IT Infrastructure Library Training Classes in Stockton, California
Learn IT Infrastructure Library in Stockton, California and surrounding areas via our hands-on, expert led courses. All of our classes either are offered on an onsite, online or public instructor led basis. Here is a list of our current IT Infrastructure Library related training offerings in Stockton, California: IT Infrastructure Library Training
IT Infrastructure Library Training Catalog
Course Directory [training on all levels]
- .NET Classes
- Agile/Scrum Classes
- Ajax Classes
- Android and iPhone Programming Classes
- Blaze Advisor Classes
- C Programming Classes
- C# Programming Classes
- C++ Programming Classes
- Cisco Classes
- Cloud Classes
- CompTIA Classes
- Crystal Reports Classes
- Design Patterns Classes
- DevOps Classes
- Foundations of Web Design & Web Authoring Classes
- Git, Jira, Wicket, Gradle, Tableau Classes
- IBM Classes
- Java Programming Classes
- JBoss Administration Classes
- JUnit, TDD, CPTC, Web Penetration Classes
- Linux Unix Classes
- Machine Learning Classes
- Microsoft Classes
- Microsoft Development Classes
- Microsoft SQL Server Classes
- Microsoft Team Foundation Server Classes
- Microsoft Windows Server Classes
- Oracle, MySQL, Cassandra, Hadoop Database Classes
- Perl Programming Classes
- Python Programming Classes
- Ruby Programming Classes
- Security Classes
- SharePoint Classes
- SOA Classes
- Tcl, Awk, Bash, Shell Classes
- UML Classes
- VMWare Classes
- Web Development Classes
- Web Services Classes
- Weblogic Administration Classes
- XML Classes
- RHCSA EXAM PREP
17 June, 2024 - 21 June, 2024 - ASP.NET Core MVC, Rev. 6.0
19 August, 2024 - 20 August, 2024 - Ruby Programming
19 August, 2024 - 21 August, 2024 - Object-Oriented Programming in C# Rev. 6.1
24 June, 2024 - 28 June, 2024 - VMware vSphere 8.0 Boot Camp
10 June, 2024 - 14 June, 2024 - See our complete public course listing
Blog Entries publications that: entertain, make you think, offer insight
A project manager acts as the primary link between business and technical teams. A project manager is responsible for maintaining the project schedule, developing project estimates, working with external teams and tracking project issues. The project manager belongs to either the technical team or the project management office (PMO). The project manager works with business teams, technical teams, business counterparts, testing resources, vendors and infrastructure teams.
A project manager is often challenged with diagonally opposite views from the business side and technical side. A project manager’s success depends on balancing the needs and emotions of both sides.
Understanding the Requirements
A project manager must familiarize with the project’s requirements as defined by the business or product managers. This will help you understand the business vision behind the project. You will need this knowledge while negotiating with the technical teams.
Understanding the Technical Landscape
A project manager must also understand the technical systems, resource skills and infrastructure capabilities available for the project. Business teams come up with expectations that are sometimes beyond the capabilities of the technology team. It is the responsibility of the project manager to understand the technical capabilities available to the project.
Walkthrough of Business Requirements
This is a critical step in the project delivery process. The project manager must invite members from the business team, technical team, testing team, infrastructure team and vendors. The project manager must encourage the various stakeholders to ask questions about the requirements. Any prototypes available must be demonstrated in this meeting. The project manager must find answers to all questions resulting from the requirements walkthrough. The project manager must get the final version of the requirements approved by all stakeholders.
Managing Conflicts in Timelines and Budgets
All project managers will face the conflicts arising from shortened timelines and limited budgets. Business teams typically demand many features that are nearly impossible to deliver within short timeframes. The project manager must work with business and technical teams to prioritize the requirements. If the project is executed in a product development organization, then the project manager could utilize agile methodologies to deliver projects incrementally. In this case, the project manager may be required to act as a scrum master to facilitate scrum meetings between various stakeholders.
The Art of Saying “No”
As a project manager, you may be forced to say “no” to demands from both business and technology teams. However, it is important to create a win-win situation for all parties when you are faced with conflicting demands. You can work with the stakeholders individually before bringing all parties together. Most stakeholders prefer to work together. The success of a project manager depends on how effectively he or she can bring out the best in everyone, driving everyone towards a common goal.
Finally, the job of a project manager is not to satisfy the demands from all corners. The project manager must identify the essential deliverables that will meet the business needs, with a solid understanding of what is possible within the limits of technology.
Related:
Another blanket article about the pros and cons of Direct to Consumer (D2C) isn’t needed, I know. By now, we all know the rules for how this model enters a market: its disruption fights any given sector’s established sales model, a fuzzy compromise is temporarily met, and the lean innovator always wins out in the end.
That’s exactly how it played out in the music industry when Apple and record companies created a digital storefront in iTunes to usher music sales into the online era. What now appears to have been a stopgap compromise, iTunes was the standard model for 5-6 years until consumers realized there was no point in purchasing and owning digital media when internet speeds increased and they could listen to it for free through a music streaming service. In 2013, streaming models are the new music consumption standard. Netflix is nearly parallel in the film and TV world, though they’ve done a better job keeping it all under one roof. Apple mastered retail sales so well that the majority of Apple products, when bought in-person, are bought at an Apple store. That’s even more impressive when you consider how few Apple stores there are in the U.S. (253) compared to big box electronics stores that sell Apple products like Best Buy (1,100) Yet while some industries have implemented a D2C approach to great success, others haven’t even dipped a toe in the D2C pool, most notably the auto industry.
What got me thinking about this topic is the recent flurry of attention Tesla Motors has received for its D2C model. It all came to a head at the beginning of July when a petition on whitehouse.gov to allow Tesla to sell directly to consumers in all 50 states reached the 100,000 signatures required for administration comment. As you might imagine, many powerful car dealership owners armed with lobbyists have made a big stink about Elon Musk, Tesla’s CEO and Product Architect, choosing to sidestep the traditional supply chain and instead opting to sell directly to their customers through their website. These dealership owners say that they’re against the idea because they want to protect consumers, but the real motive is that they want to defend their right to exist (and who wouldn’t?). They essentially have a monopoly at their position in the sales process, and they want to keep it that way. More frightening for the dealerships is the possibility that once Tesla starts selling directly to consumers, so will the big three automakers, and they fear that would be the end of the road for their business. Interestingly enough, the big three flirted with the idea of D2C in the early 90’s before they were met with fierce backlash from dealerships. I’m sure the dealership community has no interest in mounting a fight like that again.
To say that the laws preventing Tesla from selling online are peripherally relevant would be a compliment. By and large, the laws the dealerships point to fall under the umbrella of “Franchise Laws” that were put in place at the dawn of car sales to protect franchisees against manufacturers opening their own stores and undercutting the franchise that had invested so much to sell the manufacturer’s cars. There’s certainly a need for those laws to exist, because no owner of a dealership selling Jeeps wants Chrysler to open their own dealership next door and sell them for substantially less. However, because Tesla is independently owned and isn’t currently selling their cars through any third party dealership, this law doesn’t really apply to them. Until their cars are sold through independent dealerships, they’re incapable of undercutting anyone by implementing D2C structure.
Unless you have a great product, service or idea for which people are willing to wait, chances are highly likely that these potential clients will leave your website should your response time take too long to their incoming requests. Ignore your application’s performance and you are more likely to be dumped by your users sooner than expected.
To improve the performance of an ASP.Net application you need to optimize your front-end UI (user interface) code as well as the back-end database. You can also think of the following tips as a brief best practices guide for the ASP.net performance optimization. So, whether you are a developer, UI designer or member of the deployment team, the following tips may help you. No matter what’s your role in the project or what you do to boost performance of your application, always remember that your goal should be to:
· Minimize the amount of data you sent across the network.
· Reduce the number of server requests.
Here you go (in no particular order)
At Database level
The innovators in technology have long paved the way for greater social advancement. No one can dispute the fact that the impact of Bill Gates and Microsoft will be far reaching for many years to come. The question is whether or not Microsoft will be able to adapt and thrive in emerging markets. The fact that Microsoft enjoys four decades of establishment also makes it difficult to make major changes without alienating the 1.5 billion Windows users.
This was apparent with the release of Windows 8. Windows users had come to expect a certain amount of consistency from their applications. The Metro tile, touch screen interface left a lot to be desired for enough people that Microsoft eventually more thoroughly implemented an older desktop view minus a traditional Start menu.
The app focused Windows 8 was supposed to be a step towards a greater integration of Cloud technology. In recent years, Microsoft lagged behind its competitors in getting established in new technologies. That includes the billions of dollars the emerging mobile market offered and Cloud computing.
Amazon was the first powerhouse to really establish themselves in the Cloud technology market. Google, Microsoft, and smaller parties are all playing catch up to take a piece of the Cloud pie. More and more businesses are embracing Cloud technology as a way to minimize their equipment and software expenses. While it does take a bit for older businesses to get onboard with such a change, start ups are looking at Cloud computing as an essential part of their business.
But what does that mean for Microsoft? Decisions were made to help update the four decade old Microsoft to the "always on" world we currently live in. Instead of operating in project "silos", different departments were brought together under more generalized headings where they could work closer with one another. Electronic delivery of software, including through Cloud tech, puts Microsoft in the position of needing to meet a pace that is very different from Gates’ early days.
The seriousness of their desire to compete with the likes of Amazon is their pricing matching on Cloud infrastructure services. Microsoft is not a company that has traditionally offered price cuts to compete with others. The fact that they have greatly reduced rates on getting infrastructure set up paves the way for more business users of their Cloud-based apps like Microsoft Office. Inexpensive solutions and free applications open the doors for Microsoft to initiate more sales of other products to their clients.
Former CEO Steve Ballmer recognized there was a need for Microsoft to change directions to remain competitive. In February 2014, he stepped down as CEO stating that the CEO needed to be there through all stages of Microsoft's transition in these more competitive markets. And the former role of his chosen successor, Mr. Satya Nadella? Head of Microsoft's Cloud services division.
Microsoft may not always catch the initial burst of a new development in their space; but they regularly adapt and drive forward. The leadership of Microsoft is clearly thinking forward in what they want to accomplish as sales of PCs have stayed on a continuous decline. It should come as no surprise that Microsoft will embrace this new direction and push towards a greater market share against the likes of Amazon and Google.
Related:
Who Are the Main Players in Big Data?
Is Cloud Computing Safe for Your Business?
Is The Grass Greener in Mobile App Development?
Tech Life in California
| Company Name | City | Industry | Secondary Industry |
|---|---|---|---|
| Mattel, Inc. | El Segundo | Retail | Sporting Goods, Hobby, Book, and Music Stores |
| Spectrum Group International, Inc. | Irvine | Retail | Retail Other |
| Chevron Corp | San Ramon | Energy and Utilities | Gasoline and Oil Refineries |
| Jacobs Engineering Group, Inc. | Pasadena | Real Estate and Construction | Construction and Remodeling |
| eBay Inc. | San Jose | Software and Internet | E-commerce and Internet Businesses |
| Broadcom Corporation | Irvine | Computers and Electronics | Semiconductor and Microchip Manufacturing |
| Franklin Templeton Investments | San Mateo | Financial Services | Investment Banking and Venture Capital |
| Pacific Life Insurance Company | Newport Beach | Financial Services | Insurance and Risk Management |
| Tutor Perini Corporation | Sylmar | Real Estate and Construction | Construction and Remodeling |
| SYNNEX Corporation | Fremont | Software and Internet | Data Analytics, Management and Storage |
| Core-Mark International Inc | South San Francisco | Manufacturing | Food and Dairy Product Manufacturing and Packaging |
| Occidental Petroleum Corporation | Los Angeles | Manufacturing | Chemicals and Petrochemicals |
| Yahoo!, Inc. | Sunnyvale | Software and Internet | Software and Internet Other |
| Edison International | Rosemead | Energy and Utilities | Gas and Electric Utilities |
| Ingram Micro, Inc. | Santa Ana | Computers and Electronics | Consumer Electronics, Parts and Repair |
| Safeway, Inc. | Pleasanton | Retail | Grocery and Specialty Food Stores |
| Gilead Sciences, Inc. | San Mateo | Healthcare, Pharmaceuticals and Biotech | Pharmaceuticals |
| AECOM Technology Corporation | Los Angeles | Real Estate and Construction | Architecture,Engineering and Design |
| Reliance Steel and Aluminum | Los Angeles | Manufacturing | Metals Manufacturing |
| Live Nation, Inc. | Beverly Hills | Media and Entertainment | Performing Arts |
| Advanced Micro Devices, Inc. | Sunnyvale | Computers and Electronics | Semiconductor and Microchip Manufacturing |
| Pacific Gas and Electric Corp | San Francisco | Energy and Utilities | Gas and Electric Utilities |
| Electronic Arts Inc. | Redwood City | Software and Internet | Games and Gaming |
| Oracle Corporation | Redwood City | Software and Internet | Software and Internet Other |
| Symantec Corporation | Mountain View | Software and Internet | Data Analytics, Management and Storage |
| Dole Food Company, Inc. | Thousand Oaks | Manufacturing | Food and Dairy Product Manufacturing and Packaging |
| CBRE Group, Inc. | Los Angeles | Real Estate and Construction | Real Estate Investment and Development |
| First American Financial Corporation | Santa Ana | Financial Services | Financial Services Other |
| The Gap, Inc. | San Francisco | Retail | Clothing and Shoes Stores |
| Ross Stores, Inc. | Pleasanton | Retail | Clothing and Shoes Stores |
| Qualcomm Incorporated | San Diego | Telecommunications | Wireless and Mobile |
| Charles Schwab Corporation | San Francisco | Financial Services | Securities Agents and Brokers |
| Sempra Energy | San Diego | Energy and Utilities | Gas and Electric Utilities |
| Western Digital Corporation | Irvine | Computers and Electronics | Consumer Electronics, Parts and Repair |
| Health Net, Inc. | Woodland Hills | Healthcare, Pharmaceuticals and Biotech | Healthcare, Pharmaceuticals, and Biotech Other |
| Allergan, Inc. | Irvine | Healthcare, Pharmaceuticals and Biotech | Biotechnology |
| The Walt Disney Company | Burbank | Media and Entertainment | Motion Picture and Recording Producers |
| Hewlett-Packard Company | Palo Alto | Computers and Electronics | Consumer Electronics, Parts and Repair |
| URS Corporation | San Francisco | Real Estate and Construction | Architecture,Engineering and Design |
| Cisco Systems, Inc. | San Jose | Computers and Electronics | Networking Equipment and Systems |
| Wells Fargo and Company | San Francisco | Financial Services | Banks |
| Intel Corporation | Santa Clara | Computers and Electronics | Semiconductor and Microchip Manufacturing |
| Applied Materials, Inc. | Santa Clara | Computers and Electronics | Semiconductor and Microchip Manufacturing |
| Sanmina Corporation | San Jose | Computers and Electronics | Semiconductor and Microchip Manufacturing |
| Agilent Technologies, Inc. | Santa Clara | Telecommunications | Telecommunications Equipment and Accessories |
| Avery Dennison Corporation | Pasadena | Manufacturing | Paper and Paper Products |
| The Clorox Company | Oakland | Manufacturing | Chemicals and Petrochemicals |
| Apple Inc. | Cupertino | Computers and Electronics | Consumer Electronics, Parts and Repair |
| Amgen Inc | Thousand Oaks | Healthcare, Pharmaceuticals and Biotech | Biotechnology |
| McKesson Corporation | San Francisco | Healthcare, Pharmaceuticals and Biotech | Pharmaceuticals |
| DIRECTV | El Segundo | Telecommunications | Cable Television Providers |
| Visa, Inc. | San Mateo | Financial Services | Credit Cards and Related Services |
| Google, Inc. | Mountain View | Software and Internet | E-commerce and Internet Businesses |
training details locations, tags and why hsg
The Hartmann Software Group understands these issues and addresses them and others during any training engagement. Although no IT educational institution can guarantee career or application development success, HSG can get you closer to your goals at a far faster rate than self paced learning and, arguably, than the competition. Here are the reasons why we are so successful at teaching:
- Learn from the experts.
- We have provided software development and other IT related training to many major corporations in California since 2002.
- Our educators have years of consulting and training experience; moreover, we require each trainer to have cross-discipline expertise i.e. be Java and .NET experts so that you get a broad understanding of how industry wide experts work and think.
- Discover tips and tricks about IT Infrastructure Library programming
- Get your questions answered by easy to follow, organized IT Infrastructure Library experts
- Get up to speed with vital IT Infrastructure Library programming tools
- Save on travel expenses by learning right from your desk or home office. Enroll in an online instructor led class. Nearly all of our classes are offered in this way.
- Prepare to hit the ground running for a new job or a new position
- See the big picture and have the instructor fill in the gaps
- We teach with sophisticated learning tools and provide excellent supporting course material
- Books and course material are provided in advance
- Get a book of your choice from the HSG Store as a gift from us when you register for a class
- Gain a lot of practical skills in a short amount of time
- We teach what we know…software
- We care…
Interesting Reads Take a class with us and receive a book of your choosing for 50% off MSRP.
