Archive for the ‘IT Career’ Category


Former Marine fights to connect veterans with IT jobs

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One consulting firm’s hiring program aims to place U.S. military veterans in IT engagements.
The transition to corporate life can be challenging for military veterans. Companies aren’t used to hiring veterans, whose resumes are unlikely to make it past their keyword-filtering software. Veterans aren’t used to articulating their military experience in business terms, nor are they accustomed to typical workplace culture and communication. Far too often, uniquely skilled veterans returning from Iraq and Afghanistan hear the same disheartening message — that they’d make great security guards.

Nick Swaggert, a former infantry officer with the U.S. Marine Corps, sees untapped talent in these returning soldiers, and he’s committed to helping them find career opportunities in the tech world. Swaggert is Veterans Program Director at Genesis10, an outsourcing firm that provides IT consulting and talent management services. His job is to recruit veterans, help them translate their military experience to relevant corporate experience, and find a place for veterans to work at Genesis10’s clients.

Swaggert knows firsthand what it’s like to see a military career reduced to the output of a military skills translator (software that’s designed to match military skills, experience and training to civilian career opportunities).

“I was in the Marine Corps infantry. Backpack and guns type of thing. So what does it say for me? I can be a security guard,” Swaggert says of the typical automated skills translator. “Someone in the infantry probably pulled a trigger less than 0.1% of the time. They probably spent a lot of their time in logistics, leadership, setting up communications assets, organizing supply chains. These are all things we did, but my job says I pulled a trigger.”

In reality, the infantry experience varies widely for today’s service men and women – including Swaggert, who was sent to the Syrian border, 300 miles from the nearest base. “I needed to make sure that the supply chain — helicopters were flying us supplies — was optimized. When you live in a space the size of a conference room table, or you’re on a vehicle, there’s not a lot of room for error in terms of too much or too little supplies,” he recalls. “I needed to learn how to set up a satellite radio, to send digital pictures of smugglers we were catching back to the base. Using a very high-tech radio and a rugged laptop in a sandstorm, I learned to problem-solve communications assets. That doesn’t come across in a translator.”

When Swaggert left the Marine Corps, he found a new mission: helping veterans find civilian jobs that make use of their myriad talents.

“I got out in 2010. I was told time and time again, ‘Nick, you seem like a really great

guy, but you just don’t have the experience that we’re looking for.’ That’s what led me to go and get my master’s degree and become passionate about it. This is a huge opportunity. There’s a huge miss here in communication. Someone needs to be out there, proselytizing.”
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Swaggert also understands what it’s like to be an enlisted person and an officer — a rare perspective for veterans of the typically stratified U.S. military. He enlisted in the Marines right out of high school. He was later selected for an officer training program, which allowed him to get a college degree while in the Marines.

After getting his degree, Swaggert was commissioned as an officer in 2005. He wanted to be an infantry officer, even though a friend advised him to pursue a more hirable assignment in communications or logistics. “I said ‘no way, that’s not going to happen. I’m going to go serve my country on the front lines.’ Then I came home, and like many other people, saw that doesn’t help me.”

Even with a college degree, his path to a corporate career wasn’t always smooth.
Swaggert applied and was rejected for a corporate program that’s designed to train and certify military veterans in computer networking. “My ASVAB — Armed Services Vocational Aptitude Battery — it’s like the military SAT. It shows how well you can learn new jobs. I scored in the 96th percentile of all service members. They don’t look at that, though. They just say, ‘well, he was in the infantry, he can shoot guns. There’s no way he could possibly learn network stuff.’ This is exactly why people can’t get jobs.”

When young, college-educated officers leave the military, they’re often recruited through junior military officer (JMO) training programs at companies such as Deloitte, PwC, General Electric and PepsiCo. Companies compete to hire these service members, many of whom got their college degrees, served four years in the military, and are set to enter the business world at a young age having amassed significant leadership experience. “They have their degrees, the path is laid out for them, and they’re heavily recruited,” Swaggert says.

It’s a different world for enlisted men and women, most of whom leave the military without a college degree. Even if they get their degrees after serving in the military, it can be hard to find work. “An officer goes to college for four years, then serves for four years. An enlisted guy serves four years, then goes to college for four years. After eight years they’re fairly equivalent, but one group is highly employed and the other group is heavily underemployed,” Swaggert says.

Nationwide, the unemployment rate for military veterans who served after 9/11 was 9% in 2013, according to data from the U.S. Bureau of Labor Statistics. That’s down from 9.9% the year before, but well above the overall unemployment rate for civilians, which was 7.2% during the same period. The numbers are particularly bleak for the youngest veterans, aged 18-24, who posted a jobless rate of 21.4%.
c2 crew b

Nick Swaggert (center), pictured with the crew of his command and control vehicle during a break while patrolling the Syrian/Iraqi border.

“Being an officer, you gain a tremendous amount of experience and have tremendous leadership opportunities. The other group has been given similar, but not as extensive, experience. That’s where we think there’s a business opportunity,” Swaggert says.

At Genesis10, employees see the value of U.S. military experience in the corporate world. It’s a view that comes from the top. Harley Lippman is the CEO and owner of the $185 million privately-held firm, which is based in New York. Lippman participated in a program that brings groups of U.S. service-disabled veterans to Israel, and when he saw how well Israel treats its veterans – with comprehensive health services and job assistance, for example — Lippman was inspired to launch his company’s program on Veterans Day in 2011. Swaggert joined the effort in mid-2013. “Harley is a visionary, and he saw that there’s a huge opportunity to tap into this untapped talent vein,” Swaggert says.

The firm is realistic about placing former soldiers. Some of the roles Genesis10 envisions U.S. military veterans helping fill include project manager, business analyst, testing analyst, storage administrators, database administrators, network engineers, midrange server specialists, and problem and incident management positions.

“We have clients who need Java developers with 10 years of experience. I’m not pretending Joe Smith off the street is going to do that,” Swaggert says. “But there are needs such as entry-level data entry, business analyst, quality assurance — stuff veterans will do really well, very process-oriented roles. Veterans are very detail-oriented. We have checklists for everything we do. If you don’t dot an ‘i’ or cross a ‘t’ an artillery round lands on your location.”

Part of Genesis10’s strategy is to connect veterans with companies that want to hire returning soldiers but are unsure how to go about it.

One hurdle is that many companies don’t know how to find veterans. It’s not enough to post typical job descriptions on veteran-focused job boards or at military recruiting fairs. “That doesn’t mean anything to a veteran. You’re not recruiting by job code — everyone in the military has a job code. You’re not recruiting by rank — rank equals experience,” Swaggert says. “You have to tailor that.”

He’s understanding of the conundrum for hiring managers. “On the company side, I don’t blame them,” Swaggert says. “Hiring managers don’t have experience hiring veterans. We are such a small fraction of the population. You can’t expect them to know and understand.”

Another part of Genesis10’s strategy is to prepare veterans for workplace culture, not only by tweaking resumes but also through interview coaching and soft-skills development. Communication is a key element.

“Veterans have different communications styles. In the military, we call it BLUF — it’s an acronym that stands for ‘bottom line up front.’ You state the bottom line. In the military, you walk up to someone at their desk, or wherever, and you just tell them what you want,” Swaggert says. Civilians communicate differently, and veterans need to learn to deal with the differences.

Veterans also need to learn how to interview. In the military, higher-ups look at soldiers’ service records to determine who moves up the ranks. “That interviewing skill just completely atrophies — if it was ever there in the first place and most likely it wasn’t,” Swaggert says.

For companies that are open to hiring veterans, Genesis10 can smooth the process. The company understands that there’s risk associated with trying new hiring approaches. “We’ve built a program to try to mitigate that risk,” Swaggert says. “We flat out say in our presentation, ‘we are here to mitigate the risk of hiring a veteran.'”

Still, it’s not always an easy sell. “There’s a reason why veterans don’t get hired. If it were easy it would already have been done. You have to invest time and effort. I wish I could say it’s just rewriting a resume. But it’s not.”

The most challenging part of Swaggert’s job is trying to find companies that are willing to hire veterans.

“My number one job is not to find veterans. I could stroll down to the nearest base, or post a job online looking for U.S. Military veterans. The hard part is walking into the companies. I’ve talked to a lot of CIOs, a lot of VPs, saying, ‘do you guys want to hire veterans?’ They all say yes, and they say, ‘well how do we do it?’ We talk about selection, training, mentoring, and onboarding and getting them to commit to that kind of investment.”

Success is hearing “’yes, I’m going to force my people to hire someone who’s a little bit different.’”

Swaggert joined the Reserves to stay connected to the military, and as a commanding officer in the Reserves, he flies monthly to Ohio. “The Marine Corps is very important to me. It will always be very important to me,” Swaggert says. “I’m not wearing a uniform every day, but I’m definitely doing military-related things daily.”

“There are plenty of people like me, who joined the military during a time of war, who are really smart people who said, ‘I want to serve on the front lines, because that’s what this country needs.'”

Now that they’re home, he wants to help them find work.



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CIOs rack up millions in incentives

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A six-figure salary is just the beginning for CIOs. Cash bonuses, stock awards and executive perks can propel pay packages into the millions.

CIO salaries in the U.S. average between $153,000 and $246,750, according to Robert Half Technology. But salary is just the beginning. Cash bonuses and equity awards can propel pay packages into the millions. To find out how much CIOs at giant global companies really earn, we scoured the proxy statements of the 500 largest U.S. companies and found 26 that disclosed CIO pay. Here are the details on their pay packages, organized from lowest to highest paid. (For more details on data collection, see the last slide.)

John Tonnison
EVP and CIO, Tech Data
John Tonnison earned a 2014 pay package valued at $585,586 (Tech Data’s 2014 fiscal year ended Jan. 31). Tonnison’s compensation included his $427,680 salary, $139,291 bonus, and $18,615 in perks and other compensation. His pay is down 45% from the prior fiscal year, when he earned $1.1 million. Tonnison joined Tech Data in 2001 as vice president, e-business, and was promoted to SVP of IT in 2006. In 2010, he was named EVP and CIO.

Michael Guggemos
CIO, Insight Enterprises
Michael Guggemos, who joined tech provider Insight Enterprises as CIO in 2010, earned a pay package worth $793,564 last year. His compensation included his $346,706 salary, $62,407 bonus, stock awards valued at $375,005, and $9,446 in perks and other compensation. Compared to the prior year, the value of his 2013 compensation declined 2%.

Laurie Douglas
SVP and CIO, Publix
Laurie Douglas leads IT at Publix, the largest employee-owned supermarket chain in the U.S. Her 2013 compensation totaled $818,914, which included her $639,380 salary, $118,825 bonus, and $60,709 in perks and other compensation. Her pay rose 14% compared to the prior year, when she earned $717,196. Before joining the supermarket chain, Douglas was CIO FedEx Kinkos.

Scott Laverty
EVP and CIO, JCPenney
Scott Laverty received $987,112 in total compensation — which included his $385,985 salary, $50,000 bonus, equity awards valued at $550,002, and $1,125 in perks – from JCPenney last year. Laverty joined the retailer in late 2012, and in September of 2013 he was named CIO and EVP. In the past, Laverty was CIO at Borders.

Donald Beaver
Former SVP and CIO, PetSmart
PetSmart appointed Donald Beaver as SVP and CIO in 2005, and he held the position until April of this year. In his last full year as head of PetSmart’s IT efforts, Beaver received a pay package valued at $1.3 million. His 2013 compensation included his $411,153 salary, $279,995 bonus, equity awards valued at $586,087, and $35,562 in perks and other compensation.

Randy Carpenter
Former SVP and CIO, Omnicare
Omnicare appointed Randy Carpenter as SVP and CIO in mid-2011, and he held the position until March of this year. In his last full year as head of Omnicare’s IT efforts, Carpenter received a pay package valued at $1.4 million. His 2013 compensation included his $414,043 salary, $315,000 bonus, equity awards valued at $637,232, and $79,328 in perks and other compensation.

Dale Asplund
SVP and CIO, United Rentals
Dale Asplund has been with United Rentals since 1998, and he was promoted to senior vice president of business services in 2011 and named CIO in 2012. His 2013 compensation, valued at $1.5 million, included his $436,801 salary, $400,000 bonus, equity awards valued at $612,070 and $3,000 in perks and other compensations. Asplund’s total pay is down 35% from 2012, when he received $2.2 million.

Elizabeth Hackenson
CIO and SVP, AES Corp.
In charge of IT and business services, Elizabeth Hackenson received a $1.5 million pay package from AES Corp. last year, including her $420,000 salary, $443,000 bonus, equity awards valued at $608,732, and $24,447 in perks and other compensation. Hackenson’s total compensation is down 4% compared to a year ago.

Eduardo Conrado
SVP, Motorola Solutions
After six years as chief marketing officer at Motorola Solutions (and more than 20 years with the company), Eduardo Conrado was named SVP of marketing and IT, a role designed to fuse the marketing and IT organizations. His 2013 compensation, valued at $1.7 million, included his $424,346 salary, $486,175 bonus, equity awards valued at $716,767, and $25,813 in perks and other compensation.


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10 CEOs who took drastic pay cuts

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Median CEO pay climbed 9% to $13.9 million last year, but some tech leaders saw their pay slashed.

Spectacular pay raises keep widening the gap between what CEOs earn and what average workers take home. But not all CEOs got a raise last year. We examined 62 tech CEOs’ compensation — including salary, bonuses, stock awards, and perks — and found 10 who took big cuts.

Dick Costolo
CEO, Twitter

Dick Costolo’s compensation took the most extreme nosedive, percentage-wise. The Twitter CEO was paid $130,250 in 2013, down from $11.5 million the previous year — a 99% plunge. In 2012, the bulk of his earnings came from stock and options awards. In 2013 (Twitter’s IPO year), he didn’t receive any additional stock awards or a bonus. In addition, Costolo’s annual salary was reduced to $14,000.

Mark Zuckerberg
CEO, Facebook

With a net worth of $28 billion or so, Mark Zuckerberg can afford to see his modest compensation slashed by more than half. In 2013, he received a $1 salary and $650,164 for costs related to personal use of private aircraft. His $650,165 tally is down 67% from a year earlier, when he received a $503,205 salary, $266,101 bonus and $1.2 million in airline perks.

William Brown
CEO and president, Harris
The leader of telecommunications equipment company Harris saw his pay cut by more than half last year. William Brown received $14.3 million in 2012, the year he was hired, including a one-time $4.5 million sign-on bonus, $1 million performance-based bonus, and $8 million in stock and options awards. In 2013, his bonus pay decreased to $1 million and his equity awards were valued at $4.1 million. Brown’s total pay in 2013 was valued at $6.4 million, a decline of $7.9 million, or 55%.

Brian Krzanich
CEO, Intel

Paul Otellini’s successor at Intel, Brian Krzanich, was appointed CEO in mid-2013. Krzanich, who was COO at Intel before becoming CEO, saw his total compensation drop by $6.3 million, or 40%, that year he took the reins. His salary increased (to $887,500 from $700,000) and his bonus also grew (to $1.9 million from $1.8 million). The drop in total pay was due to a decrease in equity awards. In 2013, Krzanich received stock and option awards valued at $6.6 million, compared to $13.2 million a year earlier. Krzanich’s total pay in 2013 was valued at $9.6 million.

Marissa Mayer
CEO, Yahoo

Despite an $11.7 million pay cut, Marissa Mayer still managed to rank among the highest paid tech CEOs in the U.S. The top exec at Yahoo received a pay package valued at $24.9 million in 2013, down from $36.6 million a year earlier. Mayer’s 2013 pay included a $1 million salary (up from $454,862 in 2012), $1.7 million bonus (up from $1.1 million), and stock and option awards valued at $22.2 million (down from $35 million).

Jeff Storey
CEO and president, Level 3 Communications

A $3 million cut brought Jeff Storey’s pay down to $8 million in 2013 — the year he ascended from the role of COO to CEO. His salary increased to $857,692 last year (up from $650,000 in 2012) and he earned $3 million in cash bonuses (up from $1.1 million). The drop in total pay was due to a decrease in equity awards. In 2013, Storey received stock and option awards valued at $4.1 million, compared to $9.2 million a year earlier.

Joe Tucci
CEO and chairman, EMC

Joe Tucci’s $1 million salary is unchanged from a year earlier, and his perks increased in value to $309,079 (up from $116,545 in 2012). A decline in equity awards accounts for the biggest loss in pay for EMC’s CEO, who has led the company for 13 years. Tucci’s stock and option awards were valued at $10.1 million last year, compared to $14 million in 2012. His bonus fell to $1.3 million, compared to $1.5 million in 2012. Tucci’s total pay in 2013 was valued at $12.6 million, a decline of 24% from the $16.6 million he received a year earlier.

Paul Ricci
CEO, Nuance

Paul Ricci, CEO of speech recognition company Nuance Communications, made 21% less in 2013 than he did the prior year, yet he still landed a pay package worth $29.2 million — enough to be included in our ranking of top-paid tech CEOs. Ricci’s 2013 compensation included his $800,000 salary (virtually unchanged from 2012), $300,000 bonus (down from $1.2 million), stock awards valued at $27.9 million (down from $34.9 million), and $226,829 in perks and other compensation (up from $183,881).

Larry Ellison
CEO, Oracle

Like Yahoo’s Marissa Mayer and Nuance’s Paul Ricci, Larry Ellison appears on two of our lists: highest paid tech CEOs and most drastic CEO pay cuts. He’s the highest paid tech CEO with a 2013 package valued at $78.4 million. He also took the biggest pay cut by dollar amount — a whopping $17.7 million loss — among all the CEOs analyzed. The bulk of the pay cut is due to a decrease in the value of option awards granted, which fell to $76.9 million in 2013 compared to $90.7 million a year earlier. Ellison also declined a $1.2 million bonus; in 2012 he received a $4 million bonus.

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5 reasons why your IT job search is getting harder

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H-1Bs, DIY-ers, multiple skill sets, are all in the mix

The IT job market is slowing down, use of contingency workers is picking up, and Congress has an unfinished fight ahead on the H-1B visa.

In sum, this is going to be an interesting year for IT employment, politically and on the job front.

In quick summary, here are five of the major IT hiring trends.

1. More electrical engineers do their own thing

IEEE-USA data shows that the number of electrical engineers declined by 35,000 last year, or about 10.5%.

What happened to them? This anecdote may give an idea of where electrical engineers are heading: Approximately 120,000 people attended a Maker Faire in the Bay Area last year, which draws many who are do-it-yourself (DIY) inclined.

An attendee study, commissioned by Maker Media, which runs the event, found that 31% of the attendees identified themselves as engineers. The five top areas of interest at the event were science, electronics, robotics, 3D printing and innovation.

Some engineers may have moved into management consulting, software engineering and other IT occupations. U.S. Labor Department data doesn’t show where these workers may have ended up, if anywhere. But last year, government data reported that 15,000 electrical engineers were unemployed.

Employers, increasingly, are hiring workers on a contingent or contract basis, say IT labor analysts. IT research firm Computer Economics said the use of contingent workers is at its highest since 1998.

2. IT job growth slides

IT labor analysts agree that the pace of IT job creation began to slow late last summer. They don’t agree on the number of jobs created in 2013, but that’s because some use a broad set of labor occupations to track IT hiring, and others a more narrow set. But the hiring trend is clear.

TechServe Alliance, an industry group, said there were 197,000 IT jobs created in 2013. At the low end, Janco Associates puts this figure at 74,900. In the middle is Foote Partners, which said 128,500 jobs were added. Foote said that in the last five months of 2013, the pace of hiring declined by 60%.

The economy gets the blame for the slowdown in hiring. Victor Janulaitis, Janco’s CEO, points to the declining labor participation rate, which fell last month to 62.8%, or 3.3 million fewer people in the labor force since 2007. This decline includes all occupations, but is nonetheless “causing many companies to consider whether they should expand IT staffs,” said Janulaitis, in recent commentary about the hiring data.

3. Salaries flat for computer science majors

The average starting salary for humanities and social science majors who graduated in 2013 increased 2.9%, the National Association of Colleges and Employers recently reported.

For computer science majors, a category which includes a broad selection of IT degrees, starting salaries were down 0.2%. For those students with a specific computer science degree, starting salaries were up 0.5%.

The starting salaries for humanities and social science graduates averaged $38,045, compared with computer science graduates, whose starting salaries were still significantly higher at $59,084. For computer science degree holders specifically, the starting salary was $64,700.

4. Job ads that bury candidates with requirements
Employers want workers who understand the business and technology. This trend is increasing the mix of requirements to get an IT job. Gartner estimates that by 2017, 50% of the IT roles will require business knowledge.

Consider, for example, the job description for a senior developer analyst from the New York State Funeral Directors Association. Aside from specific technical requirements, which include a computer science or software engineering degree, the job description calls for strong financial knowledge — someone who has a minor in “business, or accounting” although an “MBA is preferred.”

David Foote, who heads Foote Partners, said employers are also seeking a unique combination of skill sets, for instance, “cloud administrators who are adept at automating the configuration and operations in a cloud environment by combining a variety of different skill sets around systems administration, virtualization, and storage and network administration.”

5. More battles over H-1Bs

After the U.S. Senate passed its immigration bill last spring allowing the H-1B cap to rise as high as 180,000 (from the current 85,000 ceiling), the bill stalled in the House. But this bill may be having an impact on technology hiring.

Most of the job growth in IT last year was in consulting areas represented heavily by H-1B visa holders using IT outsourcing firms, both onshore and offshore. Outside of those areas, there’s no evidence of galloping growth in IT employment.

The largest IT employment labor category, software developers, gained 19,000 jobs in 2013, bringing the total to about 1.1 million.

The Senate bill would impose new rules on large H-1B users. One key change is that if a company employs more than 50 workers, no more than half of its workers can be H-1B or L-1 workers.

Jimit Arora, a vice president at Everest Group, a consulting and research firm, said the threat of this restriction is prompting Indian IT companies to hire more domestic IT workers.

For instance, in a recent speech in Texas, the president of Cognizant, a U.S.-based offshore services provider, said the company will add 10,000 U.S. workers over the next three years, Bloomberg reported.

It’s hard to tell how many of those U.S. workers will be added in response to the fear of H-1B restrictions because not all of these companies report the size of their U.S. workforce. Whether the House will endorse the Senate’s visa restrictions in the immigration bill remains to be seen.



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70-646 Q&A / Study Guide / 70-646 Videos / Testing Engine

by admin ·

You work as the Enterprise administrator at The network has a domain
named The servers on the network run Windows Server 2008 and all client
computers run Windows Vista.
The network contains more than 3,000 computers. wants to make use of
Windows Server Update Services (WSUS) updates. You thus need to setup the appropriate
storage mechanism so that it provides high availability.
Where should you store the WSUS updates?

A. In a storage subsystem as a RAID 10.
B. In a network load balancing cluster.
C. In a newly created Group Policy.
D. In a Distributed File System (DFS) link that is configured to utilize several replicating targets.

Answer: D

Explanation: You need to keep the updates on a Distributed File System (DFS) link that uses
multiple replicating targets. This will ensure that the updates highly available. The DFS contain the
following capabilities: views of folders and files, that is a virtual organization where those files
physically reside in a network.
Reference: Step 4: Set up a DFS share

You work as the Enterprise administrator at The network has forest with two
domains named and The functional level of the forest is set at Windows
Server 2008.
A new security policy requires that the local guest accounts and administrator accounts
should be renamed. You have to ensure that the local guest accounts are disabled after it has
been renamed.
How can this be achieved?

A. By using a custom network profile.
B. By using a Group Policy object (GPO) for every domain.
C. By using a folder redirection on all the root domain controllers.
D. By using a ServerManagerCMD tool for the root main.

Answer: B

Explanation: You need to use Group Policy object (GPO) for every domain. With this you can
rename administrator accounts as well as renaming and disabling the local guest accounts.
Windows Server 2003 also permits you to modify the administrator account and guest account
names with a Group Policy.
Reference: HOW TO: Rename the Administrator and Guest Account in Windows Server 2003

You work as the Enterprise administrator at The network consists of a single
Active Directory domain named All servers on the network run Windows
Server 2008 and all client computers run Windows Vista. has its headquarters in Chicago where you are located and a branch office in Dallas that
employs a number of helpdesk staff. You have to implement a new server named Certkingdom-SR10 in
the Dallas office. The setup policy of states that all helpdesk staff have the necessary
permissions to manage services. The helpdesk staff should also be able to configure server roles
on Certkingdom-SR10. You need to accomplish this ensuring that the helpdesk staff have the least
amount of permissions.
How can this be achieved?

A. You should make the helpdesk staff, members of the global security group.
B. You should make the helpdesk staff, members of the Server Operators group on Certkingdom-SR10.
C. You should make the helpdesk staff, members of the Account Operators group on Certkingdom-SR10.
D. You should make helpdesk staff, members of the Administrators group on Certkingdom-SR10.

Answer: D

Explanation: To add the helpdesk staff to the Administrators local group will give full
administrative access to an individual computer or a single domain. The user must be a member
of the Administrators group to change accounts or stop and start services or install server roles.
Reference: Using Default Group Accounts
Reference: Securing the Local Administrators Group on Every Desktop

You work as the Enterprise administrator at The network has a domain
named The servers on the network are configured to run Windows Server
2008 and the client computers run Windows Vista. has its headquarters in Paris and branch offices in London and Stockholm. You are in
the process of devising a file sharing policy to ensure standardization throughout the network.
Your policy needs to ensure that the offices are able to access the files using the
universal Naming Convention (UNC) path. In the event of a server failure files should still be
accessible and the minimum bandwidth needs to be utilized.
You need to determine the components that need to be added to your policy?

A. You should add a DFS namespace that is domain-based and uses replication.
B. You should add the Hyper-V feature to your policy.
C. You should use failover clusters with three servers, one for each office.
D. You should add a DFS namespace that is server-based and uses replication.

Answer: A

Explanation: To comply with the CIO’s request, you need to use domain-based DFS namespace
that uses replication. To implement domain-based DFS namespace, the servers need to members
of the Active Directory domain. Furthermore, domain-based DFS enables multiple replications.
Multiple DFS replicas also provide some fault tolerance.

You work as the Enterprise administrator at The network has a domain
named All servers on the network run Windows Server 2008 and all client
computers run Windows Vista.
The network contains a Windows Server 2008 failover cluster that in turn hosts a
database application. During routine monitoring you discover that the database application make
use of almost half of processor and memory usage allocated for it. You want to make sure that the
level of performance is maintained on the cluster.
How can this be achieved? (Choose TWO. Each answer forms part of the solution.)

A. By using the Windows System Resource Manager (WSRM)
B. The using event subscriptions.
C. By using the Microsoft System Center Configuration Manager (SCCM)
D. By establishing a resource-allocation policy for process-based management.
E. By establishing Performance Monitor alerts.

Answer: A,D

Explanation: You need to use Windows System Resource Manager (WSRM) and set up a
resource-allocation policy for process-based management. The Windows System Resource
Manager (WSRM) enables the allocation of resources, including processor and memory
resources, among multiple applications based on business priorities. You can set the CPU and
memory allocation policies on applications. Furthermore, Windows System Resource Manager
(WSRM) does not manage address windowing extensions (AWE) memory. It also does not
manage large page memory, locked memory, or OS pool memory.
Reference: Windows System Resource Manager Fast Facts

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Demand for IT security experts outstrips supply

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Employers will pay more for certified — and experienced — IT security pros, studies find

Demand for information security experts in the United States is outstripping the available supply by a widening margin, according to a pair of recently-released reports.

A report from Burning Glass Technologies, which develops technologies designed to match people with jobs, shows that demand for cybersecurity professionals over the past five years grew 3.5 times faster than demand for other IT jobs and about 12 times faster than for all other jobs.

Burning Glass said its report is based on a study of job postings for cybersecurity professionals placed by U.S. businesses and government agencies over the past five years.

In 2012, there were more than 67,400 separate postings for cybersecurity-related jobs in a range of industries, including defense, financial services, retail, healthcare and professional services. The 2012 total is 73% higher than the number of security jobs posted in 2007, Burning Glass said.

By comparison, the number of job postings for all computer jobs grew by about 20% between 2007 and 2012. Posting for all jobs grew by only 6% during the period.

The two most sought-after jobs by employers were information security engineers and security analysts. Close to one in three of all computer security jobs advertised last year were for information security engineers. Nearly 25% of the job postings were for security analysts.

Demand for cybersecurity professionals was especially strong in Baltimore, Dallas, Atlanta, Denver, San Diego, and Richmond, Burning Glass noted.

The number of cyber security jobs in each of those cities increased by more than 100% between 2007 and 2012. Large defense contractors and IT firms appear to have driven the demand increases in all of the cities except Atlanta.

Matt Sigelman, CEO of Burning Glass Technologies, said the soaring demand for information security professionals suggests that enterprises and government agencies are putting a lot more money and effort into protecting their data against attacks and compromise.

“The other thing that jumps out at me is the question of whether there is sufficient supply in the market to meet this demand,” Sigelman said.

For instance, over the past two years the number of jobs requiring a Certified Information Systems Security Professional (CISSP) certification has jumped from 19,000 to more than 29,000. “When you see 10,000 new job postings in a two-year period in a field that has just over 50,000 CISSPs, there is a question of availability,” he said.

Another indication of the increasing difficulty U.S. employers face in finding qualified information security professionals comes from their job posting behavior. Employers typically have to repost or duplicate security job posts almost 35% more often than other IT job to find someone qualified, according to Burning Glass.

“Posting behavior suggests the possibility of a particular shortage of managers and analysts with cyber security expertise,” Burning Glass noted in its report.

Julie Peeler, director of ISC2 Foundation, the developer of the CISSP program, said there is no doubt that soaring demand is exacerbating an already difficult demand and supply situation for security experts.

Ove the next year, Peeler estimated that there will be a need for 330,000 more IT security professionals worldwide. It’s not clear that close to that many new professionals are graduating each year, she said.

A recent ISC2 Foundation survey of some 12,000 information security professionals worldwide found that a shortage of talent has had a dramatic impact on the ability of organizations to defend against or recover from a cyberattack.

“[The shortage] is causing a strain on the existing workforce,” Peeler said. “They are having to work harder and longer hours.”

More than half of the respondents to the ISC2 survey said the shortage is the ability of their organizations to defend against cyberthreats, she said.

The growing shortage has meant better salaries for information security professionals compared to many other IT jobs.

According to Burning Glass, cybersecurity jobs on average offer a premium of about $12,000 over the the average for all computer jobs — the advertised salary for cybersecurity jobs in 2012 was $100,733 versus $89,205 for all computer jobs.

People with security certifications appeared to be getting a modestly higher salary, the Burning Glass report found. In many cases, companies appear to require security certification as a way to filter experienced candidates from the non-experienced ones, Sigelman noted.

“Demand is high, but demand in and of itself does not create opportunity” for everyone, cautioned Roger Cressey senior vice president at Booz Allen Hamilton.

While it is true that employers are looking for more information security professionals than ever, they only want workers with long experience in areas like network security governance, policies and procedures. “You got to have the right skills set” Cressey said.

He noted that U.S. universities today are not training enough people to deal with the explosive growth in demand for IT security specialists.

Pete Lindstrom, an analyst with Spire Security cautioned against “irrational exuberance” on the IT security job market. “The need for security professionals should not be a cause for celebration. I worry that it is more emotional reaction than warranted pragmatism,” he said.

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Microsoft MCDBA Certification Training

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Microsoft MCDBA Certification Training

Database administrators continue to grow beyond the commodity status they developed in the early 2000s, now earning the opportunity to shape strategy at many large companies. Microsoft Certified Database Administrator (MCDBA) training helps MBAs learn how to convert their tactics into code, while helping DBAs support long-term platform migrations.

How MCDBA training enhances career value
According to the U.S. Bureau of Labor Statistics, database administrators often enjoy annual salaries above $66,000 and can expect consistently strong job prospects over the next 10 years. However, government statistics back up research by private analysts at Foote Partners, showing that database administrator certification on its own doesn’t automatically lead to instant career success. Salary surveys indicate that the highest paid DBAs blend their experience from other job roles with the kinds of skills developed during MCDBA certification programs.

For instance, a business professional with an MBA can use MCDBA training to understand the mechanics of the systems he or she uses to track a company’s information. Acting as a project manager or as a liaison between engineers and end users can result in significantly higher compensation than a peer would earn in a strictly administrative role.

Earning the database administrator certification
According to Microsoft, MCDBA certification targets professionals with one year or more of experience working with SQL Server and requires passing four separate exams:

Microsoft SQL Server Administration exam.
SQL Server Design exam.
Microsoft Windows 2000 Server or Windows Server 2003 exam.
One elective exam from a list chosen by Microsoft’s education team, usually involving .NET or network infrastructure.

As experienced DBA professionals have noted in trade magazines like InfoWorld and SQL Magazine, Microsoft has retired many of the required exams for the MCDBA certification. Professionals switching careers into an information technology specialty may only have the option to pursue a vendor-neutral database administrator certification program. However, seasoned networking and infrastructure experts with previous Windows credentials can use the MCDBA certification to formalize their database skills.
Advantages of MCDBA certification

Though most database vendors share common elements of the Structured Query Language in use since the 1970s, each software company adds its own refinements and enhancements over time. These “forks” result in database platforms that can feel familiar to administrators moving from one vendor to another, but still require specific training and experience. Microsoft released versions of its SQL Server in 2005 and 2008, while competitors like Oracle released their own versions of SQL platforms in the years since. Still, many of Microsoft’s enterprise customers remain committed to platforms for years, if not decades.

Microsoft Certified Database Administrator training offers the biggest benefits to professionals in companies that require support for custom MS-SQL installations. Many of these companies understand that they can prolong the useful lives of their databases by leveraging today’s faster hardware and cheap memory upgrades. Therefore, databases running on platforms dating to 2000 and 2005 are common in enterprise environments. After a glut of MCDBA professionals hit the market in 2005 and 2006, the certification continues to grow in value at companies that rely on legacy support or that want to prepare for migration to a newer platform.

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Is it now crazy to offshore IT to China?

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Mandiant report citing Chinese government's role in cyberattacks might give more pause to some U.S. companies

China has for years been developing an IT outsourcing industry aimed at bringing in business from the U.S. and Europe. It has succeeded, but then again it hasn’t thrived and now may face more barriers.

China’s IT and BPO outsourcing market today is in the range of $4 to $5 billion.

The total outsourcing revenue there is about half that generated by just one India’s largest IT firms, Tata Consultancy Services firms, said Jimit Arora, a vice president at Everest Group, a consulting and research firm.

China’s IT service and BPO market is expected to grow annually by around 20% to 25%, but that growth is off a small base, says Arora.

Ten years ago, there was wide expectation that China would emerge as India’s top threat in the IT services outsourcing business. Those expectations have been thwarted largely due to language issues and ongoing security concerns, say analysts.

China’s job building an IT and BPO outsourcing industry may have just gotten harder.

The blow-by-blow details of Chinese government espionage that arrived this week in a report by security firm Mandiant, lay bare, in ways never seen before, the extent of the security risks of working with China.

The Mandiant report draws a straight line to the Chinese military as a main instigator of cyberattacks on U.S. firms.

Meanwhile, the White House this week released a report with details on trade secret theft that makes numerous references to China, amplifying the extent of this problem.

Andy Sealock, a partner at consulting firm Pace Harmon, says the concerns about the security risks of outsourcing to China are already “priced into” and considered in the decision making process of U.S. firms. The latest revelations just add more evidence to “what many people already assumed was happening,” he said.

A potential wildcard is the U.S. response, if any, to the latest developments, analysts say.

“This onslaught of espionage targeting U.S. technologies is constant and unwavering,” said the White House in its report on mitigating the theft of U.S. trade secrets. Such attacks are increasing, concludes the White House.

Sealock said the U.S. may feel pressure to make “to make a public response to the threats and institute policies and sanctions that will make it more difficult to do business with China.”

Companies opposed to offshoring to China may now be less likely to change their minds. “This will just strengthen their resolve to stay away” from China, said Arora.

And for those companies considering China for outsourcing work, the “task has just become a bit harder,” said Arora.

James Slaby, who directs the security practice at HFS Research, says companies aren’t necessarily more at risk in China.

The security risks may be marginally greater there if the telecommunications equipment has been compromised with backdoors. How attacks on the equipment are mounted, though, is geographically independent, said Slaby.

The bottom line is that companies offshoring to China are “only embracing nominally more risks” as long as they are pursing best practices to protect corporate data, said Slaby.

Deploying basic security practices, “are more important than thinking about where you are physically located,” said Slaby.

Daniel Castro, an analyst at the Information Technology & Innovation Foundation, does not believe that “businesses will rethink their off-shoring decisions because of the Mandiant report, but they should all be taking a close look at their risk exposure and mitigation measures for these types of threats.”


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12 effective habits of indispensable IT pros

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12 effective habits of indispensable IT pros
How do you keep your job — or get a better one — in an era when hiring is slow and budgets are squeezed? Follow these 12 maxims.

Some are practical advice you’ve heard before (and ignored). Being familiar with how technology can improve the bottom line is more important than ever. But so is expanding your portfolio of IT skills. You’ll also want to reach out and communicate with your colleagues across the organization, and take on dirty jobs nobody else wants. Eventually it may even mean leaving the comfort of a big organization and branching out on your own.

But remember: Becoming “indispensable” can be a double-edged sword. Get too indispensable, and you might find yourself unable to move beyond your niche.

Effective IT habit No. 1: Get down to business
You may be your organization’s most talented developer or dedicated systems administrator, but if you don’t know what the business is selling or what service it’s providing, you’re an unemployment statistic waiting to happen.

First step: Learn as much about the business as you possibly can, advises Mark A. Gilmore, president and co-founder of Wired Integrations.

“Once you understand how the company works, you can use your IT knowledge to improve the company — thus making yourself more valuable and less dispensable,” Gilmore says.

“Don’t look at things from strictly an IT perspective,” he says. “Widen your vision to see how things relate to the business world around you. That will make you more valuable than 20 technical certifications and a master’s degree will.”

Effective IT habit No. 2: Keep your eye on the bottom line
Your job isn’t just to keep the data center humming. It’s to help your organization use technology to improve the business.

Servers running at a fraction of capacity? If you haven’t already virtualized, now’s the time. Software licenses dragging down your budget? An increasingly broad choice of low-cost cloud-based apps awaits.

“IT professionals need to focus on areas that either drive down costs, such as virtualization, cloud computing, and converged networking, or on areas that help to generate revenue, such as social media, mobile marketing, and SEO,” notes Rick Mancinelli, managing partner for Cloud Computing Concepts. “Ultimately, those IT professionals who have a positive impact on the bottom line will be the most valuable to their employer.”

Effective IT habit No. 3: Keep your head in the cloud
With many traditional IT functions moving to the cloud, your company may no longer need you to flip switches, connect cables, or troubleshoot machines. But they will still need someone who can tell them what services are available, which ones are worth looking at, and which ones they should avoid.

“If your organization plans to rely more on public cloud providers, especially for basic infrastructure needs, you may find you need fewer in-house operations people to maintain, patch, and upgrade systems,” says Mark White, CTO of Deloitte Consulting’s technology practice. “But you’ll still require people with expertise in managing a catalog of cloud services, handling subscribers, brokering agreements with cloud providers, and intervening when problems arise.”


Effective IT habit No. 4: Broaden your tech horizons
Besides mastering your own tech domains, broaden your skills to include other areas. If a crisis arises — and the people responsible aren’t available — you may be able to step and save the day.

“This helps employers view them as valuable team players who can easily branch out to handle other jobs,” says Dr. Issac Herskowitz, dean of the Graduate School of Technology at Touro College.

The easiest way to develop new skills (and impress your boss) is by volunteering to help other areas of IT and to stay on top of emerging tech trends, Herskowitz adds. The more you know about the latest and greatest, the more likely you’ll be invited to contribute when those technologies are being considered for adoption.

Effective IT habit No. 5: Teach your co-workers to speak geek
Want to break down the walls between IT and business and earn goodwill in the process? Start a series of casual teaching sessions where you bring less savvy co-workers up to speed about the latest in tech, suggests Ben Dunay, founder of Sixthree Technology Marketing.

“Even if you start small and informally over brown bags in the break room, it is a very cool way to step outside the norm and boost your career,” he says. “By making the technical terms clearer to the business people, you can quickly become the go-to guy for your boss when he needs something technical explained to save the day.”

Effective IT habit No. 6: Ditch the slackers, find a mentor
Hanging with a crew that likes to take long lunches and knock off at five (or earlier)? You’re not doing your career any good, says David Maxfield, author of “Change Anything: The New Science of Personal Success.”

“The habits that hold you back are likely enabled, tolerated, or encouraged by others,” he says. “Use positive peer pressure by surrounding yourself with hardworking friends who share your career goals. Distance yourself from the office slackers.”

Instead, Maxfield advises you seek someone with more experience to steer your career in a positive direction. “Find a trusted mentor,” he says. “That will help you navigate the career development opportunities that exist within the organization.”

Effective IT habit No. 7: Do it with data
If your business users aren’t drowning in data, they will be. Taming the data deluge will make you invaluable.

“IT people who can make sense of business data, safely store it, categorize it, and especially analyze it are highly valuable,” notes Scott Lever, a managing consultant with PA Consulting Group.

George Mathew, president and COO of Alteryx, predicts one of the hottest jobs in the future will be the “data artisan,” a hybrid role that mixes data analysis with business savvy. “Data artisans will be asked to pull from structured and unstructured sources to drive the most important decisions within an organization — like where it should open its next retail location, whether to pursue a new market, and which products to push,” he says.

Effective IT habit No. 8: Take on jobs no one else wants
Safe, predictable jobs won’t get you into trouble, but they won’t earn you any glory either. It’s the tough jobs where you can prove your value, says John Paul Engel, principal for Knowledge Capital Consulting.

“The best career advice I ever received was from then president of Citibank California who told me, ‘Look for the biggest problem and solve it because therein lies your greatest opportunity’,” he says.

Take on a project that’s already going well, the best you can hope for is that it will continue to go well. Take on something that’s a disaster and turn it around — even just a little better — and you get a reputation as somebody who gets things done, Engel adds.

Effective IT habit No. 9: Don’t be a jerk
You might be a brilliant coder, but if nobody likes you, your head is on the chopping block.

“Personality goes a long way when it comes time to make cuts in an organization,” notes Nathan Letourneau, director of marketing for PowerWise USA. “Companies prefer people with positive attitudes and a good work ethic, even if they aren’t as highly skilled as another. Don’t be a pain in the butt or overly negative. This isn’t to say you shouldn’t speak your mind, but just make sure you’re respectful when doing it.”

Managers like to get rid of the troublemakers and malcontents first, says Engel: “It’s the person that makes the work environment better that gets promoted and is the last to leave in a layoff.”

Effective IT habit No. 10: Go public
The more people who know and rely on you — especially outside your department or organization — the harder it is to fire you, notes Engel.

If you have a client-facing job, you’re less likely to feel the ax on your neck because companies don’t generally like to fire people who have relationships with key accounts, he says — provided, of course, you obey Rule No. 9.

If your job doesn’t bring you into regular contact with clients, you can strive to become well known across different departments, especially in larger, more siloed enterprises.

“Look for projects and opportunities that cut across departments because this builds your internal network — thus making you more valuable to the company,” he says.


Effective IT habit No. 11: Don’t become literally “indispensable”
Being indispensable can become a trap. Your talents can become so critical that you can never leave or rise to a new position within your company, says Steven A. Lowe, CEO of Innovator LLC.

“A friend of mine is an excellent developer who has created a few critical software systems for the company that employs him,” Lowe says. “No one else can step in and do what he does, and the company can’t ‘afford’ to promote him to a more senior position or pay him much more money. So he’s frustrated and miserable — but he’s certainly indispensable!”

Don’t hoard information or expertise. Delegate responsibility. Start training your own replacement now, or find ways to outsource responsibilities so you can take on more challenging assignments.

Effective IT habit No. 12: Know when to fire yourself
Sometimes the best way to become indispensible is to step away from a stifling career path, even if that means branching out on your own.

“I boosted my career by starting my own company,” says Innovator’s Lowe. “I doubled my take-home pay immediately, set my own hours, and got to work on really interesting things with highly motivated people.”

When you’re out on your own, being indispensable means solving problems and letting others reap the rewards, Lowe says. “That’s pretty much the essence of my consulting career. I innovate, they prosper, we both win. The next time the client has a challenge, they call me first.”

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Google raises ante for next Chrome hacking contest to $2M

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Google yesterday said it will pay up to $2 million for major vulnerabilities in its Chrome browser at a second Pwnium hacking contest this fall.

Pwn2Own, a rival contest sponsored by Hewlett-Packard, will award as much as $200,000 in a mobile-specific challenge slated to run several weeks earlier.

Google’s Pwnium 2 will take place at the Hack In The Box security conference on Oct. 10 in Kuala Lumpur, Malaysia.

Like the inaugural Pwnium, which Google sponsored in March at the CanSecWest conference in Vancouver, British Columbia, the upcoming challenge will pit researchers against the then-current version of Chrome. Vulnerability and exploit experts who demonstrate exploits of previously-unknown bugs will be eligible for awards of up to $60,000 for each flaw.

For what Google calls a “full Chrome exploit” — one that successfully hacks Chrome on Windows 7 using only vulnerabilities in Chrome itself — Google will pay $60,000 — the same amount it handed out at the first Pwnium.

A partial exploit that uses one bug within Chrome and one or more others — perhaps in Windows — will earn a researcher $50,000, a 25% increase over the same category in the CanSecWest contest. Finally, Google will pay $40,000 for any “non-Chrome” exploit that doesn’t involve the browser, but reveals a flaw in, for example, Windows or Adobe’s Flash Player — which is bundled with Chrome.

Google also added a new class of awards for incomplete exploits. “We want to reward people who get ‘part way’ as we could definitely learn from this work,” Chris Evans, a software engineer on the Chrome security team, said in a Wednesday post to Google’s Chromium Blog. “Our rewards panel will judge any such works as generously as we can.”

The company committed up to $2 million total to Pwnium 2, twice the maximum it risked for the original. It’s unlikely it will end up paying anywhere near $2 million; in March, it wrote checks totaling $120,000, or 12% of the $1 million limit.

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To claim any award except in the “incomplete” category, researchers must not only pinpoint the vulnerability but also provide working exploit code to Google.

Evans repeated what Google had said earlier, that the original Pwn2Own was a success. “We were able to make Chromium significantly stronger based on what we learned,” he said, referring to the name of the open-source project run by Google that then feeds code into Chrome itself

Both researchers who won $60,000 prizes at the March event — Sergey Glazunov and someone identified only as “PinkiePie” — also took home the Pwnie Award last month in the “Best Client-Side Bug” category for their Chrome work.

Another hacking contest will take place several weeks before Pwnium 2.

HP’s TippingPoint will run a mobile-only version of its annual Pwn2Own in Amsterdam Sept. 19-20 at the EUSecWest security conference, where hackers will face off against Apple, Nokia, RIM and Samsung smartphones.

TippingPoint’s Zero Day Initiative bug-buying program will host the event, with help from sponsors AT&T and RIM, the struggling maker of the BlackBerry. Prizes total $200,000, a record for Pwn2Own, with the top-dollar award of $100,000 going to the first researcher who demonstrates a hack of cellular baseband, the silicon inside mobile phones that connects them to carrier networks.

Other rewards will be handed out to the first to hack NFC (near field communication), the communications protocol being promoted for mobile payments, and SMS (short message service), the text-messaging service.

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