ls command howto

Output from ls -la Command

picard@spnode15$ ls -la

total 1600
drwx---s-x  11 picard   STAFF       1536 Jun 26 14:49 .
dr-xr-sr-x1300 bin      bin        20480 Jun 26 12:06 ..
-rw-------   1 picard   STAFF        948 Jun 06 09:46 .addressbook
-rw-------   1 picard   STAFF       3368 Jun 06 09:46 .addressbook.lu
-rw-------   1 picard   STAFF        193 Apr 02 10:06 .article
-rw-------   1 picard   STAFF       1035 May 20 12:30 .bash_history
drwx---S--   2 picard   STAFF        512 Jun 23 13:56 .mailpgp
-rw-------   1 picard   STAFF     128654 Jun 10 19:19 .newsrc
drwx------   4 picard   STAFF        512 May 29 07:01 .pgp
-rw-------   1 picard   STAFF      10196 Jun 26 14:33 .pinerc
-rwxr-xr-x   1 picard   STAFF       1047 May 27 14:15 .plan
-rw-------   1 picard   STAFF         35 Jun 17 09:23 .profile
-rw-------   1 picard   STAFF        371 Sep 08 1995  .signature
-rw-------   1 picard   STAFF      81691 Jun 20 10:34 3dtree.jpg
-rw-------   1 picard   STAFF      31156 Jan 03 10:19 HTMLBgnrGuide.txt
drwx---s-x   2 picard   STAFF        512 Apr 01 13:26 News
-rw-------   1 picard   STAFF      11760 Jul 23 1995  TUTORIAL
-rw-------   1 picard   STAFF        234 Feb 02 08:18 baen.txt
drwx---s-x   2 picard   STAFF        512 Mar 12 06:57 bin
-rw-------   1 picard   STAFF         71 Jul 31 1995  calendar
-rw-------   1 picard   STAFF     338912 May 02 1995  command.memos
-rw-------   1 picard   STAFF        747 Jun 24 13:12 dead.letter
-rw-------   1 picard   STAFF      10506 Jun 01 12:42 info.listserv
-rw-------   1 picard   STAFF     698675 Nov 01 1995  jim.kirk.letters
-rw-------   1 picard   STAFF        122 Jun 24 13:28 junk
drwx------   2 picard   STAFF       1536 Jun 25 12:40 mail
-rw-r-----   1 picard   STAFF       1397 May 28 12:50 mj.ultra
drwx---s-x   2 picard   STAFF        512 May 26 21:09 pine
-rw-------   1 picard   STAFF       1716 Jul 23 1995  print.txt
drwxr-sr-x   6 picard   STAFF       1024 Mar 27 10:54 public_html
drwx---s-x   3 picard   STAFF        512 Mar 31 07:24 rexx
drwx---s-x   2 picard   STAFF        512 Aug 08 1995  temp
-rwx--x--x   1 picard   STAFF        368 May 28 14:10 unpgp

picard@spnode15$

Let's look at this listing, and see what it tells us. At first glance, the left-most column looks like utter nonsense; drwxr--blah-blah-blah. What's going on here?

File Type. The first position/character in this column describes what type of entry each horizontal line represents. The first character will usually be either a - or a d. Symbols in the first (left most) position on the line represent:

-

    = Regular File
d

    = Directory

You can tell, just by looking at the output from ls -l which entries are files and which are directories.

Permissions. The rest of the first column (after the - or d) indicates access permissions which have been set either explicitly, by you, using the chmod command (which we'll look at later) or automatically, by the system, when the file (or directory) was created. We'll discuss this part of the listing in more detail when we get to the chmod command, which deals with setting file access permissions.

Directory Entries (and Hard-Link Count). The next column (immediately to the right of the access permissions) is a number which tells how many directory entries are under that item. For a regular file, this will typically be 1. For a directory, this will always be at least 2. The reason for this is that every directory always contains pointers to both itself, and its parent directory. You can see these two entries as the first two items in our example listing in Figure 12: the entries for . and .. (i.e. one period, and two periods). The single period ( . ), is the pointer to the current directory--the directory that you are "in" right now. Two periods ( .. ), point to the parent directory--the directory which contains the current directory. You can use these as convenient nicknames/shortcuts in some commands, when you want to describe a relative pathname.

Owner. The next column to the right displays the userid of the owner of this file or directory. In our listing, most of the files are owned by our hypothetical user, picard. When you create files and directories, you will be their owner, and your userid will show here, in place of picard.

Group. The next column (mostly "STAFF" in our example) shows the name of the user group which is connected with this entry. Each userid is a member of one or more groups, and access permissions may be set which determine what sort of access other members of the same group have to the file or directory named. Again, more on that when we get to the chmod command.

Size. The next column shows the file size in bytes (characters).

Date/Time. The next 3 columns show the date and time the file was last modified.

File Name. Finally, we have the file name. As discussed earlier, UNIX is very accommodating with regard to the length of file names. However there are some qualifications: File names cannot (usually) contain blank spaces, or the characters /, *, or ?. This is because / is used to separate levels of a pathname, * is a "wildcard" character which is expanded by the system to mean "any number of any characters," and ? is a wildcard representing "any single character." MS-DOS users in particular should recognize these "wildcard" characters.


http://docweb.cns.ufl.edu/docs/d0107/ar07s04.html

• Link counter

Most file systems that support hard links use reference counting. An integer value is stored with each physical data section. This integer represents the total number of links that have been created to point to the data. When a new link is created, this value is increased by one. When a link is removed, the value is decreased by one. If the link count becomes zero, the operating system usually automatically deallocates the data space of the file if no process has the file opened for access. The maintenance of this value assists users in preventing data loss. This is a simple method for the file system to track the use of a given area of storage, as zero values indicate free space and nonzero values indicate used space.

On POSIX-compliant operating systems, such as many Unix-variants, the reference count for a file or directory is returned by the stat() or fstat() system calls in the st_nlink field of struct stat.

• Link count: File vs Directory 

One of the results of the ls -l command  is the link count.

1. What is the link count of a file?
The link count of a file tells the total number of links a file has.the number of hard-links a file has.
The soft-link is not part of the link count since the soft-link's inode number is different from the original file.

2. How to find the link count of a file or directory?
any new file created will have a link count 1.
By default, a file will have a link count of 1

$ touch  test.c
$ ln test.c test-hardlink.c
$ ls -lai
total 8
3145743 drwxrwxr-x 2 vagrant vagrant 4096 Mar 31 11:44 .
3145730 drwxr-xr-x 6 vagrant vagrant 4096 Mar 31 11:44 ..
3145744 -rw-rw-r-- 2 vagrant vagrant    0 Mar 31 11:44 test.c
3145744 -rw-rw-r-- 2 vagrant vagrant    0 Mar 31 11:44 test-hardlink.c

$ ln -s test.c test-softlink.c
$ ls -lai
total 8
3145743 drwxrwxr-x 2 vagrant vagrant 4096 Mar 31 11:45 .
3145730 drwxr-xr-x 6 vagrant vagrant 4096 Mar 31 11:44 ..
3145744 -rw-rw-r-- 2 vagrant vagrant    0 Mar 31 11:44 test.c
3145744 -rw-rw-r-- 2 vagrant vagrant    0 Mar 31 11:44 test-hardlink.c
3145745 lrwxrwxrwx 1 vagrant vagrant    6 Mar 31 11:45 test-softlink.c -> test.c

3. Does the link count decrease whenever the hard-link is deleted?
When the hard link file is moved or deleted, the link count of the original file gets reduced.

$ rm test-hardlink.c
$ ls -lai
total 8
3145743 drwxrwxr-x 2 vagrant vagrant 4096 Mar 31 11:47 .
3145730 drwxr-xr-x 6 vagrant vagrant 4096 Mar 31 11:44 ..
3145744 -rw-rw-r-- 1 vagrant vagrant    0 Mar 31 11:44 test.c
3145745 lrwxrwxrwx 1 vagrant vagrant    6 Mar 31 11:45 test-softlink.c -> test.c

4. When does the link count of a directory change?
A directory "xyz" is created and the default link count of any directory is 2. The extra count is because for every directory created, a link gets created in the parent directory to point to this new directory.
link count of a directory minus 2 gives you the total number of sub-directories present in the directory.

$ mkdir xyz
$ ls -ld xyz/
drwxrwxr-x 2 vagrant vagrant 4096 Mar 31 11:50 xyz/
$ mkdir -p xyz/abc
$ mkdir -p xyz/efg
$ ls -ldia xyz
3145746 drwxrwxr-x 4 vagrant vagrant 4096 Mar 31 11:51 xyz

http://www.theunixschool.com/2012/10/link-count-file-vs-directory.html

• Q1: The Unix inode structure contains a reference count. What is the reference count for? Why can't we just remove the inode without checking the reference count when a file is deleted?

    Inodes contain a reference count due to hard links. The reference count is equal to the number of directory entries that reference the inode. For hard-linked files, multiple directory entries reference a single inode. The inode must not be removed until no directory entries are left (ie, the reference count is 0) to ensure that the filesystem remains consistent.

• On a storage device, a file or directory is contained in a collection of blocks

Information about a file is contained in an inode, which records information such as the owner, when the file was last accessed, how large it is, whether it is a directory or not, and who can read from or write to it. The inode number is also known as the file serial number and is unique within a particular filesystem
https://developer.ibm.com/tutorials/l-lpic1-104-6/

n-tiered application

• The J2EE platform is a multi-tiered system

A tier is a logical or functional partitioning of a system

Client tier represents Web browser, a Java or other application, Applet, WAP phone etc. The client tier makes requests to the Web server who will be serving the request by either returning static content if it is present in the Web server or forwards the request to either Servlet or JSP in the application server for either static or dynamic content.

Presentation tier encapsulates the presentation logic required to serve clients. A Servlet or JSP in the presentation tier intercepts client requests, manages logons, sessions, accesses the business services, and finally constructs a response, which gets delivered to client.

Business tier provides the business services. This tier contains the business logic and the business data. All the business logic is centralized into this tier as opposed to 2-tier systems where the business logic is scattered between the front end and the backend. The benefit of having a centralized business tier is that same business logic can support different types of clients like browser, WAP, other stand-alone applications etc.

Integration tier is responsible for communicating with external resources such as databases, legacy systems, ERP systems, messaging systems like MQSeries etc. The components in this tier use JDBC, JMS, J2EE Connector Architecture (JCA) and some proprietary middleware to access the resource tier.

Resource tier is the external resource such as a database, ERP system, Mainframe system etc responsible for storing the data. This tier is also known as Data Tier or EIS (Enterprise Information System) Tier.



The advantages of a 3-tiered or n-tiered application:
3-tier or multi-tier architectures force separation among presentation logic, business logic and database logic

Manageability: Each tier can be monitored, tuned and upgraded independently and different people can have clearly defined responsibilities.

·         Scalability: More hardware can be added and allows clustering (i.e. horizontal scaling).

·         Maintainability: Changes and upgrades can be performed without affecting other components.

·         Availability: Clustering and load balancing can provide availability.

·         Extensibility: Additional features can be easily added.
http://allu.wordpress.com/2007/08/18/j2ee-3-tier-or-n-tier-architecture/

• In software engineering, multi-tier architecture (often referred to as n-tier architecture) is a client–server architecture in which presentation, application processing, and data management functions are logically separated. For example, an application that uses middleware to service data requests between a user and a database employs multi-tier architecture. The most widespread use of multi-tier architecture is the three-tier architecture.

http://en.wikipedia.org/wiki/Multitier_architecture

• Using J2EE to develop n-tier applications involves breaking apart the different layers in the two-tier architecture into multiple tiers. An n-tier application could provide separate layers for each of the following services:

    Presentation: In a typical Web application, a browser running on the client machine handles presentation.
    Dynamically generated presentation: Although a browser could handle some dynamically generated presentation, for the widest support of different browsers much of the action should be done on the Web server using JSPs, servlets, or XML (Extensible Markup Language) and XSL (Extensible Stylesheet Language).
    Business logic: Business logic is best implemented in Session EJBs (described later).
    Data access: Data access is best implemented in Entity EJBs (described later) and using JDBC.
    Backend system integration: Integration with backend systems may use a variety of technologies. The best choice will depend upon the exact nature of the backend system.
http://www.javaworld.com/jw-12-2000/jw-1201-weblogic.html

Proxy Pattern

• The Proxy Pattern

Intent
Provide a surrogate or placeholder for another object to control access to it

A proxy is
› a person authorized to act for another person
› an agent or substitute
› the authority to act for another

There are situations in which a client does not or can not reference an
object directly, but wants to still interact with the object

A proxy object can act as the intermediary between the client and the target
object

http://userpages.umbc.edu/~tarr/dp/lectures/Proxy.pdf

• Intent

    Provide a surrogate or placeholder for another object to control access to it.
    Use an extra level of indirection to support distributed, controlled, or intelligent access.
    Add a wrapper and delegation to protect the real component from undue complexity.

Problem

You need to support resource-hungry objects, and you do not want to instantiate such objects unless and until they are actually requested by the client.

Example

The Proxy provides a surrogate or place holder to provide access to an object. A check or bank draft is a proxy for funds in an account. A check can be used in place of cash for making purchases and ultimately controls access to cash in the issuer’s account.

Rules of thumb

    Adapter provides a different interface to its subject. Proxy provides the same interface. Decorator provides an enhanced interface.
    Decorator and Proxy have different purposes but similar structures. Both describe how to provide a level of indirection to another object, and the implementations keep a reference to the object to which they forward requests.
 
http://sourcemaking.com/design_patterns/proxy

• Proxy pattern

A proxy, in its most general form, is a class functioning as an interface to something else. The proxy could interface to anything: a network connection, a large object in memory, a file, or some other resource that is expensive or impossible to duplicate.
http://en.wikipedia.org/wiki/Proxy_pattern

flyweight pattern

Basit nesneler olusturmak istiyorsunuz ve bu nesnelerin bazi
veri degerleri farklidir. Nesnelerdem çok fazla
olusturdugunuzda bellek fazla kullanilacaksa, nesnelerden 1
tane olusturup, farkli verileri bu nesneye metot parametresi
olarak göndermek daha iyi olacaktir.

Bu kullanim flyweight sablonudur.

Örnegin; bir kelime islemci uygulamasindaki her harf için bir
nesne olusturmaktansa harfin bir kopyasi olusturulur ve
kullanilacagi yerlerde bu kopyanin referansi kullanilir.

http://members.comu.edu.tr/msahin/courses/ust_duzey_files/patterns/flyweight.pdf

Abstract Factory pattern

Abstract Factory pattern

Intent

Provide an interface for creating families of related or dependent objects
without specifying their concrete classes.

The Abstract Factory pattern is very similar to the Factory Method pattern.
One difference between the two is that with the Abstract Factory pattern, a
class delegates the responsibility of object instantiation to another object
via composition whereas the Factory Method pattern uses inheritance and
relies on a subclass to handle the desired object instantiation.

Actually, the delegated object frequently uses factory methods to perform
the instantiation


Applicability
Use the Abstract Factory pattern in any of the following situations:

A system should be independent of how its products are created,
composed, and represented
class can't anticipate the class of objects it must create
A system must use just one of a set of families of products
A family of related product objects is designed to be used together, and you
need to enforce this constrain

http://userpages.umbc.edu/~tarr/dp/lectures/Factory.pdf

bridge pattern

• bridge pattern

The bridge pattern is a design pattern used in software engineering which is meant to "decouple an abstraction from its implementation so that the two can vary independently
The bridge uses encapsulation, aggregation, and can use inheritance to separate responsibilities into different classes
http://en.wikipedia.org/wiki/Bridge_pattern

• Usages 

1. when you want to avoid permanent binding between abstraction and its implementation
2. when you want to let abstractions and their implementations be extensible by subclassing
3. changes in the implementation of abstractions should have no impact on clients so that client codes should not be recompiled
4. mostly used in drivers like database drivers

Factory Pattern

• Define an interface for creating object.But let subclasses decide which class to instantiate

• Bir factory şablonu, kendisine verilen parametre ve değerlere göre mümkün olan birkaç sınıftan istediğimizi oluşturur ve bize döndürür. Genellikle geriye döndürülen tüm sınıflar ortak bir ebeveyn sınıfından yada arayüzünden oluşturulmuştur.

http://members.comu.edu.tr/msahin/courses/ust_duzey_files/patterns/factory.pdf

Interview Questions for IT Project Managers

Sample Interview Questions for IT Project Managers

1. Say you are the Project Manager for a team which gets an order to implement the company's flagship product to a new country/region for the very first time. What attributes would you consider to successfully establish this product in the region?

I understand the interviewer for looking for an answer which was aroung ROI (Return on investment)


2. A project is implemented, you being the project manager , how would you find that the all requirements stated in the Requirements document have been satisfied ?

Using Tracebility Matrix one can track the requirements.

3. Say you have a team for 4 members, out of these 2 team members are suppose to travel for implementation at a customer site next week. Say these 2 team members resign a day before they are about to travel? How would you handle such a situation?

4. Say you are gathering requirements at a customer site. For one such requirement you are suppose to get the requirements from a vendor who is going to lose his job after this project is implemented and thus this vendor is not cooperating while defining the requirements ? What would be your approach for tackling this situation?

5. What would you be your reaction when a project sponsor adds or keeps adding new requirements during System Integration testing?

6. What key attribitues would you be tracking while implementing a project?

http://infosys-project-manager-interviews.blogspot.com/search/label/Interview%20Q%27s%20for%20Project%20Managers

• Define Project?

A project is a temporary endeavor that is unique with a definite start and an end time with a desired result.

Define Plan?
A plan defines –
• Risks, Resources , Communication
• Scope, Budget, Schedule, Quality

What are the principles of Prince2?
The principles are –
• Manage by stages
• Focus on products
• Manage by exception
• Tailor to suit the project environment
• Continued business justification
• Learn from experience
• Defined roles and responsibilities

https://dvq2z39rr5ipe.cloudfront.net/interview-question/prince2-interview-questions/

Software Project Management Interview Questions

What is project management?

Why are project managers required?

What all activities come under project planning?

Who all are the stakeholders in a project?

How do you initiate projects? What all groups are involved? Is there any formal process adopted in your organization?

What all documents created for the project and their significance?

How do you identify the number of resources required for the project?

How are the efforts estimated in the Project?

What methodology is used for estimations?

What do you understand by project risks?

How are project risks identified? How would you mitigate the same?

How to take care of hardware and software requirement for the project?

What are quality plans? What are the key objectives?

What are SCM plans? What are the key objectives?

What is meant by deviation?

What status reporting mechanism was used in the Project?

Explain project life cycle ?

How many phases are there in software project ?

Explain different software development life cycles ?

What are the contents of project management plan document?

What is a fish bone diagram ? What is Ishikawa diagram ?

What is pareto principle ? What is80/20 principle ?

What tools were used for configuration management?

How do you handle change request? What is internal change request?

What is the software you have used for project management?

What activities are performed while project closure?

What do you understand by defect prevention?

How is software shipment managed in the project?

http://infosys-project-manager-interviews.blogspot.com/search/label/Interview%20Q%27s%20for%20Team%2FProject%20Lead%20and%20Managers

PMBOK guide - Project Management Certification

PMBOK guide - Project Management Certification

The PMBOK guide defines the project management processes as follows

Initiating Process: Defines and authorizes the project

Planning Process: Plans the course of action required to attain project objectives and define the scope of the Project.

Executing Process: Integrates people and other resources to carry out the project plan for the project.

Monitoring and Controlling Process: Regularly measures and monitors the activities of the project so that corrective action can be taken when needed.

Closing Process: Formalize the acceptance of the Project and brings the Project to an orderly end


The responsibilities of a Project Manager across Processes.

Planning Process

· Spend 90% of your time here. Do not rush this phase.
· Prepare to run meetings with various Stakeholders
· Ensure that potential Project Risks/Issues identified and create a
· Risk Management Plan
· Identify Key Project constraints/Assumptions
· Identify and Define Project Team Organization Structure
· Identify list of all the Activities of the Project
· Construct Activity Sequences (Predecessor, Successor relationship)
· Identify the Duration of the each activity
· Determine the Skill requirements by type of work and identify suitable resource for it
· Determine the Costs for Individual Activities
· Define the Customer Quality Expectations
· Define Quality Management Plan for your Project
· Ensure that the Quality Activities of the Project are not overlooked
· Define Communication Management Plan to disseminate Project Information to stakeholders
· Define Procurement Management Plan for software/hardware requirements for your project
· Construct a comprehensive Project Plan by including Communication management/ProcureManagement/Risk/Assumptions/Constraints/Issues/Activities

Executing Process

· Approve all the Change Requests
· Approve the Project Plan
· Direct the technical Team to execute the work as defined in the Project Plan
· Direct the other Organizational interfaces to execute work as defined in the Project Plan
· Acquire Project resources and assign them
· Collect data/Metrics about the Project

Monitoring & Controlling Process

· Monitor Risks and see their Progress using Risk Management Plan
· Monitor each Project activity using the Project plan
· Disseminate Project status information to Stakeholders
· Produce Performance report with regard to Scope, Schedule, Cost, Resources, Quality and Risk
· Look for potential Change Requests and implement them using Change Control Procedure
· Control the Cost (possible using EVA(Earned Value Analysis ))
· Control the Quality by implementing quality review techniques and standards identified in the Quality Management Plan
· Manage the Project Team Members performance, Providing feedback, resolving issues to enhance Project performance
· Manage Stakeholders Expectations and resolve issue

Closing Process

· Formally terminate all activities of the Project
· Hand off the completed Deliverable/Product to Customer
· Release all the Project resources including software/hardware
· Create Lessons Learnt Document and share your experiences
· Archive all the Project Documentation




General Guidelines

· Always “Communicate, Communicate, Communicate”
· Understand Customers Language and give what they want. “No more, No less”
· Provide “True status” of the Project all the times
· Use Tools and Techniques to increase your Team Productivity
· Use Microsoft Project Plan for better planning
· Closely monitor Project Critical Path
· Identify Risks in every Project Phase and discuss them in all the Meetings
· Create a Daily Log for all your activities
· Mentor your Team members
· Success or Failure, You are Accountable


http://infosys-project-manager-interviews.blogspot.com/

nested,inner queries, subqueries

• Nested,inner,subquery, Sql Queries

select *
from Customers
where CustomerID in
    (select customerID
    from Orders
    where OrderID in
        (select orderID
        from [Order Details]  
        where ProductID = 1
        )
    )
   
   
   

• How subqueries work

Subqueries, also called inner queries, appear within a where or having clause of another SQL statement or in the select list of a statement. You can use subqueries to handle query requests that are expressed as the results of other queries. A statement that includes a subquery operates on rows from one table, based on its evaluation of the subquery's select list, which can refer either to the same table as the outer query, or to a different table.


For example, this subquery lists the names of all authors whose royalty split is more than $75:

select au_fname, au_lname
from authors
where au_id in
   (select au_id
    from titleauthor
    where royaltyper > 75)

select statements that contain one or more subqueries are sometimes called nested queries or nested select statements.

Multiple levels of nesting
"Find the names of authors who have participated in writing at least one popular computing book:"

select au_lname, au_fname
from authors
where au_id in
   (select au_id
    from titleauthor
    where title_id in
       (select title_id
        from titles
        where type = "popular_comp") )
       
       
Subqueries in update, delete, and insert statements

The following query doubles the price of all books published by New Age Books.
update titles
set price = price * 2
where pub_id in
   (select pub_id
    from publishers
    where pub_name = "New Age Books")
   

You can remove all records of sales of business books with this nested select statement
delete salesdetail
where title_id in
   (select title_id
    from titles
    where type = "business")
   
An equivalent delete statement using a join is:
delete salesdetail
from salesdetail, titles
where salesdetail.title_id = titles.title_id
and type = "business"

http://manuals.sybase.com/onlinebooks/group-as/asg1250e/sqlug/@Generic__BookTextView/13332;pt=13262



the name of every song by Metallica that contains the lyric “justice” with the following subquery
SELECT song_name FROM Album
WHERE band_name = ‘Metallica’
AND song_name IN
(SELECT song_name FROM Lyric
WHERE song_lyric LIKE ‘%justice%’);

all Metallica songs in the “And Justice for All” album that do not contain the word “justice” by way of the following code:
SELECT song_name FROM Album
WHERE album_name = ‘And Justice for All’
AND band_name = ‘Metallica’
AND song_name NOT IN
(SELECT song_name FROM Lyric
WHERE song_lyric LIKE ‘%justice%’);


a list of Metallica songs performed by Damage, Inc. from my Cover table
SELECT Album.song_name FROM Album
WHERE Album.band_name = ‘Metallica’
AND EXISTS
(SELECT Cover.song_name FROM Cover
WHERE Cover.band_name = ‘Damage, Inc.’
AND Cover.song_name = Album.song_name);


For example, I want to verify Album table entries for every Metallica song. Also, I want to return the album names that have missing tracks. Conveniently, the AlbumInfo table contains a column (album_tracks) signaling how many tracks there should be.
SELECT AlbumInfo.album_name FROM AlbumInfo
WHERE AlbumInfo.band_name = ‘Metallica’
AND album_tracks <>
(SELECT COUNT(*) FROM Album
WHERE Album.album_name = AlbumInfo.album_name);


The next example will return every Metallica album, the number of tracks it should contain, and how many entries are included in the Album table:
SELECT AlbumInfo.album_name, album_tracks,
(SELECT COUNT(*) FROM Album
WHERE Album.album_name = AlbumInfo.album_name)
FROM  AlbumInfo
WHERE AlbumInfo.band_name = ‘Metallica’;


changing the album_tracks value in the AlbumInfo table to the actual number of entries in the Album table:
UPDATE AlbumInfo SET album_tracks =
SELECT COUNT(*) FROM Album
WHERE AlbumInfo.album_name = Album.album_name)
WHERE AlbumInfo.band_name = ‘Metallica’;


Subselect comparison keywords (ALL, SOME, ANY)

SELECT * FROM AlbumSales
WHERE album_gross >
ALL (SELECT album_costs FROM AlbumProduction);

http://www.techrepublic.com/article/use-sql-subselects-to-consolidate-queries/1045787

The Rule of Seven

The Rule of Seven

A control chart is a line graph that represents measurements of a process performance. The chart also contains the Target Value for the attribute being measured, the upper control limit (UCL) and the Lower Control Limit (LCL).

Rule of seven : In control charts, if there are seven points on one side of mean, then an assignable cause must be found.

http://www.preparepm.com/notes/quality.html

Rough Order of Magnitude

Rough Order of Magnitude
the Rough Order of Magnitude estimate = -50% to +50%.


Rough Order-of-Magnitude (ROM) Estimate of costs and time when Requirements are not specified in the early stages of the project.

he ROM Estimate includes the following project parameters which are the foundation for estimation:
Parameter Explanation
Interval, staff-hours Project may be completed within this range if all Requirements will be within the scope specified by Vision document.
Accuracy, % ROM Estimate is created by three estimators. Accuracy equals to 100% minus the biggest difference between one individual estimate and the mean.
Time estimate, weeks Minimum and maximum duration of the project in weeks.
Retainer Amount of staff-hours required to complete Inception Phase in order to produce detailed Specification and exact project Budget.
KSLOC estimated An estimate of Kilo Software Lines Of Code to be written in the project. We calculate and estimate only hand-written, non-empty, non-comment lines of code.
Unadjusted FPs Function Points as an output parameter from COCOMO-II estimate method. In a simplified approach, function points could be compared with software functions or class methods.
Features, BC/WC/ML List of Features from Vision document that were used by estimators. Best Case (BC), Worst Case (WC), and Most Likely (ML) are the output numbers of three-point estimate method. The numbers are just programming staff-hours by the estimate of programmers.


http://www.technoparkcorp.com/process/cost/rom

plan–do–check–act

PDCA (plan–do–check–act or plan–do–check–adjust) is an iterative four-step management method used in business for the control and continuous improvement of processes and products. It is also known as the Deming circle/cycle/wheel, Shewhart cycle, control circle/cycle, or plan–do–study–act (PDSA). Another version of this PDCA cycle is OPDCA. The added "O" stands for observation or as some versions say "Grasp the current condition."
http://en.wikipedia.org/wiki/PDCA

cost of quality

any activity that helps you find, prevent or fix defects in your products is included in the cost of quality

stakeholder

stakeholder
someone who has invested money into something, or who has some important connection with it, and therefore is affected by its success or failure
http://www.ldoceonline.com/dictionary/stakeholder

a stakeholder is anyone who is affected by the cost, time or scope of your project.

Project Selection Methods

Project Selection Methods
a project can be selected by using one or more project selection methods that fall into three categories:

1. Benefit measurement methods
2. Constrained optimization methods
3. Expert Judgment

Benefit Measurement Methods

These methods use comparative approaches to compare the benefits obtained from the candidate projects so that the project with the maximum benefit will be selected. These methods fall into three categories:

1. Scoring models
2. Benefit contributions and
3. Economic models.

Scoring Models
A scoring model evaluates projects by using a set of criteria with a weight or score assigned to each criterion.
Benefit Contributions
These methods are based on comparing the benefit contributions from different projects.
Economic Models
An economic model is used to estimate the economic efficiency of a project, and it involves a set of calculations to provide overall financial data about the project.

The common terms involved in economic models are explained in the following list.
Benefit Cost Ratio (BCR)
- This is the value obtained by dividing the benefit by the cost.
Cash flow
- Whereas cash refers to money, cash flow refers to both the money coming in and the money going out of an organization
Internal Return Rate (IRR)
- This is just another way of interpreting the benefit from the project
Present Value (PV) and Net Present Value (NPV)
- To understand these two concepts, understand that one rupee today can buy you more than what one rupee can buy next year. (Inflation)
Opportunity cost
- This refers to selecting a project over another due to the scarcity of resources
Discounted Cash Flow (DCF)
- The discounted cash flow refers to the amount that someone is willing to pay today in anticipation of receiving the cash flow in the future.
Return on Investment (ROI)
- The ROI is the percentage profit from the project.


Constrained Optimization Methods
Constrained optimization methods are concerned with predicting the success of the project. These methods are based on complex mathematical models that use formulae and algorithms to predict the success of a project

These models use the following kinds of algorithms:
• Linear
• Nonlinear
• Dynamic
• Integer
• Multiple objective programming




Expert Judgment (take a look)

Expert judgment is one of the techniques used in project management to accomplish various tasks, including project selection. It refers to making a decision by relying on expert advice from one or more of the following sources:

• Senior management
• An appropriate unit within the organization
• The project stakeholders, including customers and sponsors
• Consultants
• Professional and technical associations
• Industry groups
• Subject matter experts from within or outside of the performing organization
• Project management office (PMO)

The use of expert judgment is not limited to the project selection. It can be and is used in many processes, such as developing a project charter. Expert judgment can be obtained by using a suitable method, such as individual consultation, interview, survey, and panel group discussion.

http://pmpkiriakidis.wikidot.com/project-selection-methods

Halo Effect

Halo Effect
Halo Effect is the assumption that because the person is good at a technology, he will be good as a project manager.
http://www.preparepm.com/notes/hr.html

communication channels

1.       You are managing a telecom project. You have got two teams reporting to you. One team is responsible for equipment installation and the other team is responsible to commission and test that equipment. Both teams are working in parallel such that as soon as the installation teams finishes equipment installation at one site they move on to another site for installations and the commissioning and testing team start their activities on the newly installed site. The reporting structure is such that each of the teams has 5 engineers headed by a team lead. Each team member interacts with each other; however only the team leads interact with you. Both the team leads also interact with each other to synchronize their operations.
How many communication channels do you have in your project?
A.       33
B.       23
C.       42
D.       78


the answer is 33 and logic convinces (But the explanation is little misunderstanding, so I am putting in different words)
Here we have two independent teams.
Each team has 6 members, i.e., 5 engineers and one team lead.
Each team member is interacting with each other, so communication channels for each team are (6)(6-1)/2=15.
Both the team leads are communicating with you (PM) so there are two communication channels for this interaction.
Further since both the team leads are interacting with each other there is an another communication channel between them.
Hence the total communication channels in your project is 15+15+2+1=33


http://pmzilla.com/question-calculation-communication-channels-please-help-solution-0

• N(N-1)/2 – Formula for Number of Communication Channels

N(N-1)/2 is the formula to calculate the number of communication channels on a project where N=the number of team members/stakeholders on a project
http://projectmanagementessentials.wordpress.com/2010/02/02/nn-12-formula-for-number-of-communication-channels/

Herzberg's motivation-hygiene theory

• Herzberg's motivation-hygiene theory

The Two-factor theory (also known as Herzberg's motivation-hygiene theory and Dual-Factor Theory) states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction. It was developed by Frederick Herzberg, a psychologist, who theorized that job satisfaction and job dissatisfaction act independently of each other


Two-factor theory distinguishes between:

Motivators (e.g. challenging work, recognition, responsibility) that give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth,and

Hygiene factors (e.g. status, job security, salary, fringe benefits, work conditions) that do not give positive satisfaction, though dissatisfaction results from their absence. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary


http://en.wikipedia.org/wiki/Two-factor_theory

mcclelland's achievement theory

• mcclelland's achievement theory

David McClelland and his associates proposed McClelland’s theory of Needs / Achievement Motivation Theory. This theory states that human behaviour is affected by three needs - Need for Power, Achievement and Affiliation. Need for achievement is the urge to excel, to accomplish in relation to a set of standards, to struggle to achieve success. Need for power is the desire to influence other individual’s behaviour as per your wish. In other words, it is the desire to have control over others and to be influential. Need for affiliation is a need for open and sociable interpersonal relationships. In other words, it is a desire for relationship based on co-operation and mutual understanding
http://www.managementstudyguide.com/mcclellands-theory-of-needs.htm

Maslow's hierarchy of needs

Maslow's hierarchy of needs
Maslow's hierarchy of needs is a theory in psychology, proposed by Abraham Maslow in his 1943 paper "A Theory of Human Motivation"
http://en.wikipedia.org/wiki/Maslow%27s_hierarchy_of_needs

Douglas McGregor's X Y Theory

• Douglas McGregor's XY Theory

Douglas McGregor, an American social psychologist, proposed his famous X-Y theory in his 1960 book 'The Human Side Of Enterprise'. Theory x and theory y are still referred to commonly in the field of management and motivation, and whilst more recent studies have questioned the rigidity of the model, Mcgregor's X-Y Theory remains a valid basic principle from which to develop positive management style and techniques. McGregor's XY Theory remains central to organizational development, and to improving organizational culture.

McGregor's X-Y theory is a salutary and simple reminder of the natural rules for managing people, which under the pressure of day-to-day business are all too easily forgotten.

McGregor's ideas suggest that there are two fundamental approaches to managing people. Many managers tend towards theory x, and generally get poor results. Enlightened managers use theory y, which produces better performance and results, and allows people to grow and develop

http://www.businessballs.com/mcgregor.htm

• Motivation Theory - McGregor

Theory X workers could be described as follows:

- Individuals who dislike work and avoid it where possible

- Individuals who lack ambition, dislike responsibility and prefer to be led

- Individuals who desire security


Theory Y workers were characterised by McGregor as:

- Consider effort at work as just like rest or play

- Ordinary people who do not dislike work. Depending on the working conditions, work could be considered a source of satisfaction or punishment

- Individuals who seek responsibility

http://www.tutor2u.net/business/people/motivation_theory_mcgregor.asp

• Theory X and Theory Y

Theory X and Theory Y are theories of human motivation created and developed by Douglas McGregor at the MIT Sloan School of Management in the 1960s that have been used in human resource management, organizational behavior, organizational communication and organizational development. They describe two contrasting models of workforce motivation.

Theory X and Theory Y have to do with the perceptions managers hold on their employees, not the way they generally behave
http://en.wikipedia.org/wiki/Theory_X_and_Theory_Y

contract types

Contract Types and Risk	1. Fixed Price 2. Cost-Reimbursable 3.Time & Material
CR	Buyer has risk, as total cost are unknownYou are buying “what to do” from seller.
Cost plus fee or Cost Plus Percentage of Cost (CPPC)	No valid for federal contracts. Sellers are not motivated to control cost, used when buyer can tell what is needed then what to do. Seller write SOW. Bad for buyer
Cost Plus Fixed Fee (CPFF)	Used for research and development contracts (which generally have low level of detail in the scope); fixed fee can change if there is a change to the contract (usually through change orders). The risk rests with the buyer. This is the most common cost reimbursable contract.
Cost Plus Incentive Fee CPIF)	Buyer and seller share in savings based on predetermined %s; long performance periods and substantial development and test requirements (incentive to the seller to perform on or ahead of time) Cost plus agreed fee plus a bonus for beating the objective
Cost plus Award fee	Similar to CPIF but award amount is amount is determined in advance and apportioned out depending on performance.
	In Cost plus contract, the only firm figure is the fee
T & M	Used for small amount contract. Good if the buyer wants to be in full control and/or the scope is unclear/not detailed or work has to start quickly. Profit factor into the hourly rate. Fixed rate but variable total cost. They are open ended.
Fixed price or Firm Fixed Price (FFP)	Buyer defines reasonably detailed specifications (e.g. SOW). Shift risk to seller. Good when deliverable is not a core competency. Fixed Price (FP) is the most common type of contract in the world. Seller is at risk.
Fixed Price Plus Incentive Fee (FPIF)	Incentives for fixed price contract. The inventive is same as CPIF. High-value projects involving long performance periods
Fixed Price Award Fee	“bonus” to the seller based on performance (e.g. 100K + 10K for every designated incremental quality level reached. Award fee is decided in advance.
Fixed Price Economic Price Adjustment (FPEPA)	Allow Price increase if the contract is for multiple years
Purchase Order	A form of contract that is normally unilateral and used for simple commodity purchases. It is simplest type of fixed price contract and is usually unilateral(Signed by one party instead of bilateral)
Contract type Vs Risk	FP – FPIF – FPAF – FPEPA – T&M – CPIF – CPAF – CPFF – CPPC Fixed Price – T&M – Cost Reimbursable Buyer’s risk from low to high Seller’s risk from high to low

http://www.pmpnotes.com/pmp-notes/procurement-management/

CONFLICT MANAGEMENT

• Win-Win, Win-Lose, and Lose-Lose Situations

Win-win, win-lose, and lose-lose are game theory terms that refer to the possible outcomes of a game or dispute involving two sides, and more importantly, how each side perceives their outcome relative to their standing before the game. For example, a "win" results when the outcome of a negotiation is better than expected, a "loss" when the outcome is worse than expected.
expectations determine one's perception of any given result.


Win-win outcomes occur when each side of a dispute feels they have won
Since both sides benefit from such a scenario, any resolutions to the conflict are likely to be accepted voluntarily

Win-lose situations result when only one side perceives the outcome as positive. Thus, win-lose outcomes are less likely to be accepted voluntarily.

Lose-lose means that all parties end up being worse off. An example of this would be a budget-cutting negotiation in which all parties lose money. In some lose-lose situations, all parties understand that losses are unavoidable and that they will be evenly distributed. In such situations, lose-lose outcomes can be preferable to win-lose outcomes because the distribution is at least considered to be fair

http://www.beyondintractability.org/bi-essay/win-lose


Resolving conflict rationally and effectively

We've all seen situations where different people with different goals and needs have come into conflict
The fact that conflict exists, however, is not necessarily a bad thing: As long as it is resolved effectively, it can lead to personal and professional growth.
Thomas-Kilmann Conflict Mode Instrument (TKI) which helps you to identify which style you tend towards when conflict arises.
http://www.mindtools.com/pages/article/newLDR_81.htm

•  ACHIEVING EFFECTIVE CONFLICT MANAGEMENT

  Thomas (1976) proposes that each of the five management styles identified may be effective depending on the situation.  In fact, he matches the five conflict management styles with the appropriate situation as follows:

Avoidance

- When the issue is trivial
- When the costs outweigh the benefits of resolution
- To let the situation cool down
- When getting more information is imperative
- When others can solve the problem more effectively
- When the problem is a symptom rather than a cause

Compromise/sharing

- When the objectives are important, but not worth the effort or potential disruption likely to result from assertive behaviour
- When there is a "standoff"
- To gain temporary settlements to complex problems
- To expedite action when time is important
- When collaboration or competition fails

Competition/domination

- When quick, decisive action is essential, as in emergencies
- When critical issues require unpopular action, as in cost cutting
- When issues are vital to the welfare of the organization
- Against individuals who take unfair advantage of others

Accommodation

- When you find you have made a mistake
- When the issues are more important to others
- To build good will for more important matters
- To minimize losses when defeat is inevitable
- When harmony and stability are particularly important
- To allow subordinates a chance to learn from their mistakes

Collaboration/integration

- When both sets of concerns are so important that only an integrative solution is acceptable; compromise is unsatisfactory
- When the goal is to learn
- To integrate insights from individuals with different perspectives
- When consensus and commitment are important
- To break through ill feelings that have hindered relationships (pp. 101, 102)


http://www.mun.ca/educ/faculty/mwatch/vol1/treslan.html

• Team Conflict Management Strategies to Grow Your Organization

Defining Destructive and Creative Conflict

Destructive conflict is typically characterized by ineffective communication and work relationships leading to tension, argument, antagonism, or animus. Destructive conflict may take the form of mild team conflict, wider arguments or hostility, or even a dysfunctional senior leadership team. Left unaddressed, destructive conflict may spread throughout the work place. It reduces effectiveness and The PICAS Factors, and can tear apart an organization.

Constructive or creative conflict is characterized by effective communication and strong relationships. There is deep respect for and valuing of each other's ideas and perspectives. People have the mindset and skills to work together well with colleagues and customers of different cultural backgrounds. This builds The PICAS Factors and business success.

http://mdbgroup.com/conflict1.html

• Seven Strategies for Managing Conflict

Deal with it. Most people prefer to avoid conflict.

Conflict needs to be dealt with. If you ignore or avoid it, it can lead to increased stress and unresolved feelings of anger, hostility and resentment.

Think it through. Before addressing the person with whom you have a conflict, consider discussing the situation with an objective friend or family member

Talk it out, face to face. Meeting in person can be intimidating, but it is often the best way to go.

Use a mediator if necessary. If a situation is particularly volatile or troublesome and other efforts have not worked, you might invite a neutral third party, such as a supervisor, to act as a mediator if this is agreeable to all concerned

Apologize when appropriate. Be aware of your own part in creating the conflict. If you've done something wrong or inappropriate, be willing to acknowledge it and say you're sorry, even if the conflict is not entirely a result of your actions

Choose your battles. There always will be differing opinions and ways of doing things. Decide which issues you can live with and which need addressing

Work to minimize conflict. Take steps to minimize conflict at work before it happens

Work on your own communication skills. The ability to express yourself clearly will allow you to say what's on your mind, ask for what you want and need and get your point across

Avoid troublemakers as much as possible. They will suck you in and drag you down.

http://www.dcardillo.com/articles/sevenstrategies.html

• Conflict management

Conflict management involves implementing strategies to limit the negative aspects of conflict and to increase the positive aspects of conflict at a level equal to or higher than where the conflict is taking place
http://en.wikipedia.org/wiki/Conflict_management

• Resolving Conflict in Work Teams

http://www.innovativeteambuilding.co.uk/pages/articles/conflicts.htm

• Successful Team Conflict Management Strategies

http://www.life123.com/career-money/career-development/team-conflict/team-conflict-management-strategies.shtml

Gold-Plating

  What Is Gold-Plating in Project Management?
 
    Gold-Plating in Project Management is the act of giving the customer more than what he originally asked for. Gold plating is common in software projects, and is usually done by team members either on an individual or a collaborative basis, most of the times without the knowledge of the Project Manager.

Why Gold Plate?

Gold plating is giving the customer something that he did not ask for, something that wasn’t scoped, and often something that the he may not want. So why do it?
http://www.projectmanagementlearning.com/what-is-gold-plating-in-project-management.html

• Gold plating

Gold plating in software engineering or Project Management (or time management in general) refers to continuing to work on a project or task well past the point where the extra effort is worth the value it adds (if any). After having met the requirements, the developer works on further enhancing the product, thinking the customer would be delighted to see additional or more polished features, rather than what was asked for or expected. The customer might be disappointed in the results, and the extra effort by the developer might be futile
http://en.wikipedia.org/wiki/Gold_plating_%28software_engineering%29

Kaizen

• Kaizen

Kaizen  Japanese for "improvement", or "change for the better" refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, and business management.
http://en.wikipedia.org/wiki/Kaizen

• What Is Kaizen?

In business management, kaizen is a Japanese tradition which is now used internationally, modified by each culture to best suit their own business environments. A literal translation of kaizen could be "to become good through change". At its most basic the concept of kaizen is one of restructuring and organizing every aspect of a system to ensure it remains at peak efficiency.

Kaizen is founded upon five primary elements:

    Quality Circles: Groups which meet to discuss quality levels concerning all aspects of a company's running.

    Improved Morale: Strong morale amongst the workforce is a crucial step to achieving long-term efficiency and productivity, and kaizen sets it as a foundational task to keep constant contact with employee morale.

    Teamwork: A strong company is a company that pulls together every step of the way. Kaizen aims to help employees and management look at themselves as members of a team, rather than competitors.

    Personal Discipline: A team cannot succeed without each member of the team being strong in themselves. A commitment to personal discipline by each employee ensures that the team will remain strong.

    Suggestions for Improvement: By requesting feedback from each member of the team, the management ensures that all problems are looked at and addressed before they become significant.
   
    Unlike many Western management techniques, which treat employees as numbers to be crunched for maximum efficiency, kaizen takes the opposite outlook, proposing essentially that a happy employee is a productive employee.
   
    http://www.wisegeek.com/what-is-kaizen.htm#

Seven Basic Quality Tools

• Seven Basic Tools of Quality

The Seven Basic Tools of Quality is a designation given to a fixed set of graphical techniques identified as being most helpful in troubleshooting issues related to quality
They are called basic because they are suitable for people with little formal training in statistics and because they can be used to solve the vast majority of quality-related issues

The seven tools are:

    Cause-and-effect (also known as the "fish-bone" or Ishikawa) diagram
    Check sheet
    Control chart
    Histogram
    Pareto chart
    Scatter diagram
    Stratification (alternately, flow chart or run chart)

http://en.wikipedia.org/wiki/Seven_Basic_Tools_of_Quality

• Seven Basic Quality Tools

Quality pros have many names for these seven basic tools of quality, first emphasized by Kaoru Ishikawa, a professor of engineering at Tokyo University and the father of “quality circles.”

Start your quality journey by mastering these tools, and you'll have a name for them too: "indispensable."

    Cause-and-effect diagram (also called Ishikawa or fishbone chart): Identifies many possible causes for an effect or problem and sorts ideas into useful categories.
    Check sheet: A structured, prepared form for collecting and analyzing data; a generic tool that can be adapted for a wide variety of purposes.
    Control charts: Graphs used to study how a process changes over time.
    Histogram: The most commonly used graph for showing frequency distributions, or how often each different value in a set of data occurs.
    Pareto chart: Shows on a bar graph which factors are more significant.
    Scatter diagram: Graphs pairs of numerical data, one variable on each axis, to look for a relationship.
    Stratification: A technique that separates data gathered from a variety of sources so that patterns can be seen (some lists replace “stratification” with “flowchart” or “run chart”).

http://asq.org/learn-about-quality/seven-basic-quality-tools/overview/overview.html

• Basic Quality Tools

Most of the organizations use quality tools for various purposes related to controlling and assuring quality.
These quality tools are quite generic and can be applied to any condition.
There are seven basic quality tools used in organizations.
http://www.tutorialspoint.com/management_concepts/basic_quality_tools.htm

• run chart     

A run chart is also known as run sequence plot. It is a graphical representation of observed data in a time sequence. The data generally represents the performance or output of a process. They are used to find anomalies in data that may help to detect factors that influence variability of a process. It is a simplest form of control chart as it depicts only the elementary measures of data over a period. These can also be created in Excel from the Ql Macros pull down menu
http://www.management-hub.com/project-management-tools-pert-gantt-run-chart.html

• Pareto Charts 

Pareto Charts have been used in project management, especially Six Sigma, as a useful tool. The Pareto chart shows vertical bars (in descending order) and a line chart depicting the cumulative totals of categories. Pareto charts can be easily created in Microsoft Excel. Generally, Pareto charts are an important tool used in quality management - but when are you supposed to use these? There are at least four instances when creating a Pareto chart is advisable:

To analyze the frequency of defects in a process
To look at causes in a process
To figure out what the most significant problem in a process is
To communicate data with others
http://www.brighthubpm.com/project-planning/57119-when-do-you-need-to-use-a-pareto-chart/

• Cause-and-effect diagram (also called Ishikawa or fishbone chart): Identifies many possible causes for an effect or problem and sorts ideas into useful categories.

Control charts: Graphs used to study how a process changes over time.
Pareto chart: Shows on a bar graph which factors are more significant.
Scatter diagram: Graphs pairs of numerical data, one variable on each axis, to look for a relationship.
http://asq.org/learn-about-quality/seven-basic-quality-tools/overview/overview.html

• The run chart can be a valuable tool at the beginning of a project, as it reveals important information about a process before you have collected enough data to create reliable control limits.

https://www.pqsystems.com/qualityadvisor/DataAnalysisTools/run_chart.php

Direct and Manage Project Execution

• Direct and Manage Project Execution

Direct and Manage Project Execution  is the process for "[...] executing the work defined in the project management plan to achieve the projects's requirements defined in the project scope statement"

Process Output
     The Deliverables are the produced (but not conformed) results of the project
    The Requested Changes "are request "[...] to expand or reduce project scope, to modify policies or procedures, to modify projct cost or budget, or to revise the project schedule [...]"
    The Implemented Change Requests are the realized results of approved change requests
    The Implemented Corrective Actions are the realized results of approved corrective actions
    The Implemented Preventive Aactions are the realized results of approved preventive actions
    The Implemented Ddefective Rrepair are the realized results of approved defective repair
    The Work Performance Information are status information collected and documented by the team
   
    http://www.mypmps.net/en/mypmps/knowledgeareas/integration/direct-manage-project-execution.html

Closing Process Steps

In the closing phase you should do the following:

1. Get the formal sing off from customer (you can said it like a formal acceptance of the deliverable)

2. Write the Lessons Learnt

3. Complete the project archives. Project files (It includes information in the project activities, including project scope, cost, time, risk and change management.). Project closure documentation (if project is cancelled before time)

4. Release the team.

Item 2,3 are OPAs. (Organizational Process Assets). Some authors manage the project files different than the project archives.

In Ritta's is that last thing to be done is release the team, but before you should complete the project archives.

Example:

A project is considered closed, when

 A)    Clients accept the product

B)     Lesson learned are completed

C)    Archives are completed

D)    Contract is finished


http://pmzilla.com/steps-closing-process

Project Kick-off Meeting

The agenda usually includes purpose of the project, deliverables and goals, key success factors of the project, communication plan, and the project plan.
http://www.tutorialspoint.com/management_concepts/project_kick_off_meeting.htm

Wireless Networking Protocols

IEEE 802.11 is a set of standards for implementing wireless local area network (WLAN) computer communication in the 2.4, 3.6 and 5 GHz frequency bands.
http://en.wikipedia.org/wiki/IEEE_802.11

the most prevalent is 802.11b. Equipment using 802.11b is comparitively inexpensive. The 802.11b wireless communication standard operates in the unregulated 2.4 Ghz frequency range. Unfortunately, so do many other devices such as cordless phones and baby monitors which can interfere with your wireless network traffic. The maximum speed for 802.11b communications is 11 mbps.

The newer 802.11g standard improves on 802.11b. It still uses the same crowded 2.4 Ghz shared by other common household wireless devices, but 802.11g is capable of transmission speeds up to 54 mbps

The 802.11a standard is in a whole different frequency range. By broadcasting in the 5 Ghz range 802.11a devices run into a lot less competition and interference from household devices. 802.11a is also capable of transmission speeds up to 54 mbps like the 802.11g standard, however 802.11 hardware is significantly more expensive.

Bluetooth devices trasnmit at relatively low power and have a range of only 30 feet or so. Bluetooth networks also use the unregulated 2.4 Ghz frequency range and are limited to a maximum of eight connected devices. The maximum transmission speed only goes to 1 mbps.

http://netsecurity.about.com/cs/wirelesssecurity/qt/qt_wifiprotocol.htm 

• a wireless personal area network technology designed and marketed by the Bluetooth Special Interest Group aimed at novel applications in the healthcare, fitness, beacons,security, and home entertainment industries

Compared to Classic Bluetooth, Bluetooth Smart is intended to provide considerably reduced power consumption and cost while maintaining a similar communication range.
CSR Mesh protocol uses Bluetooth Smart to communicate with other Bluetooth Smart devices in the network. Each device can pass the information forward to other Bluetooth Smart devices creating a “mesh” effect. For example, switching off an entire building of lights from a single smartphone.
https://en.wikipedia.org/wiki/Bluetooth_low_energy

• Wi-Fi calling is nothing new; apps like Skype, Google Hangouts, Facebook Messenger and WhatsApp make it easier to use a phone to place calls and send texts over the internet and forgo mobile networks altogether.

Carriers are also adopting Wi-Fi calling themselves. Whether it's because they want to bolster their network coverage or improve user experience, several networks have phones that have this service baked in.

Instead of using your carrier's network connection, you can make voice calls via a Wi-Fi network. That could mean using a Wi-Fi connection you have set up at home, or whatever Wi-Fi hotspot you happen to be on when you're out and about, such as at a cafe or library. In most ways, it's like any other phone call, and you still use regular phone numbers.

Wi-Fi calling is especially useful when you're in an area with weak carrier coverage. For example, when you're traveling to the residential countryside, or you're in a building with spotty reception. You may already be familiar with using Wi-Fi to send messages when SMS texting is unavailable (apps like Kik and Facebook Messenger provide these services) -- and the same applies when you're trying to place a call. With Wi-Fi, you can call a friend up even if you're in a dingy, underground bar (assuming you can connect to the bar's Wi-Fi, that is.)

Carrier-branded Wi-Fi calling is a bit different, however. It's baked directly into the phone's dialer, so you don't need to fire up an app or connect to a service to use it.
https://www.cnet.com/news/what-you-need-to-know-about-wifi-calling/

• A duplex communication system requires a pair of channels/frequencies hence the term duplex meaning two parts. The two channels are defined as uplink/downlink or reverse/forward.

In a full-duplex system simultaneous transmission/reception is available,i.e., one can transmit and receive simultaneously.
In a half-duplex system, each party can communicate with the other but not simultaneously; the communication is one direction at a time. Half duplex systems utilize separate channels for uplink and downlink, i.e., a transmit and receive frequency. In a half duplex communications system one user is allowed to transmit on the uplink channel at a time.
https://en.wikipedia.org/wiki/Duplex_(telecommunications)

reserved words in java?

The table below lists all the words that are reserved:

abstract	assert	boolean	break	byte	case
catch	char	class	const*	continue	default
double	do	else	enum	extends	false
final	finally	float	for	goto*	if
implements	import	instanceof	int	interface	long
native	new	null	package	private	protected
public	return	short	static	strictfp	super
switch	synchronized	this	throw	throws	transient
true	try	void	volatile	while

*Even though goto and const are no longer used in the Java programming language, they still cannot be used.

http://java.about.com/od/javasyntax/a/reservedwords.htm