Multimate
Have anyone remember this software? It now is lying behind my trash can, anyone want it, come to get it. I dig it in the trash last night, an unopened package software we purchased 17 years ago. Nobody use it, just like the fall of its maker ashton-tate http://en.wikipedia.org/wiki/Ashton-Tate
Going back into history, in 1998 I was so fascinated when I had a class in PE II/dbaseIII(or II). The state-of-art word processor and database software! I was so fascinated into the computers. I get a book from library about programming "CP/M"on 80x86, and have no idea about it. I wish there would be internet like today I can get stuff so easy. Anyhow I consulted a guy who was in coledge at that time, he had me give up reading on. in the path, I was trying to learn various software package BASIC, Frotran, AI, VB......in my leisure time. Now I am not yet make living on.
It is so interesting to know about the history of dBase and Foxpro. And the the M$ SQL server is cool. I should read the book "Research of stupidity" ha~
星期三, 12月 28, 2005
星期二, 12月 27, 2005
星期一, 12月 19, 2005
星期五, 12月 09, 2005
星期四, 12月 08, 2005
"NJDOT Personnel Advance the State of Professionalism in Project Management
Thirteen DOT employees recently received their PMP (Project Management Professional) certifications from the Project Management Institute. Award of the PMP credential demonstrates their ability to apply project management knowledge in the following project domains: initiating, planning, executing, monitoring & controlling, closing and, professional and social responsibility. To earn the PMP designation, they had to meet specific educational and project management experience requirements, plus pass a lengthy and rigorous exam. Through training, coaching and process improvement the Project Management Improvement Initiative continues to enhance the department嚙編 reliance upon project management methodologies, a trend that was started in 1995.
Congratulations to the following employees on their most recent professional accomplishment!
Nina Chivulescu, Luciana Costa Toller, Nicole Einthoven, John Fam, Baher Girgis, Tony Jen, Polina Knaster, Steve Lavelle, Steve Manera, Nirmin Nasef, Kiran Patel, Pankesh Patel and Atul Shah.
History and Future of the Initiative
In 1995 the NJDOT Commissioner authorized an 嚙瘟ngineering Analysis to Enhance Project Delivery嚙� study for the purpose of ascertaining the Department嚙編 capability to meet its mission. Some of the findings included:
The NJDOT organizational structure was not suited for its current mission with respect to the identification and delivery of capital projects.
There was no single point of contact (SPOC), responsibility or accountability for a project嚙編 planning and execution. There were multiple hand-offs of project responsibility during the life of a project.
The Department focused on the process and not the 嚙緘roduct嚙�.
Thirteen DOT employees recently received their PMP (Project Management Professional) certifications from the Project Management Institute. Award of the PMP credential demonstrates their ability to apply project management knowledge in the following project domains: initiating, planning, executing, monitoring & controlling, closing and, professional and social responsibility. To earn the PMP designation, they had to meet specific educational and project management experience requirements, plus pass a lengthy and rigorous exam. Through training, coaching and process improvement the Project Management Improvement Initiative continues to enhance the department嚙編 reliance upon project management methodologies, a trend that was started in 1995.
Congratulations to the following employees on their most recent professional accomplishment!
Nina Chivulescu, Luciana Costa Toller, Nicole Einthoven, John Fam, Baher Girgis, Tony Jen, Polina Knaster, Steve Lavelle, Steve Manera, Nirmin Nasef, Kiran Patel, Pankesh Patel and Atul Shah.
History and Future of the Initiative
In 1995 the NJDOT Commissioner authorized an 嚙瘟ngineering Analysis to Enhance Project Delivery嚙� study for the purpose of ascertaining the Department嚙編 capability to meet its mission. Some of the findings included:
The NJDOT organizational structure was not suited for its current mission with respect to the identification and delivery of capital projects.
There was no single point of contact (SPOC), responsibility or accountability for a project嚙編 planning and execution. There were multiple hand-offs of project responsibility during the life of a project.
The Department focused on the process and not the 嚙緘roduct嚙�.
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