A new generation of processors By Intel

Intel Processors

The new architecture of the Intel Core family (which includes the processor i3, i5 and i7) offers several features that distinguish it from the earlier version, explained Francisco Ramírez, manager of New Products of Intel Costa Rica.

One such feature is the integration of a graphics chip in the processor. This influences the better performance of the machine to work with images and videos of high resolution, which is of great importance, for example, when you use video games.

“The chipset is responsible for processing the images. That part was out of the processor before, and now is within the processor. This change makes it much more powerful. It is four times more powerful by being integrated,” said Ramirez.

“The processor is more powerful than the general system of a computer. If it needs to send messages to communicate with the chipset or the hard disk starts working at the speed of the entire computer – that makes it slower. When introducing the chipset in the processor, the graphics become very powerful,” said the expert. The other important point is encryption using the processor. Encryption allows a “key” to close the access or modification of a file, send it via the Internet safely, and then open it in another machine.

So far, Ramirez said, these keys were computer programs (software), but for the first time, the new generation of Intel Core puts the key within the processor, the hardware.

One example of how this will benefit in everyday use, is the sale or rental of movies on the Internet because there will be less of a chance that the movies are copied in an illegal way.

10 things to look for in an ISP

Internet service providers (ISPs) have become critical IT infrastructure partners. As cloud computing, email, and Internet connectivity have grown in importance, so too have the circuits that connect organizations to the Internet. When selecting an ISP, don’t base your choice only on price or familiarity. Consider these 10 factors when seeking an ISP.

1: Uptime commitments

Of all the promises ISPs make, none is worth anything if the ISP doesn’t fulfill its uptime commitments. The circuits simply have to work. If they don’t, organizations become dependent upon redundant or backup service. Look for service level agreements that provide real and measurable targets for uptime, not just 99.9% operational guarantees. Insist on specific wording that governs what happens when service fails. Does your organization receive credit off its bill? Will the ISP scramble a technician 24×7? Both? Ensure these details are in writing.

2: Downstream speed

Many, including most customers, tend to rate an ISP solely on advertised downstream speeds. While many ISPs promote 20Mbps or faster service to businesses, these claims need to be tested. Too often, IT pros hear “2Mbps is the best service we can get in that building” or “Circuits in that part of the city aren’t as fast as other locations.” Marketing claims are occasionally excessive; excuses are plentiful. Test all new circuits’ downstream speeds the day they’re installed, a month later, and quarterly after that.

Better yet, before ordering, inquire what other clients, using the same service, are experiencing nearby. That’ll give you a better barometer as to how potent an ISP’s downstream speeds actually are.

3: Upstream capacity

As with downstream speeds, upstream speed claims must be tested, too. The increasing popularity of VPNs, remote access, and automated offsite backups place great premiums on an ISP’s upstream capacities. As organizations need to push more and more data to mobile users in the field, upstream bandwidth capacity will only grow in importance.

4: Port freedom

Don’t assume that once a telecommunications circuit is in place, an organization is ready to get to work. Many ISPs, in an effort to optimize network performance, selectively block ports. I’ve been unable to use Telnet and other ports, depending upon the ISP’s policies. Worse, the policies aren’t always uniform across an entire ISP’s network. ISP A may block Telnet on networks on the east side of town, but not the west. ISP B, meanwhile, may not block Telnet at all.

5: SMTP flexibility

Many ISPs, and I see this with former Ma Bell companies in particular, block SMTP port 25 traffic to any mail servers but their own. Obviously, the goal is to reduce the distribution of unsolicited email, but the solution places an undue burden on customers. Typically, the ISP recommends setting its servers as the outbound SMTP servers within email clients or switching to alternative ports, but that poses trouble for users who also travel with laptops or who are less technical. Be sure to check with the ISP to learn whether it supports open SMTP port 25 traffic.

6: Accessible technical support

When things go wrong, and they will go wrong, how accessible is technical support? I’ve called for assistance recovering a downed business circuit only to hear a recorded message stating support hours are between 9am and 5pm Monday through Friday. That’s unacceptable for an ISP. Be sure the ISP you select provides technical support that meets your organization’s requirements. If you close up shop everyday at 5pm, this won’t be an issue. But if you run critical third shifts 24×7×365, better support is a necessity.

7: Responsive field service

If a failure occurs (the most common issue I see is failed modems due to lightning strikes, but I’ve also repeatedly seen wiring go bad in the ISP-supported network interface device, or NID), how quickly does the ISP commit to resolving the outage? In many cases, ISPs think nothing of mailing a replacement modem or rolling a truck a full business day later. That could mean the organization is dead in the water, unable to process credit cards, send or receive e-mail, access the Internet, or process orders for days. Be sure you know the ISP’s field response policies, and be sure they match your organization’s requirements, before signing a contract.

8: Equipment quality

IT professionals know which modems fail and how often. They also know which modems with built-in firewalls should really be set to bridge mode and mated to better business-class routers. Not wanting to disparage any manufacturers, I’ll just say that when my office has an opportunity to work with Westell or Motorola modems, we feel better. ISPs often don’t provide a choice of modem; they just deploy the model they support. When comparing two ISPs’ bids, consider the quality of each firm’s equipment. The less time an IT pro must spend on site administering, reconfiguring, or restarting network equipment, the better.

9: Equipment flexibility

Some ISPs enable customers to supply their own modems. Take advantage of these opportunities, as supplying your own network equipment not only allows you to select the quality you want but potentially lowers costs, too. Occasionally, ISPs lease modems to customers. I believe it makes more sense to purchase network equipment, where possible, to achieve lower total costs of ownership.

10: Pricing

Price is the last factor that should be considered when selecting an ISP. Uptime, capacity, service accessibility, and field response are much more critical, especially considering the importance of Internet circuits to businesses today. But price matters, too. When all else is equal — from uptime to performance, support, and equipment — price becomes the differentiating factor. When factoring price, however, be sure to compare apples to apples. Some ISPs require customers to purchase a modem or CSU/DSU, while others lease this equipment. And some ISPs require multi-year contracts. Such lease and long-term arrangements may end up costing more in the long run, so compare costs carefully.

10 things to move up in your IT career

Advancements in your career always exists. Even in difficult economic times. It is only the matter of how do you plan and make strategy for it. Even if you are Vice President and looking for CIO role. These steps may not guarantee but certainly give you an edge over others.

1: Develop relationships within your organization — outside IT

It seems like common sense, but this often gets pushed to the side in favor of day-to-day responsibilities that yield immediate results. It is much easier to communicate what you do and why it is important to someone who is used to hearing from you regularly. Make a habit of trying to develop a relationship within a different business division at least once a month.

2: Develop a message

How does what you do, or what your team does, further the efforts of the organization? How does it help the business achieve its bottom-line objectives? You must be able to articulate the value of your position to the organization clearly. This often takes time and effort, but it’s crucial. Make the investment.

3: Be open… be available… talk to people

IT can often breed a solo or small team atmosphere. If you are a leader in your organization, be seen. Nothing is worse than a CIO, CTO, EVP, AVP, or even a director who stays behind closed doors and remains silent.

4: Treat your top talent as you treat your boss

If you think you have talked to them enough, go back and talk to them one more time. Trust me: If your top talent is nervous (and they are) and you’re not communicating with them, they are looking elsewhere. As times get more challenging, your top talent becomes more valuable. This rings true at every organizational level, from the front lines up. Replacing superstars is not easy.

5: Understand your audience

IT has a language all its own, and those outside IT may have trouble understanding it. In fact, it’s never a given that even those within IT, but in a different division, will understand the lingo associated with your specialty. Communicate with your audience in mind.

6: Be consistent

Nothing deflates an organization or a team more than perceived inconsistency in communication or communication style.

7: Be open with Information

The expression “Information is power” holds some truth; however, the idea that hoarding that information will result in more personal power does not. Controlling the flow of information is a losing proposition. Everything you do sends a message, and communications, or lack thereof, sends a clear message. (Hint: not a positive one.)

8: Develop partnerships with other IT divisions

The tendency to end up in silos and spend precious little time networking with other divisions can cost opportunity. It happens in many divisions outside IT as well. Just like in sports, rising stars in different positions often end up leading the entire team because they developed those relationships along the way.

9: Master other domains

When commenting on professionals who are looking to ascend internally, I often hear IT executives cite the need to have experience in more than one space. While “master” might be a strong term, a well-balanced portfolio should not be limited to your 401k.

10: Get a mentor

Mentors are crucial in any business, and in a business where networking is not as common as in other lines of work (sales, marketing), mentoring is a great way to learn. It’s also a great way to develop a relationship with an executive you would not normally get to interact or spend significant time with.

About the Author

Matt Eventoff is the president of Princeton Public Speaking. For more than 15 years, he has served as a communications and messaging strategist for C-level executives in organizations ranging in size from startups to Fortune 100 firms.

Download Latest Joomla 1.6 with more modernized and organized features

joomla 1.6

After 3 Years of development the new version of Joomla 1.6 is released The project has about 80 volunteer programmers, including 10 who manage the code-base.

With market share of more than 10 percent in CMS based websites along side with Drupal and wordpress. Joomla has been downloaded over 22 million times, according to OSM. Online trading firm, eBay, for instance, uses Joomla to host a set of internal usage analysis tools for employees. Citibank, General Electric, Harvard University, Ikea and McDonald’s also use the software.

Most notably, a new access control system has been implemented. The new version gives administrators a lot more nuanced control over how users can view and manage content. The old system offered only a predefined set of groups, which couldn’t be augmented unless the administrator was willing to do a lot of low-level coding. The new software offers a console that will allow administrators to specify what actions each user can take in regard to a particular page. It also offers inheritance, in which permissions levels can be nested within multiple groups.

More nuance has also been built into the software’s organizational model as well. With the previous version of the software, administrators could only classify material within a two-level hierarchy of sections and categories. Multiple categories could be placed under a single section, but categories could not be broken into subcategories. Now, an unlimited number of subcategories can be placed under categories. This ability to build a more complex category tree should help organizations better organize their material.

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