要記得三件事…

一、很遠的地方不要去。
像西嶼(騎車要一個半小時)、七美(坐船要好多小時)…

二、太陽很大的時候不要出門。
像上午10點~下午三點最好都在家裡…

三、半夜可以到「安全」的海邊玩水，看星星
像本島的觀音亭、奎壁山
離島的鳥嶼、吉貝嶼…都是很不錯的夜遊景點…

還有，一定要學會看潮汐!!!不然就不要輕易下去玩水!!!
很重要!!! 因為很多人都是這樣「回去」的!!!
如果不會看，也可以問一下當地人，他們會跟你說的!!

補上我之前去的二天二夜的行程給大家參考
D
晚上飛到澎湖下榻，夜遊奎壁山、踏浪
D+1
清晨爬不起來看菓葉日出>_m(日出一般都在五點多，而且太陽會從台灣的中央山脈升起)
早上九點出門到處逛逛，十二點到跨海大橋的榕樹頭附近吃飯。
下午進水族館等到1500的餵食show，約四點採買晚上要玩的東西，再搭上開往吉貝嶼的船。(這時你會看很多人都晒傷下船)
傍晚先安頓好住的以後，一定先到面西的海邊去玩水!!!可以邊看夕陽，邊泡暖暖的海水…
晚上吃完飯後，帶著音樂、玩的東西到吉貝的沙灘上去看星星，放邊炮，玩水。過了瑞午節，澎湖的海水只要當天是晴天，就會一直暖到半夜…even 你可以睡在沙灘上~
D+2
清晨如果的爬得起來可以去看吉貝的日出…
早上沒事就騎autobike去逛吉貝島或是去吃冰、玩水…
約十二點回本島，到馬公市區去吃飯…
下午看無聊的古蹟(媽袓廟、四眼井、將軍井)，再去商店裡撿貝殼…
傍晚到觀音亭去看夕陽，玩水…(因為西嶼沒有樹，你也可以順便看一下無聊跑到西嶼去被太陽晒的人影)
晚上回台灣…