Why do we need to study technology?

Why do we need to study technology?

Every day of our lives we use different technologies. From the simplest task to the very hard task and we can not deny the fact that we are already dependent to it.

What is the first thing we do in the morning? Checking the time, it is technology. When we need something to eat, we cook, it is technology. When taking a bath, it is technology. Brushing your teeth, it is technology. Technology is everywhere and it is a part of everything we do. That is how important technology in our lives. We need to study the technologies from the past up to the present to know what we can develop, what we could do more for the future needs of the human. The study of technology is for the good of the humans.

_________________

-=♥yhang♥=-

In the spectrum of organizational change, which is the most radical type of change: automation, rationalization of procedures, business reengineering, or paradigm shifts?


The most general conception of change is simply difference or nonidentity. Change is so persistent in our lives that it almost defeats description and analysis. One can think of it in a very general way as alteration. But alteration in a thing raises subtle problems. One of the most perplexing is the problem of the consistency of change: how can one thing have incompatible properties and yet remain the same thing? Some have held that change is a consistent process, and rendered so by the existence of time. Others have held that the only way to make sense of change is as an inconsistency.


Seven phases of change:
Shock and Surprise - confrontation with unexpected situations. This can happen ‘by accident’ (e.g. losses in particular business units) or planned events (e.g. workshops for personal development and team performance improvement). These situations make people realize that their own patterns of doing things are not suitable for new conditions any more. Thus, their perceived own competence decreases.

Denial and Refusal - people activate values as support for their conviction that change is not necessary. Hence, they believe there is no need for change; their perceived competency increases again.

Rational Understanding - people realize the need for change. According to this insight, their perceived competence decreases again. People focus on finding short term solutions, thus they only cure symptoms. There is no willingness to change own patterns of behavior.

Emotional Acceptance - this phase, which is also called ‘crisis’ is the most important one. Only if management succeeds to create a willingness for changing values, beliefs, and behaviors, the organization will be able to exploit their real potentials. In the worst case, however, change processes will be stopped or slowed down here.

Exercising and Learning - the new acceptance of change creates a new willingness for learning. People start to try new behaviors and processes. They will experience success and failure during this phase. It is the change managers task to create some early wins (e.g. by starting with easier projects). This will lead to an increase in peoples perceived own competence.
Realization - people gather more information by learning and exercising. This knowledge has a feedback-effect. People understand which behavior is effective in which situation. This, in turn, opens up their minds for new experiences. These extended patterns of behavior increase organizational flexibility. Perceived competency has reached a higher level than prior to change.
Integration - people totally integrate their newly acquired patterns of thinking and acting. The new behaviors become routine.

Organization change is in regard to organizational-wide change, from smaller changes to big changes. Some called organizational change as organizational transformation, often this term designates a fundamental and radical reorientation in the way the organization operates. Organizational change occurs when a company makes a transition from its current state to some desired future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to minimize employee resistance and cost to the organization while simultaneously maximizing the effectiveness of the change effort. Organizational change initiatives often arise out of problems faced by a company. In some cases, however, companies change under the impetus of enlightened leaders who first recognize and then exploit new potentials dormant in the organization or its circumstances. Some observers, more soberly, label this a "performance gap" which able management is inspired to close. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization. Resistance to change is normal; people cling to habits and to the status quo. To be sure, managerial actions can minimize or arouse resistance. People must be motivated to shake off old habits. This must take place in stages rather than abruptly so that "managed change" takes on the character of "natural change." In addition to normal inertia, organization change introduces anxieties about the future. If the future after the change comes to be perceived positively, resistance will be less. The world is rapidly changing into something too hard to easily predict, with a hundred opportunities and pitfalls passing by every moment. To add to this confusion, there are hundreds, if not thousands of techniques, solutions and methods that claim to help business improve productivity, quality and customer satisfaction. They are like new shoppers in a giant grocery store: They are hungry, but there are so many brands, sizes and varieties you don’t know what to buy.

Automation (Speeding up performance)
Automation plays an increasingly important role in the global economy and in daily experience. Engineers strive to combine automated devices with mathematical and organizational tools to create complex systems for a rapidly expanding range of applications and human activities. Automation is a step beyond mechanization. Whereas mechanization provided human operators with machinery to assist them with the muscular requirements of work, automation greatly reduces the need for human sensory and mental requirements as well. Processes and systems can also be automated. The most common forms of organizational change are automation and rationalization. These relatively slow-moving and slow-changing strategies present modest returns but little risk. Faster and more comprehensive change—such as reengineering and paradigm shifts—carries high rewards but offers substantial chances of failure. The most common form of IT-enabled organizational change is automation. The first applications of information technology involved assisting employees with performing their tasks more efficiently and effectively. Calculating paychecks and payroll registers, giving bank tellers instant access to customer deposit records, and developing a nationwide network of airline reservation terminals for airline reservation agents are all examples of early automation.

Rationalization (Streamlining of operating procedures)
A deeper form of organizational change—one that follows quickly from early automation—is rationalization of procedures. Automation frequently reveals new bottlenecks in production and makes the existing arrangement of procedures and structures painfully cumbersome. Rationalization of procedures is the streamlining of standard operating procedures. For example, the Victoria Country Fire Authority’s new emergency management system described in the chapter-opening case is effective not only because it uses computer technology but also because its design enables the organization to operate more efficiently. The procedures of the Victoria Country Fire Authority (CFA), or any organization, must be rationally structured to achieve this result. CFA had to have standard identification codes for emergency equipment, fire brigades, and localities and standard rules for routing brigades and equipment to the appropriate emergency location. Without a certain amount of rationalization in the CFA’s organization, its computer technology would have been useless.

Reengineering (Radical design of business processes)
A more powerful type of organizational change is business process reengineering, in which business processes are analyzed, simplified, and redesigned. Using information technology, organizations can rethink and streamline their business processes to improve speed, service, and quality. Business reengineering reorganizes work flows, combining steps to cut waste and eliminating repetitive, paper-intensive tasks (sometimes the new design eliminates jobs as well). It is much more ambitious than rationalization of procedures, requiring a new vision of how the process is to be organized. A widely cited example of business reengineering is Ford Motor Company’s invoiceless processing, which reduced headcount in Ford’s North American Accounts Payable organization of 500 people by 75 percent. Accounts payable clerks used to spend most of their time resolving discrepancies between purchase orders, receiving documents, and invoices. Ford reengineered its accounts payable process so that the purchasing department enters a purchase order into an online database that can be checked by the receiving department when the ordered items arrive. If the received goods match the purchase order, the system automatically generates a check for accounts payable to send to the vendor. There is no need for vendors to send invoices (Hammer and Champy, 1993). Rationalizing procedures and redesigning business processes are limited to specific parts of a business. New information systems can ultimately affect the design of the entire organization by transforming how the organization carries out its business or even the nature of the business. For instance, the long-haul trucking and transportation firm Schneider National used new information systems to change its business model. Schneider created a new business managing the logistics for other companies. Baxter International’s stockless inventory system transformed Baxter into a working partner with hospitals and into a manager of its customers’ supplies. This more radical form of business change is called a paradigm shift. A paradigm shift involves rethinking the nature of the business and the nature of the organization. Reengineering is a fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, speed, and service. BPR combines a strategy of promoting business innovation with a strategy of making major improvements to business processes so that a company can become a much stronger and more successful competitor in the marketplace. Re-engineering is the basis for many recent developments in management. The cross-functional team, for example, has become popular because of the desire to re-engineer separate functional tasks into complete cross-functional processes. Also, many recent management information systems developments aim to integrate a wide number of business functions. Enterprise resource planning, supply chain management, knowledge management systems, groupware and collaborative systems, Human Resource Management Systems and customer relationship management systems all owe a debt to re-engineering theory. Business process reengineering (BPR) began as a private sector technique to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors. A key stimulus for reengineering has been the continuing development and deployment of sophisticated information systems and networks. Leading organizations are becoming bolder in using this technology to support innovative business processes, rather than refining current ways of doing work Business process reengineering is one approach for redesigning the way work is done to better support the organization's mission and reduce costs. Reengineering starts with a high-level assessment of the organization's mission, strategic goals, and customer needs.

Paradigm Shift (Radical reconceptualization)
Paradigm shifts and reengineering often fail because extensive organizational change is so difficult to orchestrate. Why, then, do so many corporations contemplate such radical change? Because the rewards are equally high. In many instances firms seeking paradigm shifts and pursuing reengineering strategies achieve stunning, order-of-magnitude increases in their returns on investment. Some of these success stories, and some failure stories, are included throughout this book.


Managing change effectively requires moving the organization from its current state to a future desired state at minimal cost to the organization. Key steps in that process are:
1. Understanding the current state of the organization. This involves identifying problems the company faces, assigning a level of importance to each one, and assessing the kinds of changes needed to solve the problems.
2. Competently envisioning and laying out the desired future state of the organization. This involves picturing the ideal situation for the company after the change is implemented, conveying this vision clearly to everyone involved in the change effort, and designing a means of transition to the new state. An important part of the transition should be maintaining some sort of stability; some things—such as the company's overall mission or key personnel—should remain constant in the midst of turmoil to help reduce people's anxiety.
3. Implementing the change in an orderly manner. This involves managing the transition effectively. It might be helpful to draw up a plan, allocate resources, and appoint a key person to take charge of the change process. The company's leaders should try to generate enthusiasm for the change by sharing their goals and vision and acting as role models. In some cases, it may be useful to try for small victories first in order to pave the way for later successes.
Change is natural, of course. Proactive management of change to optimize future adaptability is invariably a more creative way of dealing with the dynamisms of industrial transformation than letting them happen willy-nilly. That process will succeed better with the help of the the company's human resources than without.



Changes are inevitable. Changes can be fearsome, but you will have to deal with it sooner or later. But why wait sooner when you can deal it now. Go out with your comfort zones, explore new things before it will overrun you and caught you off guard.




“It's not that some people have willpower and some don't. It's that some people are ready to change and others are not.” James Gordon, M.D.








http://plato.stanford.edu/entries/change/
http://definitions.uslegal.com/m/managing-organizational-change/
http://www.themanager.org/strategy/change_phases.htm
http://www.organizedchange.com/decide.htm
http://managementhelp.org/mgmnt/orgchnge.htm
http://www.ebusinessclassonline.com/management%20information%20systems/ch14/chpt14-1fulltext.htm














_________________

-=♥yhang♥=-

“You were invited by the university president to prepare an IS plan for the university, discuss what are the steps in order to expedite the implementation of the IS Plan.”


First let us define the important terms mentioned above...

Information is the result of processing, manipulating and organizing data in a way that adds to the knowledge of the person receiving it.
System originates from the Greek term systema, which means to “place together.” It is a group of interdependent items that interact regularly to perform a task. A set of interacting or interdependent entities forming an integrated whole. The concept of an integrated whole can also be stated in terms of a system embodying a set of relationships which are differentiated from relationships of the set to other elements, and from relationships between an element of the set and elements not a part of the relational regime.
A plan is typically any procedure used to achieve an objective. It is a set of intended actions, through which one expects to achieve a goal. Planning helps assure that an organization remains relevant and responsive to the needs of its community, and contributes to organizational stability and growth. It provides a basis for monitoring progress, and for assessing results and impact. It facilitates new program development. It enables an organization to look into the future in an orderly and systematic way. From a governance perspective, it enables the Board to set policies and goals to guide the organization, and provides a clear focus to the Executive Director and staff for program implementation and agency management. Planning is designed to help an organization define its vision for the future and then determine systematically how it will get there, understanding obstacles and figuring out ways to overcome them. It is very difficult to plan in a crisis, and unrealistic to look five years ahead unless an organization has some confidence that it will exist next year, and that most of its key staff and its Board leadership will continue to be affiliated with the organization. Board and staff also need the time to plan, which means that they must not be using every minute to carry out functions required for survival. Moreover, while planning provides increased organizational definition, a sound base for planning is consensus concerning a well-defined mission statement and/or organizational goals – these must often be developed as a foundation for longer-term planning. It is also difficult to plan if the organization is so young or its leadership so new that they do not have a good sense of the community and of the broader external environment. Most new organizations, or groups which have undergone major institutional difficulties or change, find that they do best by first attempting to reach consensus on an organizational mission statement and then doing shorter-range planning, usually for a single year. Learning from that experience, they can begin a longer-term planning process. There may need to be a formal community needs assessment as input to planning. This is extremely valuable, but also demanding. Moreover, planning is not a one-time effort; any plan needs to be reviewed, monitored, and updated. The benefits to an organization can be significant -- a clear focus, a sense of joint purpose and agreed-upon priorities, consensus on strategies, and a basis for measuring progress and impact.

What is information system?
Information systems help to control the performance of business processes. An information system is a work system whose activities are devoted to processing (capturing, transmitting, storing, retrieving, manipulating and displaying) information. An information system is not only the technology an organization uses, but also the way in which the organizations interact with the technology and the way in which the technology works with the organization’s business processes. Information systems are distinct from information technology in that an information system has an information technology component that interacts with the processes components. Critical to most information systems are information technologies, which are typically designed to enable humans to perform tasks for which the human brain is not well suited, such as: handling large amounts of information, performing complex calculations, and controlling many simultaneous processes.

What is information system planning?
Planning is a process that is frequently done, but rarely done well. Planning helps assure that an organization remains relevant and responsive to the needs of its community, and contributes to organizational stability and growth. It provides a basis for monitoring progress, and for assessing results and impact. It facilitates new program development. It enables an organization to look into the future in an orderly and systematic way.
The planning process can be viewed as a somewhat circular flow of topics and action steps, where the results from one step initiate study and action in the next step. However, the process does not necessarily always flow in one direction. Issues that arise in a particular step may cause the planning team to go back to an earlier step to do additional work. If desired, the order of the steps can even be altered to suit the particular needs of the planning team. The implementation step also does not end the planning process. Analysis of results could easily result in additional analysis or a change in strategic direction. Also, it is recommended that the plan be reviewed on an annual basis to verify that all the base assumptions are still valid and that the implementation plan is progressing according to expectations.
Strategic planning is the process by which the guiding members of an organization envision its future and develop the necessary procedures and operations to achieve that future. The process by which leaders of an organization determine what it intends to be in the future and how it will get there. To put it another way, they develop a vision for the organization's future and determine the necessary priorities, procedures, and operations (strategies) to achieve that vision. Included are measurable goals which are realistic and attainable, but also challenging; emphasis is on long-term goals and strategies, rather than short-term (such as annual) objectives. Strategic planning assumes that certain aspects of the future can be created or influenced by the organization. Strategic planning is ongoing; it is "the process of self-examination, the confrontation of difficult choices, and the establishment of priorities" (Pfeiffer et al., Understanding Applied Strategic Planning: A Manager's Guide). Strategic planning involves "charting a course that you believe is wise, then adjusting that course as you gain more information and experience" (Wilder Foundation, Strategic Planning Workbook).
Rather than having centralized, long-range planning and management activities that address these problems, today's business units are using readily available tools to design and build ad hoc stop-gap solutions. These ad hoc systems not only do not interconnect, support common semantics, or provide synchronized views of critical corporate policy, they are soon to form the almost impossible to comprehend confusion of systems and data from which systems order and semantic harmony must spring. Not only has the computing landscape become profoundly different and more difficult to comprehend, the need for just the right--and correct--information at just the right time is escalating. Late or wrong information is worse than no information. Information systems managers need a model of their information systems environment. A model that is malleable. As new requirements are discovered, budgets modified, new hardware/software introduced, this model must be such that it can reconstitute the information systems plan in a timely and efficient manner.


Steps in information system plan:

Analyse the current situation “Where are we now?”
An internal analysis that encompasses assessing company strengths and weaknesses, financial performance, people, operational limitations, corporate culture, current positioning in the market(s), the overall characterization of the condition of the company and critical issues facing the organization.
An external analysis that focuses on analyzing competitors, assessing market opportunities and threats, evaluating changing technology that could impact the organization, analyzing regulatory or legislative concerns, changes and trends in the market(s) the company operates in and other potential outside influences on the organization.
Summarizing the current situation based on the information gathered and evaluated. This step is important to the process because it brings together relevant and critical data and information and allows members of the planning team to more easily get a feel for what opportunities and obstacles lie ahead.

Assess current responses “What have we been doing to make a difference?”
This is called a response analysis and the information can be collected and assessed from key informants or reports, such as the impact assessment.

Describe the future scenario “Where will we be in (3, 5 or 10) years if we continue doing what we are doing now?”
Again the information from the impact assessment will enable this to be answered.

Vision, mission, goal and objectives “Where do we want to be in (3, 5 or 10) years?”
This step is important perhaps more because of the process that the team will go through to develop it than the words that eventually end up on paper. In this step, the team is starting the process of focusing the organization and its people on what the organization is all about and what is important to the organization.
Vision is an activity of forming an idealized image of the company's future position. It is the driving force in guiding the company's progress towards goals. A strategic vision is usually thought to be solely future oriented. A vision provides an organization a forward looking, idealized image of itself.
• Moves outside the usual assumptions.
• Concentrates on the end goal, not the means to reach the goal.
• Followers gain ownership by developing the means (action plan).
• Vision is not a destination, but an intangible structure that surrounds us and guides our daily activities. From this perspective, a shared vision is a form of self-identity.

The mission is the ultimate purpose for why the organization exists. It is a brief description about the purpose of an organization's existence. It explains the company's services or products, the segmentation of the market, the distribution strategy. Every organization needs goals. Focus is a critical element in the success of any business. This step may be the most important of all of the strategic planning steps because it establishes the framework and basis for the development of the other key elements of the plan. A goal is a broad statement of intent. It should be phrased as an impact statement in the present tense. Objectives are statements of what needs to be done to achieve a goal. Objectives are more specific in nature and are supportive of the goal. They bring into even greater focus the goals of the organization.

Define strategies and activities “How do we get where we want to be?”
Strategies are the means to reach the objective (advocacy, education, care, etc.). Activities are discrete, specifications or sets of actions that need to be taken to reach an objective.

Select priorities, define target groups and sequence activities “Which are the most important activities that will make the greatest impact for whom?”
Use the following criteria against which to test each activity and discard or amend those that fail this test:
• Impact;
• Acceptability (by leaders, staff , partners and clients/beneficiaries);
• Feasibility (can it be done?); and
• Affordability and cost efficiency.
From the situation and response analysis there should be a sense of who the target groups should be, and these can be confirmed now in light of the prioritised activities. Finally, for the activities that remain after this process, agree on the optimal sequence and attach time frames to each.

Allocate roles and responsibilities “Who will lead and who will partner?”
For each activity identify the lead person or portfolio or unit, as well as the partners who can assist with the activity.

• Personal values of the Planning team
- not to change, but to understand each other
• Values of Organization as a whole
- profit vs. growth
- to what extent is this to be a value added organization
- importance of being a good "corporate citizen"
- importance of being a "good" place to work
• Company's operating philosophy
- How work is done
- How conflict is managed
- Accounting procedures
• Impact of and on other stakeholders

Numerous internal, cultural factors determine the approach an organization will take to the planning process and how the resulting plan will be implemented across the organization. Some corporate soul searching will be required:
• Willingness to seriously engage in the strategic planning process
• Ability to confront itself in the performance audit and gap analysis phases
• Assumptions about the corporate mission
• Assumptions about communicating the strategic plan

Set targets and indicators of progress and success “How will we know we are making progress?”
The targets and indicators should be realistic and linked to specific activities or objectives. Make sure that, for each indicator, there are ways to obtain the necessary information with a reasonable level of effort and cost.

Find the resources “What inputs are needed to make the activity happen?”
The inputs may be human, financial, material or technical and these need to be identified for each activity, as well as the sources.

Put it all together





Characteristics of a Quality ISP

A quality ISP must exhibit five distinct characteristics before it is useful. These five are presented in the table that follows.

Timely - The ISP must be timely. An ISP that is created long after it is needed is useless. In almost all cases, it makes no sense to take longer to plan work than to perform the work planned.

Useable - The ISP must be useable. It must be so for all the projects as well as for each project. The ISP should exist in sections that once adopted can be parceled out to project managers and immediately started.

Maintainable - The ISP should be maintainable. New business opportunities, new computers, business mergers, etc. all affect the ISP. The ISP must support quick changes to the estimates, technologies employed, and possibly even to the fundamental project sequences. Once these changes are accomplished, the new ISP should be just a few computer program executions away.

Quality - While the ISP must be a quality product, no ISP is ever perfect on the first try. As the ISP is executed, the metrics employed to derive the individual project estimates become refined as a consequence of new hardware technologies, code generators, techniques, or faster working staff. As these changes occur, their effects should be installable into the data that supports ISP computation. In short, the ISP is a living document. It should be updated with every technology event, and certainly no less often than quarterly.

Reproducible - The ISP must be reproducible. That is, when its development activities are performed by any other staff, the ISP produced should essentially be the same. The ISP should not significantly vary by staff assigned.

Whenever a proposal for the development of an ISP is created it must be assessed against these five characteristics. If any fail or not addressed in an optimum way, the entire set of funds for the development of an ISP is risked.

The steps listed above are just one approach to developing and implementing an information system plan. Planning process needs communication with the people involve in the organization, without proper communication the plan would be worthless. There should be staff to focus on the action plan and a Board session to review and approve the plan. According to what I’ve research the key planning sessions often work best when facilitated by an outsider knowledgeable about the organization or about community-based organizations generally. A facilitator should be someone skilled in group processes and experienced in strategic planning who is non-directive, committed to assuring full discussion of issues but also task-oriented and able to move the process forward. Put in mind that planning is not a one-time effort; any plan needs to be reviewed, monitored, and updated.





References:
http://en.wikipedia.org/wiki/Information_system
http://www.answers.com/topic/management-information-system
http://www.webopedia.com/TERM/S/system.html
http://www.amicaall.org/publications/toolkit/Tool%2011.pdf
http://www.entarga.com/stratplan/plngsteps.htm
http://www.clarionmag.com/cmag/v3/informationsystemsplanning.pdf
http://www.strategicbusinessplanning.net/strategic_planning_steps.html
















_________________

-=♥yhang♥=-

introduction

Good day sir... good day fellas...
i'm here again... introducing my self... hehehe ...
I'm Leah Ana F. Saavedra BSIT-IV... but still in third year standing... wahahahaha...
I expect this subject to be fun and fun and fun ... and uhmmmm i'll do better this time hehehe...
and to our teacher, when i met him he was everything i expected ... as always... (superlative!!!)
the end...amping mo pirme...

_________________
-=♥yhang♥=-

COMDDAP (Computer Manufacturers Distributors and Dealers Association of the Philippines) Davao Expo 2009 held at Apo View Hotel, Davao City on July 2-4, 2009.

What is COMDDAP?

COMDDAP is an association of the country's top information technology businesses. Its primary objective is to promote the sustainable development of the of the country's information technology industry through voluntary collaboration of its member companies. It is the goal of COMDDAP to be able to provide its members general views and updates from different sectors - private and government, and highly regarded individuals to further uplift the morale and knowledge of its organization.

The vision of promoting and elevating the standards of Information technology (IT) in the Philippines fueled a group of prominent computer companies to form the Computer Distributors and Dealers Association of the Philippines or COMDDAP. Its initial member-companies represent the world's leading makers and providers of computer products, solutions and peripherals.

In 1997, the manufacturing sector - represented by industry leaders Hewlett Packard, Epson and Compaq, among others - was integrated into the COMDDAP membership, making the association a more diverse representation of the IT sector and thus the new name, COMPUTER MANUFACTURERS, DISTRIBUTORS AND DEALERS ASSOCIATION OF THE PHILIPPINES.

Experience:

Last July2-4, me and my classmates went to Apo view Hotel to witness the IT exhibits and Technology Update Seminars.

We arrived at the area at 1:30 pm and we were given stickers at the entrance that labelled STUDENT which we attached to our IDs. Then we enter the Grand Ballroom area. I don’t know about my colleagues but I was definitely amazed with the whole bunch of computer and technology products displayed there. We were actually supposed to get there early by 1pm to attend the first part of the seminar held inside the conference area of the Main Ballroom of the hotel in which we are scheduled to attend. We were sorry we got late but we were still lucky we can still join the second part of the seminar which would start at 2pm.

The first seminar was about ERIC DMS (Dealer Management System). We arrived late so we didn’t witnessed it.

The second seminar was about HP Thin Client.

Mr. Leonard Zapa was the presenter or speaker in the seminar. He is the Market Developer Manager of the company. About the product THIN CLIENTS is a computing device without a hard drive which displays data and applications from remotely located servers, blade PC's, or Virtual Desktops.

THIN CLIENTS OS (Operating Systems):

- Linux

- windowsCE

- WindowsXPe

There were also challenges for Information Technology (IT) Professionals:

- Provide Information Security

- Deployment and Maintenance

- Total Cost of Ownership (TCO)

Advantages of the THIN CLIENTS:

- Enhanced Security

- Easy Manageability

- High Reliability

- Environment Friendly

- Lower-Overall Costs

After the presentation they gave several questions regarding to their presentation. If someone answers the question they gave some tokens like T-Shirt, Flash drive (5 pieces of 2G USB and 1 piece of 8G USB) and 1 piece of mouse in the computer. We're very excited to answer the question for the tokens. After the seminars, we left the room because we want to continue our viewing in the exhibit. We continue collecting flyers or magazines for us to have a references. Because of this event I had gathered some information regarding the technology and other things which is related in our course.

_________________

-=♥yhang♥=-