SEO My Notes

Posted on 29. Jun, 2010 by sabin.

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Successful Freelancing for Web Designers Notes

Posted on 28. Jun, 2010 by sabin.

Successful Freelancing for Web Designers Notes

• Essential Habits of an Effective Professional Freelancer (Rob Smith)
• Common Questions of Web Designers (Andy Rutledge)
• The Designer Who Delivers (Aurimas Adomavicius)
• Critical Mistakes Freelancers Make (Robert Bowen)
• The Importance of Customer Service (Robert Bowen)
• Creatively Handling the Admin Side of Freelancing (Robert Bowen)
• Pitching Like a Pro (Cameron Chapman)
• The Finances of Freelancing (Luke Reimer)
• How to Identify and Deal With Different Types of Clients (Robert Bowen)
• How to Improve Designer-Client Relationships (Aaron Griffith)
• How to Communicate with Developers Effectively (Ryan Scherf)
• How to Educate Your Clients on Web Development (Aurimas Adomavicius)
• How to Explain to Clients That They Are Wrong (Sam Barnes)
• How to Respond Effectively to Design Criticism (Andrew Follett)
• How to Persuade Your Users, Boss or Clients (Paul Boag)
• How to Create the Perfect Client Questionnaire (Cameron Chapman)
• Getting Clients: Approaching the Company (Peter Smart)
• Converting Prospects into Clients (Alyssa Gregory)
• Marketing Rules and Principles for Freelancers (Jeff Gardner)
• How Many Ideas Do You Show Your Clients? (Graham Smith)
• Freelance Contracts: Do’s And Don’ts (Robert Bowen)
• What’s in a Price: Guidelines for Pricing Web Designs (Thursday Bram)
• Quality-Price Ratio in Web Design (Jeff Gardner)

http://www.noupe.com/tools/15-helpful-blogs-no-freelancer-should-forget.html

http://freelancefolder.com/

http://www.smashingmagazine.com/2009/12/21/essential-habits-of-an-effective-professional-freelancer/

http://www.smashingmagazine.com/2010/03/08/common-questions-about-design-professionalism/

http://www.smashingmagazine.com/2010/04/16/the-designer-who-delivers/

http://www.smashingmagazine.com/2009/11/28/critical-mistakes-freelancers-make/

http://www.noupe.com/how-tos/the-importance-of-customer-service-to-your-freelance-business.html

http://www.smashingmagazine.com/2010/01/11/creatively-handling-the-admin-side-of-freelancing/

http://www.smashingmagazine.com/2009/07/09/the-roadmap-to-becoming-a-professional-freelance-web-designer/

http://sixrevisions.com/user-interface/the-future-of-user-interfaces/

http://www.smashingmagazine.com/2009/08/14/how-to-effectively-communicate-with-developers/

http://www.smashingmagazine.com/2009/10/15/identifying-and-dealing-with-different-types-of-clients/

http://www.smashingmagazine.com/2010/04/23/educating-your-client-on-web-development-successfully/

http://www.smashingmagazine.com/2009/12/10/how-to-explain-to-clients-that-they-are-wrong/

http://www.smashingmagazine.com/2009/10/01/how-to-respond-effectively-to-design-criticism/

http://www.smashingmagazine.com/2009/10/11/how-to-persuade-your-users-boss-or-clients/

http://www.noupe.com/how-tos/how-to-create-the-perfect-client-questionnaire.html

http://www.smashingmagazine.com/2009/11/09/getting-clients-approaching-the-company/

http://www.ehow.com/how_2317357_convert-prospects-clients.html

http://www.theremsengroup.com/82

http://www.smashingmagazine.com/2009/08/24/marketing-rules-and-principles-for-freelancers/

http://www.smashingmagazine.com/2009/12/28/discuss-how-many-ideas-do-you-show-clients/

http://www.smashingmagazine.com/2009/10/06/freelance-contracts-dos-and-donts/

http://www.noupe.com/freelance/what-s-in-a-price-the-guidelines-for-pricing-web-designs.html

http://www.smashingmagazine.com/2009/07/14/quality-price-ratio-in-web-design-pricing-design-work/

http://designm.ag/resources/freelance-designers/

http://www.smashingmagazine.com/2010/03/24/a-short-guide-to-open-source-and-similar-licenses/

http://www.noupe.com/how-tos/12-secrets-of-effective-business-communication.html

http://www.smashingmagazine.com/2010/01/28/color-theory-for-designers-part-1-the-meaning-of-color/

http://www.smashingmagazine.com/2010/02/02/color-theory-for-designers-part-2-understanding-concepts-and-terminology/

http://www.smashingmagazine.com/2010/02/08/color-theory-for-designer-part-3-creating-your-own-color-palettes/

http://www.smashingmagazine.com/2009/09/16/how-to-find-time-for-everything/

http://www.smashingmagazine.com/2009/07/21/45-excellent-code-snippet-resources-and-repositories/

http://www.smashingmagazine.com/2009/06/29/45-incredibly-useful-web-design-checklists-and-questionnaires/

http://www.smashingmagazine.com/2008/11/13/15-useful-project-management-tools/

http://www.smashingmagazine.com/2009/06/12/effective-maintenance-pages-examples-and-best-practices/

http://www.smashingmagazine.com/2009/05/21/web-design-industry-jargon-glossary-and-resources/

http://www.noupe.com/design/simplicity-in-good-web-design-advantages-how-to.html

http://www.heinmaas.com/40-resources-to-become-a-successful-freelance-graphicweb-designer/

http://www.noupe.com/design/10-things-clients-look-for-in-a-design-portfolio.html

http://www.noupe.com/freelance/how-to-make-yourself-stand-out-as-a-freelancer.html

http://freelancefolder.com/3-steps-to-creating-a-freelancing-brand-that-sells/

http://www.noupe.com/how-tos/how-to-create-the-perfect-client-questionnaire.html

http://www.noupe.com/design/systematizing-the-design-build-process.html

Better Communication with Employees and Peers

http://www.inc.com/guides/growth/23032.html

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SEO FAQ

Posted on 15. Jun, 2010 by sabin.

site:www.sabinshresth.com.np

 <meta name="robots" content="noindex" />

www.google.com/ncr

PageRank, or website ranking, is a notation from 0 to 10, given by Google to each page of a website.The higher is this value, the better will be the position of the page in results of searches, among other pages that match the request.A 5 points PageRank is Good. 7 points may be reached with valuable backlinks. The number of 10 points PageRank websites is very short!The word PageRank comes both from “page ranking” and “Page” that is the name of one of the two authors of the algorithm (Serguey Brin and Larry Page).

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The Future OF User Interfaces

Posted on 04. Mar, 2010 by sabin.

Citation of Interesting article written by Cameron Chapman about the Future of User Interfaces.

User interfaces—the way we interact with our technologies—have evolved a lot over the years.

From the original punch cards and printouts to monitors, mouses, and keyboards, all the way to the track pad, voice recognition, and interfaces designed to make it easier for the disabled to use computers, interfaces have progressed rapidly within the last few decades.

But there’s still a long way to go and there are many possible directions that future interface designs could take. We’re already seeing some start to crop up and its exciting to think about how they’ll change our lives.

In this article are than a dozen potential future user interfaces that we’ll be seeing over the next few years (and some further into the future).

Brain-Computer Interface
Army Mind-Control Projects
The Matrixesque Brain Interface: MEMS-Based Robotic Probe
OCZ’s Neural Impulse Actuator
Biometric and Cybernetic Interfaces
Warfighter Physiological Status Monitoring
Fingerprint Scanners
Digital Paper and Digital Glass
Transparent OLED Display
LG 19″ Flexible Display
E-Ink
Telepresence
Telepresence Surgery
Universal Control System
Space Exploration and Development
Augmented Reality
Augmented Reality in a Contact Lens
Wearable Retinal Display
Heads-Up Display
Privacy Concerns with Augmented Reality
Voice Control
BMW Voice Control System
Google Voice Search
Gesture Recognition
Acceleglove: Gloves that Recognize Sign Language
Gesture-Based Control for TVs
Nintendo Wii
Xbox Project Natal
Head and Eye Tracking
Gran Turismo 5
Pseudo-3D with a Generic Webcam
Artificial Intelligence
Cyber Security Knowledge Transfer Network
AI for Adaptive Gaming
AI for Mission Control
Virtual Assistants
Multi-Touch
Microsoft Surface
Apple Products
Mobile Phones

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System integrity using Files, Permissions, Processes, Root and Sudo

Posted on 04. Mar, 2010 by sabin.

To be a good in system administration, we have to understand the basics of files, processes and permissions of our Linux/Unix hosts. Therefore, in this article, we will cover the basic stuffs regarding files, processes, permissions, the SUPERUSER “root” account and the sudo program.

Every file and process on a Linux/Unix system is owned by a particular user account. Every file has both an owner and a group owner. What this means is that the owner of the file enjoys one special property that is not shared with everyone on the system. This property is the ability to modify the permissions of the file.

Other users on the system can’t access files belonging to others without the owner’s permission, so this restriction helps protect a user’s files against “malicious” users!

Please note that all credits for this article goes to the authors of the book called “LINUX ADMINISTRATION HANDBOOK”. I recommend this book for all levels of system administrators. It can be accessed from the site http://www.admin.com

Having said that, although the owner of a file can always be a single person, many people can be group owners of the file if they are all part of a single Linux/Unix group. Groups are defined in the /etc/group file.

Ownerships of a file can be shown with the ls -l filename command as shown below:

-bash-3.00$ ls -l /export/home/tek/records
-rw-r–r– 1 tek wheel 869 Jan 4 14:43 /export/home/tek/records

As seen above, the file named records is owned by the user “tek” and the group “wheel”.

Linux/Unix in reality keeps track of owners and groups represented by numbers rather than as text names. User identification numbers (UIDs) are mapped to user names in the /etc/passwd file and Group identification numbers (GIDs) are mapped to group names in the /etc/group file.

The text names that corresponds to UIDs and GIDs are designed only for the convenience of the system’s human users! Next time a command such as ls are issued which displays ownership information, then the files /etc/passwd and /etc/group are queried.

Processes

A process is the term used by Linux/Unix to represent a running program through which the running program’s use of memory, processor time, and I/O resources can be managed.

Unlike files, processes have not two but four identities associated with them. They are a real and effective UID and a real and effective GID. The “real” numbers are used for accounting purposes, and the “effective” numbers are used for the determination of access permissions.

Superuser or root privilege UID (SUID) is always equal to 0 (zero).

For example, the Real UID (RUID) is the UID of the process that created the process itself. It can be changed only if the running process has Effective UserID (EUID)=0.

The effective UID (EUID) is used to evaluate privileges of the process to perform a particular action. EUID can be changed either to Real UserID (RUID), or SUID if EUID is not equal to 0. If EUID=0, it can be changed to anything.

Most of the time, the real and effective numbers are the same.

The owner of a process can send the process signals such as kill and can also reduce the process scheduling priority.

Under normal circumstances, it is not possible for a process to change it’s 4 ownership credentials. There is a special situation in which the effective user (EUID) and group ID (EGID) can and needs to be changed.

When a command which has the “setuid” or “setgid” permissions is executed, the effective UID (EUID) or GID (EGID) of the resulting process can be set to the UID or GID of the file containing the program image rather than the UID or GID of the user executing the command.

For example, let us look at the program called “passwd“.

-bash-3.00$ ls -l /usr/bin/passwd
-r-sr-sr-x 1 root sys 22620 Jan 23 2005 /usr/bin/passwd

As you know it, passwd is the command used for changing the passwords for a given user in a Linux/Unix environment.

As can be seen above, the UID and GID permissions are set to root and sys respectively. How is it possible for a normal user to run this program then? Well that’s what we called the “setuid” or “setgid” permissions!

The normal user’s privileges are thus “promoted” for the execution of that specific command only. Hence Linux/Unix’s setuid facility allows programs run by normal users to make use of the root account in a very limited way.

As in the passwd command example below, we can see the “setuid” permissions in action:

-bash-3.00$ /usr/bin/passwd tek
Enter existing login password:
New Password:
Re-enter new Password:
passwd: password successfully changed for tek

Here we see the passwd command that users run to change their login password is a setuid program. The program passwd modifies the /etc/passwd file in a very well-defined way and then terminates. To prevent abuse, the passwd program requires the users to prove that they know the current password before it agrees to make the requested password change. Nice security!

ROOT: The SUPERUSER

What exactly is the root account? Why does it has a very special place in Linux/Unix systems? Well the main defining characteristic property of the root account is that it’s UID is set to 0 (zero).

Linux/Unix systems permit the superuser (that is root) to perform any valid operation on any file or process. In addition, some process issuing system calls or requests directly to the kernel can only be executed by the superuser.

Below are some restricted operations which can only be performed by the superuser (root):

* Creating device files
* Setting the system’s hostname
* Configuring network interfaces
* Setting the system clock
* Raising resource usage limits and process priorities
* Shutting down the system

An example of superuser powers is the ability of a process owned by root to change it’s UID and GID. The login program and it’s window system equivalents like GDM and KDM are a case in point.

The login program that prompts you for your username and password when you log in to the system initially runs as root. If the username and password matches, the login program changes it’s UID and GID to your UID and GID and starts up your user environment. Once a root process has changed it’s ownerships to become a normal user process, it can never recover it’s former privileged state!

Therefore, it is extremely important for any system administrator to choose a very complex and secure password for the root user! I recommend a minimum of 8 characters with a mixture of Capital letters and numerical numbers! A warning has to be issued here, which is not to make the root’s password so complicated that you can’t remember it!

For remote administration, we obviously use the program called the Secure Shell (SSH) to manage our servers. For that matter, it is advisable to disable direct root access via SSH. To disable SSH to root user and set other security restrictions, at least enable/disable it’s parameters as shown below:

vi /etc/ssh/sshd_config

###Recommended values###

# Listen port (Default is 22, but change is to a higher port above 1025!)
Port 2012

# Only v2 (recommended)
Protocol 2

# Port forwarding
AllowTcpForwarding no

# X11 tunneling options
X11Forwarding no

# Ensure secure permissions on users .ssh directory.
StrictModes yes

# Default is 600 seconds. 0 means no time limit.
LoginGraceTime 120

# Maximum number of retries for authentication
# Default is 6. Default (if unset) for MaxAuthTriesLog is MaxAuthTries / 2
MaxAuthTries 4
MaxAuthTriesLog 3

PermitEmptyPasswords no

PermitRootLogin no
###End of sshd_config###

BECOMING ROOT

A better way to access the root account is to use the su command. If invoked without any arguments, su will prompt for the root password and then start up a root shell. The privileges of this shell remain in effect until the shell terminates (Ctrl+D or the exit command).

su does not record the commands executed as root, but it does create a log entry that states who became root and when.

So we have to extra careful as to whom to give root’s password! It is also a good idea to get in the habit of typing the full pathname to the su command rather than relying on the shell to find the command for you!

-bash-3.00$ whereis su
su: /sbin/su /sbin/su.static /usr/bin/su /usr/man/man1m/su.1m

Note: The exact location of the su command may differ from one system to another.

Next time you want to become root, simply type:

/usr/bin/su -

This will give you some protection against programs called su that may have been slipped into your search path with the intention of retrieving passwords.

sudo: a limited su

Since the privileges of the superuser account cannot be subdivided, it is hard to give someone the ability to do one task (backups) without giving that person the root privileges of the root account. Also if the SUPERUSER account is used by several administrators, you will have only a vague idea of who’s using it and doing what?

These types of problems can be resolved to some extent by a program called “sudo“. It is available in Debian, RedHat, SuSE, FreeBSD packages among other distributions.

For installation in Debian, it’s as simple as: apt-get install sudo

For Fedora and Centos, it’s: yum install sudo

For FreeBSD, you just make install in /usr/ports/security/sudo

sudo takes as it’s argument a command line to be executed as root (or as another restricted user). sudo consults the file /etc/sudoers, which lists the people who are authorized to use sudo and the commands they are allowed to run on the system.

If the proposed command is permitted for the user, sudo prompts the user’s own password and executes the command.

For example, suppose we have a normal user called “john” belonging to the “wheel” group. Under normal circumstances, user “john” can’t run the tcpdump command.

To give our normal user “john” the limited sudo access to the tcpdump command, we add the following entry in /etc/sudoers file.

(1.) vi /etc/sudoers

#Add the following

john, %wheel ALL= /sbin/, /usr/sbin, /usr/sbin/tcpdump

(2.) Save and exit.

If user “john” were to run the tcpdump command without sudo, it would resemble as:

john@localhost:~$ /usr/sbin/tcpdump
tcpdump: no suitable device found

But for user “john” to run the tcpdump command, he simply types the following sudo command:

john@localhost:~$ sudo /usr/sbin/tcpdump

Password:
sudo tcpdump

Running tcpdump using sudo

Hence in this way, we can give a normal user some privilege to run a command to which only a superuser is allowed to.

Please note that I have touched only the tip of the sudo program. However below is a summary of what you can achieve using sudo:

1. Accountability is much improved because of command logging
2. Operators can do chores without unlimited root privileges
3. The real root password can only be known to one or few users
4. Privileges can be revoked without the need to change the root password
5. A single file /etc/sudoers can be used to control access for an entire network.

Linux/Unix Filesystem

In the Linux/Unix world, almost everything is represented by the file system. Processes, Serial ports, devices, you name it, is represented and managed via the file system.

In a nutshell, the filesystem can be summarized as:

1. A namespace – a way of naming things and organizing them in a hierarchy
2. An API – a set of system calls for navigating and manipulating objects
3. A security model – a scheme for protecting, hiding, and sharing things
4. An implementation – software that ties the logical model to actual hardware

The filesystem is presented as a single unified hierarchy that starts at the directory / and continues downward through an arbitrary number of subdirectories. / is also called the root directory.

The list of directories that must be traversed to locate a particular file, together with it’s filename, form a “pathname”. Pathnames can be either absolute (/tmp/foo) or relative (mydocs/chap4) . Relative pathnames are interpreted starting at the current directory.

The terms file, filename, pathname, and path are more or less interchangeable. Filename and path can be used for both absolute and relative paths; pathnames generally suggests an absolute path.

The filesystem can be arbitrarily deep. However, each component of a pathname must have a name no more than 255 characters long, and a single path may not contain more than 4095 characters. To access a file with a pathname longer than 4095 characters, you must cd to an intermediate directory and use relative pathname.

There are no restrictions on the naming of files and directories, except that the names are limited in length and must not contain the “/” character or nulls. Spaces are permitted but because of UNIX’s long tradition of separating command-line arguments at whitespace, legacy software tends to break when spaces appear within filenames. However, these cases are very rare nowadays.

In shell and in scripts, spaceful filenames just need to be quoted to keep their pieces together. For example, the command:

-bash-3.00$ more “My very long file.txt”

would preserve My very long file.txt as a single argument to more command.

Below is a graphical summary representing the Linux/Unix File System:
Linux File Structure

MOUNTING AND UNMOUNTING FILESYSTEMS

As seen on the diagram above, the filesystem is composed of smaller chunks – also called filesystems- each of which consists of one directory and it’s subdirectories and files. For clarity, we use the term “file tree” to refer to the overall layout of the filesystem and reserve the word “filesystem” for the chunks attached to the tree!

Most filesystems are disk partitions but they can be anything that obeys the proper API: network file servers, kernel components, memory-based disk emulators, etc.

Filesystems are attached to the tree with the mount command. mount maps a directory within the existing file tree, called the mount point, to the root of the newly attached filesystem.

For example on a Linux host,

root@localhost# mount /dev/hda4 /mbox

The above command will install the filesystem stored on the disk partition represented by /dev/hda4 under the path /mbox. You can then use command “ls /mbox” to see that filesystem’s contents.

On a Solaris host:

# mount /dev/dsk/c2d0s6 /mbox

The above command will mount a secondary hard drive represented by /dev/dsk/c2d0s6 to the path /mbox in Solaris.

A list of the filesystems that are mounted on a particular system is kept in the /etc/fstab file in Linux/FreeBSD machines. On a Solaris machines, it is kept in the /etc/vfstab file.

The information contained in this file allows filesystems to be checked (fsck -A) and mounted (mount -a) automatically at boot time. It also serves as documentation for the layout of the filesystems on disk and enables short commands such as mount /var for which the location of the filesystem to mount is looked up in /etc/fstab or /etc/vfstab.

Filesystems are detached with the umount command. You cannot unmount a filesystem that is “busy” or in use! There must not be any open files or processes whose current directories are located on that filesystem, and if the filesystem contains executable programs, they cannot be running!

When you are trying to umount a filesystem and the kernel complains that the filesystem is busy, you can run fuser to find out why.

For example, running the df -h command below shows:

Linux df command

df -h command

Viewing the contents of /etc/fstab:

Linux /etc/fstab

Linux /etc/fstab

If we try to umount /usr :

umount /usr busy

umount /usr showing as busy!

Running fuser -mv /usr:

fuser -mv /usr

“fuser -mv” command showing why /usr can’t be unmounted

File Types and Permissions

Linux/Unix defines seven (7) types of files. They are defined as follows:

1. Regular files
2. Directories
3. Character device files
4. Block device files
5. Local domain sockets
6. Named pipes (FIFOs)
7. Symbolic links

We can determine the type of an existing file with the ls -ld command. The first (1st) character of the ls output encodes the type of file.

For example,

# ls -ld /etc/ssh

drwxr-xr-x 2 root sys 512 Nov 21 14:28 /etc/ssh

Remembering that the 1st character determines the type of file, the table below are the codes representing various types of files:

Linux/Unix File Types Table

As can be seen from the table above, rm is the universal tool for deleting files you don’t want anymore!

A word of caution: Use rm very carefully. You could mistakenly remove a very important file such needed by your system. If that happens, your system might not boot anymore!

If in doubt, always use the -i option with the rm command.

For example,

# rm -i /etc/rmmount.conf
rm: remove /etc/rmmount.conf (yes/no)?

(1.) Regular files

A regular file is just a file containing certain amount of bytes! Linux/Unix imposes no structure on its contents. Text files, data files, executable programs like gcc, shared libraries are all stored as regular files.

(2.) Directories

A directory contains named references to other files. You can create directories with the mkdir command and delete them with the rmdir command if they are empty. If the directory is not empty, you are wipe it with the rm -r command.

For example, let’s list the contents of the /etc/ssh

# ls -al /etc/ssh

total 208
drwxr-xr-x 2 root sys 512 Nov 21 14:28 .
drwxr-xr-x 87 root sys 4608 Jan 7 11:24 ..
-rw-r–r– 1 root sys 88301 Jan 22 2005 moduli
-rw-r–r– 1 root sys 861 Jan 22 2005 ssh_config
-rw——- 1 root root 668 Nov 21 14:28 ssh_host_dsa_key
-rw-r–r– 1 root root 605 Nov 21 14:28 ssh_host_dsa_key.pub
-rw——- 1 root root 883 Nov 21 14:28 ssh_host_rsa_key
-rw-r–r– 1 root root 225 Nov 21 14:28 ssh_host_rsa_key.pub
-rw-r–r– 1 root sys 5215 Jan 7 15:38 sshd_config

If you have noticed, in every directory, there are two (2) special entries “.” and “..”.

They refer to the directory itself and to its parent directory respectively; hence they cannot be removed! Since the root directory has no parent directory, the path “/..” is equivalent to the path “/.” (and both are equivalent to /).

(3.) Character and Block device files

Device files allow programs to communicate with the system’s hardware and peripherals. When the kernel is configured, modules that know how to communicate with each of the system’s devices are linked in. These days, the kernel can also load modules dynamically.

But what exactly is a kernel module? Modules are pieces of code that can be loaded and unloaded into the kernel upon demand. They extend the functionality of the kernel without the need to reboot the system. For example, one type of module is the device driver, which allows the kernel to access hardware connected to the system. Without modules, we would have to build monolithic kernels and add new functionality directly into the kernel image. Besides having larger kernels, this has the disadvantage of requiring us to rebuild and reboot the kernel every time we want new functionality.

Microsoft Windows needs to reboot so often because they lack the support of modules from their NT kernel unlike Linux/Unix!

The module for a particular device, called a device driver, takes care of the messy details of managing the device.

Device drivers present a standard communication interface that looks like a regular file. When the kernel is given a request that refers to a character or block device file, it simply passes the request to the appropriate device driver.

It is important to differentiate between device files and device drivers. The device files are are just ordinary points that are used to communicate with the drivers. They are not the drivers themselves.

But what is the difference between a character device file and a block device file? Character device files allow their associated drivers to do their own input and output (I/O) buffering.

Block device files are used by drivers that handle input and output (I/O) in large chunks and want the kernel to perform the buffering for them.

Simply, a block device would read/write bytes in fixed size blocks, as in disk sectors. Character devices read/write 0 or more bytes, in a stream, such as a TTY or a keyboard.

Device files are characterized by two numbers, called the major and minor device numbers. The major device number tells the kernel which driver the file refers to, and the minor device number tells the driver which physical unit to address.

If we on at the example below,

09:26:57 root@gw-dml-sp:~$ ls -l /dev/lp0

crw-rw—- 1 root lp 6, 0 Jan 4 13:05 /dev/lp0

From above, the major device number is 6 and the minor device number is 0.

We can create device files with the mknod command and remove them with the rm command. Most systems provide a script called /dev/MAKEDEV that creates the appropriate sets of device files for common devices.

(4.) Local domain sockets

Sockets are connections between processes that allow them to communicate in a proper manner. Linux/Unix provides several different kinds of sockets, most of which involve the use of a network. Local domain sockets are accessible only from the local host and are referred to through a filesystem object rather than a network port. They are also known as “UNIX domain sockets“.

Although socket files are visible to other processes as directory entries, they cannot be read from or written to by processes not involved in the connection. Some standard facilities that use local domain sockets are the printing system, the GNOME and KDE Window Systems, and syslog.

Local domain sockets are created with the socket system call and can be removed with the rm command or the unlink system call once they have no more users.

(5.) Named pipes

Like local domain sockets, named pipes allow communication between two processes running on the same host. They are also known as “FIFO files” (FIFO is short form for “First In, First Out”).

You can create named pipes with the mknod command and remove them with rm.

Like local domain sockets, real-world instances of named pipes are very few and rarely need administrative action.

(6.) Symbolic links

Symbolic links consist of a special type of file that serves as a reference to another file or directory. Unix-like operating systems in particular often feature symbolic links. Basically, a symbolic or soft link points to a file by name.

You can think of symbolic links in a similar way when you create “desktop shortcuts” in MS-Windows!
Unlike a hard link, which points directly to data and represents another name for the same file, a symbolic link contains a path which identifies the target of the symbolic link. Thus, when a user removes a symbolic link, the file to which it pointed remains unaffected. Symbolic links may refer to files even on other mounted file systems.

We create symbolic links with the ln -s command and remove them with the rm command.

For example, if we want to make a symbolic link between the file /etc/ssh/sshd_config and /home/tek/myssh_config, we issue the following command:

# ln -s /etc/ssh/sshd_config /home/tek/mysshd_config

# ls -l /home/tek/mysshd_config

lrwxrwxrwx 1 tek tek 20 Jan 8 21:48 /home/tek/mysshd_config -> /etc/ssh/sshd_config

FILE ATTRIBUTES AND PERMISSIONS

Every file has a set of nine (9) permission bits that control who can read, write, and execute the contents of the file. The nine permission bits are used to determine what operations on a file, and by whom.

Linux/Unix does not allow permissions to be set on a per-user basis. Instead, there are sets of permissions for the owner of the file, the group owners of the file, and everyone else. Each set has three bits: a read bit, a write bit, and an execute bit.

In a summary, there are three types of people that can do things to files – the Owner of the file, anyone in the Group that the file belongs to, and Others (everyone else). In UNIX they are referred to using the letters U (for Owner or User), G (for Group), and O (for Others).

Therefore there are three types of permissions:

r – read the file or directory
w – write to the file or directory
x – execute the file or search the directory

Each of these permissions can be set for any one of three types of user:

u – the user who owns the file (you)
g – members of the group to which the owner belongs
o – all other users

Let us look at an example:

-bash-3.00$ ls -l /usr/bin/yelp

-rwxr-xr-x 1 root other 107504 Dec 17 2004 /usr/bin/yelp

As you can see above, there are nine (9) permission bits on the file /usr/bin/yelp

On the left side, you can see the file attributes and permissions:

-rwxr-xr-x
- r w x r - x r - x
Owner Group Other
File Read Write Execute Read No-Write Execute Read No-Write Execute

As can be seen, the following users have the following permissions on the file:

Owner – can read, write, and execute

Group – can read, no-write, and execute

Other – can read, no-write, and execute

Owner of /usr/bin/yelp is root and group owner of /usr/bin/yelp is other.

More examples:

drwxrwxrwx : a folder which has read, write and execute permissions for the owner, the group and for other users.
-rwxr–r– : a file that can be read and written by the user, but only read and executed by the group, and only read by everyone else.

Using numbers (octal) for permissions

We can also use numbers for setting file and folder permissions. Each of the three numbers corresponds to each of the three sections of letters. The first number determines the owner permissions, the second number determines the group permissions and the third number determines the other permissions. Each number can have one of eight values ranging from 0 to 7. Each value corresponds to a certain setting of the read, write and execute permissions.

These values are added together for any one user category:

1 = execute only
2 = write only
3 = write and execute (1+2)
4 = read only
5 = read and execute (4+1)
6 = read and write (4+2)
7 = read and write and execute (4+2+1)

For example:

777 is the same as rwxrwxrwx
755 is the same as rwxr-xr-x

ls output is slightly different for a device file. For example,

09:17:07 root@gw-dml-sp:~$ ls -l /dev/tty0

crw-rw—- 1 root tty 4, 0 Jan 4 13:05 /dev/tty0

crw-rw—-
- r w x r - x r - x
Owner Group Other
Character file Read Write Non-Execute Read Write Non-Execute No-Read No-Write Non-Execute

As can be seen, the file /dev/tty0 is a Character device file whose owner and group owner can read, write but could not execute it since this is a character device file!

The filesystem maintains about forty (40) separate pieces of information for each file! But the good news is that most of them are only useful for the filesystem itself. As a system administrator, we should be concerned mostly with the link count, owner, group, mode, size, last access time, last modification time, and type.

Looking at the next example,

09:32:10 root@gw-dml-sp:~$ ls -l /bin/gzip

-rwxr-xr-x 3 root root 55792 Feb 22 2005 /bin/gzip

Summary:

The first field specifies the file’s type and mode. The first character is a dash, so /bin/gzip is a regular file.

The next nine characters in this field are the three sets of permission bits. I have stressed several times the order of this 3 sets of permission bits. The order is owner-group-other.

In the example of: -rwxr-xr-x 3 root root 55792 Feb 22 2005 /bin/gzip

In this case, the owner can read-write-execute, the Group owner can only execute-read and Others can only execute.

The next field in the listing is the link count for the file. In this case, it is 3, indicating that /bin/gzip is just one of three names for this file (the others are /bin/gunzip and /bin/zcat). Each time a hard link is made to a file, the count link is incremented by 1.

The setuid and setgid bits

The bits with octal values 4000 and 2000 are the setuid and setgid bits. These bits allow programs to access files and processes that would otherwise be off-limits to the user that runs them.

When set on a directory, the setuid bit causes newly created files within the directory to take on the group ownership of the directory rather than the default group of the user of the user that created the file.

The Sticky Bit

The bit with octal value 1000 is called the sticky bit. If a sticky bit is set on a directory, the filesystem won’t allow anyone to delete or rename a file unless that person is the owner of the directory, the owner of the file, or the superuser. This convention helps to make directories like /tmp a little more secure.

If the setuid bit had been set, the x representing the owner’s execute permission would have been replaced with an s, and if the setgid bit had been set, the x for the group would also have been replaced with an s.

The last character of the permissions (execute permission for “other”) is shown as t if the sticky bit of the file is turned on. If either the setuid/setgid bit or the sticky bit is set but the corresponding execute bit is not, these bits appear as S or T.

The filesystem automatically keeps track of modification time stamps, link counts, and file size information. The permission bits, ownership, and group ownership can only be changed by with the chmod, chown, chgrp commands.

chmod: change permissions

The chmod command changes the permissions on a file. Only the owner of the file and the superuser can change its permissions.

The octal notation is generally more convenient for administrators but the mnemonic syntax can be useful for new comers.

The first argument to chmod is a specification of the permissions to be assigned, and the second and subsequent arguments are names of files on which these permissions apply to.

chmod-encoding-table

To see chmod in action,

chmod-711-action

As can be seen above, the original permission of the file /home/tek/myprog was:

-rw-rw-r–

Upon issuing the command chmod 711 /home/tek/myprog, the permission was changed to:

-rwx–x–x

The same effect can be applied using mnemonic syntax instead of octal notation.

For example,

chmod-mnemonic-action

chown: change ownership and group

The chown command changes the file’s ownership and group ownership. It’s syntax mirrors that of chmod, except that the first argument specifies the new owner and group in the form of user.group (user:group). Either of user or group may be left out. If there is no group, you don’t need the dot either.

Looking at the example below:

chown-action

The above command changes the owner:group of the file /home/tek/robots.txt from root:root to tek:wheel.

To change a file’s group, you must either be the owner of the file and belong to the group you’re changing to or be the superuser. However, you must be the superuser to change the file’s owner.

Like chmod, chown offers the recursive -R flag to change the settings of a directory and all the files underneath it. For example, the sequence:

# chmod -755 ~john

# chown -R john:wheel ~john

might be used to setup the home directory of a new user called john after copying the default startup files. The commands above will set the directory /home/john and all it’s files and sub directories to be owned by user john and group wheel.

chgrp

Traditional UNIX uses a separate command called chgrp, to change the group owner of a file. Linux provides the chgrp command too. It works just like chown but chgrp takes just a parameter which is the group owner.

For example:

chgrp-wheel-group

The above chgrp command will change the group owner from tek to wheel.

I hope that the materials above will serve as a basis to understand the file system and structure of your Linux/Unix machines. It should also give you hindsights to avoid common mistakes such as making a important file to be read, written, or executed by everybody. It should also provide you how to protect and give access to important files and directories only to certain users on your system.

Continue Reading

Make Mozilla Fast

Posted on 19. Feb, 2008 by sabin.

1. Type “about:config” into the address bar and hit return. Scroll down
and look for the following entries:

network.http.pipelining
network.http.proxy.pipelining
network.http.pipelining.maxrequests

Normally the browser will make one request to a web page at a time.
When you enable pipelining it will make several at once, which really
speeds up page loading.

2. Alter the entries as follows:
Set “network.http.pipelining” to “true”
Set “network.http.proxy.pipelining” to “true”
Set “network.http.pipelining.maxrequests” to some number like 30. This
means it will make 30 requests at once.
3. Lastly right-click anywhere and select New-> Integer. Name it
“nglayout.initialpaint.delay” and set its value to “0″.
This value is the amount of time the browser waits before it acts on
information it recieves.

If you’re using a broadband connection you’ll load pages 2-3 times
faster now.

Continue Reading

What Employers Are Looking For

Posted on 19. Feb, 2008 by sabin.

What Employers Are Looking For
There are 6 key areas an employer will evaluate you on. Aim to outshine
in every one of them. The interview seat looks tired and worn and you
know you have a difficult task ahead of you, competing with all those
candidates who occupied the chair before you. The next time you find
yourself seated across the desk from a potential employer, bear in mind
that there are 6 key areas you will be evaluated on and aim to outshine
in every one of them!

1. Work Experience and Education
Your skills, credentials and training will be paramount in placing you
above the fray. Have all your relevant work experience at the tip of
your tongue and ready to recite. There is no substitute for the right
experience and qualifications and you need to be able to recite a
history and general aptitude for success in the given role and industry.
The right credentials coupled with sound examples of how these
credentials have been professionally applied in different positions to
add to productivity will be the main determinants of your suitability
for any role.

2. Business Sensibility
Employers look for candidates with a sound understanding of how
businesses in general, and this business in particular, are run. They
are looking for efficiency-minded people with an eye for productivity
and the bottom line and a keen sense of business policies and
procedures. In any position you apply for, the employers are looking for
individuals with finely honed problem-solving skills who can identify
and define a problem with clarity and find and implement the optimal
business solution.

3. Enthusiasm and Willingness to Learn
Attitude alone will not get you the job but goes a long way in bridging
the gap between you and a potential employer. Enthusiastic employees
with a positive attitude typically show more initiative in their role
and are more likely to go the extra mile. In any role, your initial
learning curve will probably be steep and employers want to be sure that
you are willing to make the effort and put in the time to learn the
ropes, perfect the role and continue to take the initiative to make
positive strides forward. Moreover, employers know that enthusiasm is
contagious and they hope that adding an employee with a positive
attitude and unbounded energy will rub off positively on the rest of the
team and elevate the general morale and spirit of the unit.

4. Work Ethic
A professional attitude, work style and work ethic are critical in any
business setting. You need to demonstrate dedication and commitment to
the company and your career, honesty, integrity, sound business
judgement, motivation and reliability. Make sure you always present
yourself in a professional light and have a keen understanding of how
your professional role impacts the company and the bottom line.

5. Interpersonal Skills
Your emotional intelligence and ability to get along well with peers,
management and clients will play a key role in your success and will be
under the spotlight during the interview. Be sure to demonstrate that
you are a cooperative teamplayer and have no problems interacting with
other people.

6. Manageability
Even star performers have to report to their boss and have to follow
company rules and procedures. An employer’s worst nightmare is an
entrepreneurial type who cannot take directions and is focused on
outperforming in his own little domain independent of the team and the
manager. Make sure you emphasize your ability to work in a team, follow
the chain of command and take instructions, advice and constructive
criticism positively.

======================================================================

Interview Tips
Interview skills are learnt. Do your pre-interview homework, learn what
questions you can anticipate and how best answer them. Practice and
preparation are key for a successful interview.Your CV has impressed,
your research and networking activities have paid off and you have
landed an Interview with your company of choice. Now to make sure you
turn this Interview into a pot of gold and secure the job of your
dreams. Below are some general tips and guidelines that should assist
you through the Interview:

1. Research
Most of you will have researched your company of choice thoroughly in
order to get to this point. For those who haven’t, it is essential that
you do some background research on the company and the job before you
walk in that door. The Interviewer will expect you to know a little
about the industry and the company and will be very impressed if you are
familiar with specific events, news and concerns relating to the
business. Newspapers, industry and trade magazines, local libraries and
the Internet are all a good source of information. Feel free to pick up
the phone and ask the company for their annual reports any marketing
materials – most companies are more than happy to oblige. The very
minimum information you will want to know is what the company does, what
job you are applying for and any well-known news pertaining to the
company eg. Merger, big scandal, new CEO.

2. Be prepared
For those of you who were cubscouts, we are not suggesting ropes and a
tent. We would however recommend you take with you a notebook and extra
copies of your CV (in many cases the employer will have misplaced it,
have an unclear copy or simply expect you to provide it). In many types
of jobs, you may want to take with you examples of your work eg. past
creative work if you are in advertising, design or similar roles,
architectural plans you are proud of if you are an architect, an example
of something you have had published in a journal etc. Employers are
usually very impressed to see examples of your work – it shows you have
taken initiative and it makes their decision much easier.

One other thing we recommend you bring with you for Middle Eastern job
interviews is your college graduation certificate(s) where available.
Employers often specifically request to see this, so you should be
prepared.

3. Dress for success
Your first Interview is the first impression an employer will have of you
and it is essential to make a favorable first impact. You should always
plan to dress conservatively for the first Interview even if the job
involves casual wear. You can always dress down in later meetings.
Generally, the image you want that first meeting is clean, well-groomed
and conservative.

Men should wear dark suits, preferably in navy or charcoal grey.
Pinstripes are fine. We recommend you wear a white shirt which should be
crisply ironed with a conservative necktie. Socks and shoes should be
dark, preferably black. Jewellery on men is usually not favourably
looked upon at the Interview stage – you can always dig out the hairdye
and that amethyst ring from your great granddad after you have secured
the job.

Women are also advised to wear dark suits for that first Interview. In
the Middle East it is advisable that skirts are below the knee and not
exorbitantly figure hugging. Trouser suits are more casual but quite
acceptable these days. Blouses can be any colour but again we recommend
they are on the conservative side in cut and print. As a general rule of
thumb shoes should be dark, with a low-to-moderate conservative heel and
no stilletos. If the weather permits (often not the case in the Middle
East) it is highly advisable to wear skin-colour tights with your shoes.
Excessive jewelery looks unprofessional and we would advise you to keep
it to the minimum: earrings, wedding ring(s) and maybe a pendant or a
brooch or a simple bracelet. Long dangly busy earrings are generally
unprofessional looking. Finally, wear your hair cleanly washed and
well-groomed; if it is long and unruly, we recommend sweeping it off
your face in a simple style that will allow the Interviewer to see your
face and eyes. The first interview will give you a feel for the company
culture and you can choose to tailor your look accordingly thereafter.

In the Middle East and other Asian countries, dress allowances are
usually made for local attire in the domestic companies. A Kuwaiti man
may be expected to show up for an interview at the National Bank of
Kuwait in a Dishdash for example and the same may apply across the board
in the Gulf. General Western dress code rules are often relaxed in
Middle Eastern companies to allow for the diversity of our work cultures
with Saris, Dishdashes and different types of headdress being very
permissible and quite common in the local companies.

4. Be punctual
Make sure you arrive for the Interview a good 15 minutes early. Allow
yourself plenty of time for any potential mishaps eg traffic jams,
unclear directions, public transportation difficulties etc.

5. Attitude counts
This is the time to show off your interpersonal skills. Employers are
looking for certain key character traits and you need to demonstrate
them at the Interview. Keep the following in mind:

Listening skills. Make sure you let the Interviewer complete his
sentences and you don’t interrupt. At the same time, show interest in
what he is saying and encourage him to talk and ask questions. Good
listening skills and a friendly pleasant demeanor are key attributes in
any job.

Enthusiasm. In many cases, you will not be ideally qualified for the
position, or you may have a steep learning curve ahead of you. You need
to demonstrate to the Employer that you are extremely interested in the
position and love what you do! Enthusiasm is contagious and employers
are always keen to add enthusiastic members to their team. Your positive
attitude will also rub off on the interviewer as long as it is genuine
and not overplayed and he will leave the Interview with a favorable
‘feel’ about you.

Eye contact. Maintain eye contact with the Interviewer. Looking away
continuously suggests distractibility and disinterest. Looking down
suggests shyness and lack of confidence. By all means though keep it
natural and feel free to nod your head and smile and even laugh where
appropriate.

Flexibility. You need to demonstrate to the Interviewer that you are
flexible, ie willing and able to adapt readily to new environments,
demands, people, work styles etc. The Interview is a good place to
demonstrate this. Be sensitive to the Interviewer’s personal style by
paying attention to his general behavior, his demeanor, his office space
and the types of questions he asks and tailor your answers accordingly.

Professionalism. Above all, BE PROFESSIONAL! Respect the
Interviewer-Interviewee boundaries at all times and do not behave in an
overly friendly or casual fashion with the Interviewer. Avoid bringing
up any of your personal life unless in a directly relevant manner, do
not comment on politics, religion or any other controversial topics dear
to your heart, do not stray from the Interview topics unless you have a
common interest such as golf, and keep your answers factual, honest and
professional.

6. Have the answers
There is no telling what style an Interviewer will take and what
questions he will come up with. Interviews range from the very
structured and professional ones conducted by HR departments in
multinationals and banks, to ad hoc conversations in small outfits where
the employer may ask you to simply talk about yourself. In most large
corporations however, certain questions are very standard and we
recommend you take the time to really think about them, develop answers
and find evidence to support your answers from past experiences and
qualifications. Bayt has prepared a list of Common Interview Questions
that you can start practicing on.

===================================================================

Questions to Ask the Interviewer Here are some questions to ask to know
what you’re getting into.

Why is this position open?

What level of experience/ skill are you looking for in the person who
fills this role?

What kind of training would be available?

What would my initial responsibilities on the job be?

What would a typical day look like in terms of projects,
responsibilities, deadlines etc?

Can you tell me something about the team I would be working with?

What objectives would you like the person in this role to accomplish?

Is there a specific career progression path that I would have with your
company?

What are some of the more difficult problems I might face in this role?

What resources would the person in this role have – in terms of support,
budget etc.

What significant changes do you foresee in the company in the near future?

In what areas do you consider your company to have the greatest strength?

How would my performance be evaluated in this position?

================================================================
Interview Don’ts Some interview pitfalls to avoid.

Don’t arrive at the interview late.

Don’t over or under dress or dress inappropriately for the position.
First impressions do count and you want to be dressed to show that you
fit into the desired role.

Don’t wear strong perfume.

Don’t forget to take with you extra clean copies of your CV as well as a
notebook and pen with which to take notes.

Don’t forget to shake the hand of the Interviewer firmly – a limp or
sweaty handshake will not be looked on favorably.

Don’t chew gum, smoke, eat or drink at the Interview.

Don’t act distracted. Look the Interviewer straight in the eye and give
him your full and undivided attention.

Don’t let your body language send the wrong messages. Be aware of the
nonverbal cues you are sending out! Sit upright and straight in the
chair facing the employer and smile. Lean forward occasionally to
express interest. Avoid crossing your arms or legs in front of you
(suggests defensiveness), slouching in the chair (suggests sloppiness
and lack of energy), leaning too far back (may be interpreted as being
overly familiar and disrespectful), talking to the floor (lack of
confidence) or flirting.

Don’t refer to the Interviewer by his first name unless he specifically
asks you to do so.

Don’t talk about your weaknesses or failings or apologize for lack of
education, experience, training etc. Everyone has weaknesses; the
Interview is the time to showcase your enthusiasm and strengths.

Don’t make derogatory comments about previous bosses or peers. This is
never acceptable and particularly works against you in the Interview.

Don’t act tired or jaded. Employers are invariably looking for someone
to energize, inspire and uplift the team. Try to act enthusiastic and
full of energy and motivation.

Don’t act unfocused and uncertain about what you want. Whatever
interview you’re in – you want THAT job.

Don’t lie. Answer briefly, truthfully and concisely.

Don’t interrupt.

Avoid giving ‘yes’ or ‘no’ answers. Support your answers with
examples and be as factual and concise as you can.

Don’t talk too much. Focus your answers on the particular question and
on your related strengths. Watch for signals that the Interviewer is
losing interest and stop talking immediately.

Don’t talk about your personal life. You have not been hired yet so keep
it professional. This is no the time to talk about failed love lives, a
husband who asked you to quit your job etc.!

Don’t treat questions as jokes or try to be too funny.

Don’t ask about holidays, perks, hours or compensation until you’ve
actually been made a serious offer.

Don’t act overly confident or superior. Ultimately, unless you are
applying to the very senior level positions, the Interviewer is looking
for someone who is manageable and will fit into the team.

Don’t drop names of influential friends and acquaintances unless you are
passing a message or someone has referred you. Be very careful and
professional when you mention names of clients and make sure you are
never giving out confidential information.

Don’t leave abruptly. Shake the Interviewer’s hand firmly, thank him
for his time and ask what the next step will be.

=======================================================================
Interview Q & A Some sample interview questions and answers. Common
Interview Questions:

1. Tell me about yourself.
Keep your answer short and focused on your professional life. This is not
the time to bring up relationships, childhood experiences, family etc. A
brief history of education, career and special interests is what is
called for here. End it with why you are interested in this particular
job.

2. Why are you applying for this particular job?
Show interest and demonstrate that you have researched the job and know
what you are getting into. Bring up evidence from past work/ studies
that supports your interest in this role and any skills you have
acquired in preparation for the role. You can say something like ‘I
would like to work for a leader in innovative network and
telecommunications solutions and my college degree in computational
mathematics has given me a solid background for this role. Mention the
value-added you can bring to the job.

3. What do you know about our company?
Indicate what you have learnt from your research activities – from their
annual reports, newspapers, word of mouth, other employees etc. Use this
to flatter them and show that you have done your homework.

4. What makes you qualified for this particular job?
Again, explain that you are very interested in the job and demonstrate
what it is about your past experiences, education and qualifications
that makes you ideal for the job. Show enthusiasm and support your
answers with evidence wherever you can (eg. my summer internship at
Citibank gave me broad exposure to the area of equity analysis and I
think I can apply many of the tools I learnt there in this job).
Elaborate on all the past experiences and skill sets that make you
suitable for the job.

In cases where your past experience is not directly relevant, you can
still find elements of it that can be useful. Play up teamskills,
computer skills, leadership roles, specific courses and independent
research activities that can be useful to the job at hand to show your
initiative even where you don’t have directly relevant job experience.

5. What can you do for us that someone else can’t?
Demonstrate key strengths, skills and personal characteristics.

6. Why should we hire you?
See 3. Because you have all the experience/ traits/ credentials
demonstrated in 3 and in addition to being qualified, you are
enthusiastic, intelligent, hardworking, flexible and willing to learn.
Also mention any key relationships you may have that may assist you in
the job.

7. What do you look for in a job?
Be honest. Also mention keywords such as challenging, steep learning
curve, good work culture, demanding, rewarding, opportunities for
advancement and growth, team environment, opportunity to build and
maintain client relationships etc.

8. Why are you looking to make a career change?
Mention your interests and make sure you bring up all skills/ experience
however insignificant that can support your move in this new direction.
It is quite common in this day and age to make a career switch. You need
however to show that you have very carefully thought about the change,
have a strong interest in the new career and can use some of your
previous skills/ education/ relationships to make that move.

9. Why did you leave your last job?
Do NOT use this as an opportunity to badmouth past employers or peers or
talk about a failure of any sort. Any of these answers are acceptable:
you were looking for a new challenge, your learning curve had flattened
out in the previous job and you were looking for a new learning
opportunity, the company or department were restructuring, you were
ready to start something new after achieving your career goals at the
previous company etc.

10. Why do you want to work for us (as opposed to the competitor
companies)?
Demonstrate that you know something about the company, that you believe
they are leaders/ innovators in what they do, or you think their work
culture is exactly what you are looking for, or you like their
product(s) or you have friends who work there and have always been
attracted to the company etc. Flatter the company and show you know
something about it.

11. How long will it take you to start making a meaningful contribution?
Show that you are enthusiastic and willing to learn and will put in all
the hours and effort necessary to learn the ropes and start making an
immediate contribution. Indicate that your past experiences/ skills/
credentials will enable you to make an immediate contribution at some
level while you quickly learn all new aspects of the job. An Interviewer
wants someone who is willing and able to learn and will make a return on
his investment sooner rather than later.

12. What are your strengths?
See 14 below. In addition, keywords such as good teamplayer, work very
well under pressure, very creative, very strong quantitative or computer
skills, and very strong client relationship skills may be appropriate
depending on your chosen field.

13. What are your weaknesses?
Do NOT mention key weaknesses here. This is not the place to say you are
bad at meeting deadlines or you never mastered highschool mathematics
etc. Turn this question around to your benefit. For example, you are
‘overambitious’ or ‘extremely attentive to detail’ or ‘like to take
on too many projects’. Make it sound positive.

14. What are your career goals?
Show you have thought forward and are committed to your career.

15. How would you describe yourself?
Any of these are good examples of attributes employers are looking for:
intelligent, hardworking, quick to learn, enthusiastic, honest,
efficient, productive, ambitious, successful, compassionate (in the
medical fields).

16. How would your colleagues describe you?
Do not bring up anything negative here.

17. How would your boss describe you?
They will check references anyways so bring up the most positive
attribute you can think of about yourself eg hardworking, honest etc.
and leave it to your Boss to say anything to the contrary.

18. What did you most like/ dislike about your past job?
Do not use this to badmouth past jobs/ employers. Keep it light and in
your favour eg I outgrew the job, there wasn’t a clear career
progression, I wasn’t learning anything new etc. Ideally, you will have
loved your last job and would like to achieve the same kind of success
and job satisfaction in a more challenging area as you have now
‘outgrown’ that job and are ready for ‘new challenges’.

19. Describe a situation in your past where you showed initiative?
You could describe any new methods you came up with to do your job or to
save money for the company or to turn around a bad situation. It can be
something as simple as changing a filing system, or establishing a
relationship with a vendor that saved your department a lot of money. If
you are in sales, you may want to talk about how you brought in that big
account. Creatives may talk about how they came up with that cutthroat
image or design that brought in the business.

20. What were your main responsibilities in your last job?
Have these ready and list them all. Dwell on the ones that are most
relevant to the new job. This answer should be smooth and practiced.

21. What do you consider your greatest accomplishments?
Many of us have one or two milestones in our career that we are very
proud of eg. that early promotion, that ‘huge’ deal we brought in, the
design we came up with, the costs we saved, the revenues we increased,
the people we trained, a new invention or process we came up with etc.
Examples of accomplishments may be: ‘Reduced costs by X%; or renamed
and repositioned a product at the end of its lifecycle, or organized and
led a team to do do XYZ, or achieved sales increase of X% etc. If you
are a fresh college graduate, talk about extracurricular activities,
leadership roles and grades.

22. Describe your management style (if relevant)
No answer

23. Do you work better in teams or independently?
Show that you are a proactive teamplayer and like to bounce ideas off
others and get input; however you are very capable of working
independently (give examples).

24. How do you work under pressure?
Well. Give evidence.

25. What other jobs have you applied for?
Don’t mention jobs in different career directions (eg advertising and
investment banking). Do however bring up any other offers or Interviews
from competing firms.

26. How did you do in college?
Keep it positive. It’s okay to say you were very busy making the most of
college and were very involved in sports, activities, social life etc.
Employers want human beings not robots. Mention the areas you did very
well in even if it was just one or two courses you excelled in. They
will check for themselves.

27. What kind of hours would you like to work?
Employers want to see flexibility. Indicate you are willing to put in
whatever hours are necessary to finish the job. Do however mention any
constraints you have eg. you would like to be home to pick your kids up
from school at 3:30. Most employers are willing to work around your
constraints if you show flexibility on your side as well.

28. Do you have any questions for me?
YES you do. Questions engage the Interviewer and show your interest. Ask
questions that show you know something about the company or the job,
that you are planning ahead, that you are anxious and willing to learn
the ropes and that you are committed to the position. See Questions to
Ask the Interviewer for examples.

===================================================================

Salary Negotiations: the Basics Bayt reveals some basic tools to use when
you ask the employer to show you the money! Congratulations! You’ve
landed the job. Now to take home the package that is most commensurate
with your skills, ability, experience and the job responsibilities. Bayt
reveals some basic tools to use when you ask the employer to show you
the money!

1. Negotiate
Yes, do negotiate. Employers actually EXPECT you to negotiate your
package even when they pretend they don’t so don’t deprive them, or
yourself, of that pleasure.

2. Negotiate After You Have An Offer
The time to negotiate your salary is after the employer has decided he
wants you on board and has made you a concrete offer – not in the
elevator on the way up to the Interview or after an interview question
you think you’ve particularly aced. An offer indicates that the
employer wants you on board and is convinced you have the skillset and
potential to be a valuable addition to the team. You now have the upper
hand and should use it to secure a compensation package commensurate
with your worth. It is far easier to negotiate a satisfactory package at
this stage when the employer really wants you and is focused on getting
you on board, than after you are on board and firmly entrenched at a
given salary level and job description. It is unlikely you will ever be
in a better position to negotiate a good package than you are at this
stage.

3. Establish Job Responsibilites
Clarify your job responsibilities before beginning to negotiate the
compensation. Make sure you have all the facts pertaining to the new
position and are very clear about your role, responsibilities and the
job title. This detailed knowledge of the position will come in handy as
you negotiate your package.

4. Determine Your Salary Range Beforehand
Before you can begin negotiating, you need to determine a salary range
that you can base your discussions with the employer on.

Firstly, determine the minimum salary you could possibly accept, and make
sure this is a salary that you can survive on. This minimum is not to be
revealed to the employer in your negotiations.

Next, determine a reasonable mid-point salary based on what the job
responsibilities are, what you have to offer the employer and what you
are worth in the market. To get a realistic idea of what the position is
worth, research the market. Look at published annual salary surveys and
job ads for similar positions in newspapers, magazines and on internet
job sites and talk to friends in the industry and recruitment agents. If
you are applying to a position at the right level, there should not be a
large discrepancy between what the position is worth based on your
research and what you are worth based on your experience, education,
compensation history and what you have to offer the position.

Finally, determine an extremely generous salary level that is not too
unrealistic for the position and that you would be extremely
ecstatically happy to receive.

5. Get the Employer to Reveal his Hand First
Always get your employer to reveal his hand first to avoid pricing
yourself out of the game or limiting the discussions prematurely. If you
are first to put a number on the table, you run the risk of being
perceived as ‘overqualified’ if your range is too high or casting
doubts on your professional abilities and track record if you shortsell
yourself. Revealing your expectations or salary history will limit your
negotiating range and remove a lot of the leverage you otherwise have.

Often, the employer will make you a verbal offer and throw the salary
ball into your field by asking you what salary you expect, or what
salary you made in your previous position. Try to throw the ball right
back in the employer’s field by countering with another question, such
as “What do you think someone with my track record, experience and
skills could make in this position?” or “You now have a good idea of
my skills and track record and potential. What do you think is a fair
salary given the job’s requirements and responsibilities?”

Do not reveal your previous salary if you can possibly help it. Focus the
discussion instead on what your background, responsibilities and
potential contributions are worth in this position. Your goal should be
to maximize your worth and potential value to this employer through
effective negotiation – the value your previous employer placed on you
should be irrelevant. Remember, what you are worth to this employer is a
function of the value-added you can bring to this particular job and
your potential contributions in the new role, not a function of how your
skills were utilized (or misutilized) in the last job.

If absolutely pressed for a number and the employer will not give you an
idea of his target range despite all your best efforts to gain the upper
hand, you can present the employer with the range you have determined
beforehand. The ‘expected’ salary range you reveal will have what is
really your midpoint as the minimum, with the upper bound representing
your ‘dream’ salary. Make sure you always start your negotiations with
a range, not a specific salary level.

6. Let the Games Begin
You are now officially at the starting line, equipped with a verbal
offer, your own well-studied salary range and a solid understanding of
your job responsibilities in this new role. The negotiations will be
fired either with the employer revealing his salary range for the
position or, despite all your best efforts to reverse the roles, you
revealing your predetermined ‘expected’ salary range first.

Best case scenario: You have played your cards right and the employer
extends you an offer that is at the upper bound or significantly above
your expectations. Your downside risk has been eliminated and you can
now focus your discussions on making a good situation even better. If
your predetermined salary range was $75,000-$90,000 and the employer has
offered you $90,000 – $95,000, you can counter with something akin to
“That is close to the range I had in mind. My expectations given my
background and the job responsibilities were closer to $95,000 -
$105,000 with $95,000 really having been my very minimum. How much
flexibility do you have on the upside?”

Worst case scenario: You have prematurely limited your negotiating range
by revealing your hand too soon and the employer counters with a lower
range, or the employer starts the negotiations with an offer below your
expectations. This is where your negotiating savvy really comes into
play.

Before you begin to negotiate, make sure you and the employer are roughly
in the same ballpark. If your well researched and well thought out range
of $75-90,000 was met with an offer of $50-55,000 from the employer, you
have either misconstrued the job responsibilities or the employer is
paying significantly below the market. This is where your minimum salary
comes in. Does the range meet your minimum threshold? If not and your
negotiations don’t bring you upto that minimum requirement, this may
well be the wrong position and/or company for you!

7. Justify Your Counter-Offer
Your $75-90,000 range was met with a $70-75,000 offer from the employer.
All is not lost. You will keep the discussion alive by coming back with
a sell proposition along the lines of “Well let me see, the job’s
responsibilities as I understand them are ABC” at which time you
carefully recite in detail all the various aspects of the job. “I
really feel that someone with my track record and qualifications could
be making a minimum of $75,000 on the job. I was actually looking for a
salary much closer to the $80,000 mark.” You then proceed to justify
your range. Confirm to the employer that you are very interested in
working with the company and that you feel you would really fit into the
team and could make a significant contribution there. Recap on your most
relevant work experience and mention again the skills you will
immediately put to productive use on the job. Mention that you feel your
ideal salary is actually very realistic given your experience and the
job requirements.

8. Gain Leverage by Negotiating the Job Responsibilities
If the employer’s range is carved in stone despite all your
well-rehearsed negotiation tactics, move to another stone. You do this
by altering the role, albeit modestly to justify a higher salary. This
is where your detailed knowledge of the position comes in.

You can do this in three ways. Firstly, you can add to the list of job
requirements a task or responsibility you have thought of beforehand;
one that you have either read about, thought of yourself or heard about
from a friend in the industry. Secondly, you can seize on one of the
problems the employer mentioned during the Interview and offer a
solution that you would personally be responsible for. Thirdly, you can
ask the employer outright, what added responsibilities he would ideally
like to have the person holding this job ultimately assume if they were
brought upto speed quickly enough. Another way to pose the latter
question is what added responsibilities or areas does the employer wish
your predecessor had taken charge of. Asking the question “What are
some of the areas you would like improved on” or “What are some of the
problems that my predecessor faced” during the Interview comes in
useful at this stage of the negotiations as you try to establish
additional value-added ground.

The ‘business solution’ or added responsibility you come up with need
not be monumental; in fact you should refrain from making any big
promises. It can be something as simple as a Marketing Executive
offering to arrange a brief monthly newsletter for the firm’s clients,
or a database that would speed client reporting up, or a slightly
revised format for the monthly reports that would be more visually
appealing. The important thing is that once you have elevated the
position to a slightly higher plateau, you can then proceed to justify
your ‘ideal’ salary as commensurate with the increased
responsibilities. You can go back to the employer with “From what I
understand, my role in this position would be XYZ. However, I am also
bringing to the job the following function(s) and responsibilities . . .
” at which point you recant the additional responsibilities.

Justifying your desired salary as being commensurate with a higher level
of responsibility is an excellent way to jumpstart stalled negotiations.

9. Negotiate the Package not just the Salary
You should be ready to negotiate the entire package, not just the salary.
Remember that you can enhance a less than stellar salary by negotiating
the perks. If your most ardent, well-rehearsed salary negotiation
tactics were ineffective at boosting the starting salary, you can try to
gain the lost ground at this stage of the game. Your discussions can
include medical insurance, car and housing allowance, children’s
education, plane tickets home for expats, club memberships and further
education and professional training for yourself. Try to get any
courses, seminars or further education you intend to take included in
your package. In many industries you can negotiate a guaranteed bonus at
a given date or a sign-up bonus. You can try to secure a commitment to a
minimum salary increase and/or title promotion at a prespecified date in
the future providing you meet certain performance criteria. At the very
minimum, you can ask for a performance (and salary) review a few months
after joining.

All the best.

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A SMALL TRUTH TO MAKE LIFE 100%

Posted on 19. Feb, 2008 by sabin.

A B C D E F G H I J K L M N O P Q R S T U V W X Y Z is represented as:
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26.Then
Hard Work
H+A+R+D+W+O+R+K
8+1+18+4+23+15+18+11 = 98%

Knowledge
K+N+O+W+L+E+D+G+E
11+14+15+23+12+5+4+7+5 = 96%

Love
L+O+V+E
12+15+22+5 = 54%

Luck
L+U+C+K
12+21+3+11 = 47% ( don’t most of us think this is the most important ??? )

Then what makes 100% ?

Is it Money ? … NO ! ! !
M+O+N+E+Y
13+15+14+5+25 = 72%

Leadership ? … NO ! ! !
L+E+A+D+E+R+S+H+I+P
12+5+1+4+5+18+19+9+16 = 89%

Every problem has a solution, only if we perhaps change our attitude. To go to the top, to that 100%, what we really need to go further… a bit more…

That is
ATTITUDE
A+T+T+I+T+U+D+E
1+20+20+9+20+21+4+5 = 100%

It is OUR ATTITUDE towards Life and Work that makes OUR Life 100% ! ! !

Change Your Attitude … And You Change Your Life ! ! !

Enjoy Life. Cheers!!!

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Services

Posted on 16. Dec, 2007 by .

The advent of the Internet has created new opportunities for freelancing, particularly for software developers from countries with low average salaries. A number of websites have become bustling marketplaces for farming out software development projects to freelancers at rates generally considered rock-bottom by Western standards. Such websites typically provide a convenient central forum for posting job requests, rating and documenting history to judge potential buyers and sellers, an escrow system to protect participants from fraud, and arbitration in the event of disagreements between the coder and the buyer. The system for setting prices is usually organized as a reverse auction.

Freelancing JOBS

1) Project Management and Reseach & Development

2) Web Development using
HTML, Java script, VB Script, CGI (using C and Pearl), LAMP (Linux, Apache, Mysql, PHP), AJAX , XHTML, ASP, JSP, DHTML, Flash, XML, WAP, Frontpage, Dreamweaver, XHTML, CSS, Standard Template Library, PHP smarty Template (http://smarty.php.net) Adv. Java 5 (3 TIER, JDBC, Networking, J-Beans, RMI-IIOP, Servlet, CORBA, EJB, JMS, JTS, JNDI, JM, IDL, J2EE, WAP, JSP, XML) WAP Programming, Flash with Action Script, Photoshop, Image Ready, Coral Draw, Freehand, Illustrator etc

3)Software Development using
C, C++, Visual Basic, Java 5 (Core Java, Swing, JDBC, Networking, J-Beans, RMI-IIOP
Servlet, CORBA, EJB, JMS, JTS, JNDI, JM, IDL, J2EE, WAP, JSP, XML), UML, Pearl, Python, Bash Scripting, D2K, C# (C Sharp), VB6, VB Dot net, Crystal Report, Pascal, Dot Net Tech, Delphi,
Consultant Services

1)Vast, Router, Firewall, IDS & Switch
Cisco IOS, Firewall, IDS, Routers 1600/1800/3700,Stack Catalyst 3750 POE Switch, Microtick Routers , Wireless Devices. Stack Switch, VLAN, VSAT etc

2) Operating System
Sun Solaris, Unix, AIX, BSD, Redhat, Debain, Fedora, Suse, Mac OSX , Linux Kernel 2.4/2.6 with Advance Bash, Pearl Script Programming and Configuring Servers like (Qmail, Sendmail, Postfix, Bind DNS Server, RAS, Squid Proxy Server, WHM/Cpanel, Plesk, Apache Web Server, Tomcat, Samba, NFS, PPPOE, Clustering, Load-balancing, NAS, LDAP, DFS, ACL, SeLinux, PPOE, Openvpn, Radius Server, Router more), Windows 2003 Servers (Active Directory, GPO, ACL, Template, Certificates,  VPN, DNS, DHCP, RAS, DFS, IP Security, Internet / Firewall Security, Monitoring) , Lotus Notes Domino 6, Exchange Server 2003, ISA Server 2003 , Critix Server

3)Security & Monitoring
Hardening Unix Installations,Router Security, ACL,IPSEC on Linux, FreeBSD and Cisco,OpenBSD, FreeBSD, Solaris , MAC OSX, Linux like OS,Linux Iptables, Ipchains, TCP Wrapper, Selinux,Cisco PIX Firewall, Routers 1600/1800/3700,Stack Catalyst 3750 POE Switch etc, IDS,Remote Access Server,Nagios / Oreon / MRTG / RRD / Cacti / Netflow/ Sflow/ Munin, RADIUS/TACACS+/Diameter  Server(freeradius, gnu radius, openradius, jraidus),Bandwidth Management and Monitoring (netlimiter, bandwithmonitor, microtik, lartc.org),PPP, PPOE, VPN, RAS, VOIP DNS, FTP, Active Directory, ISA ,Mail, Proxy Servers

4) Networking & Design:
Configuring and Troubleshooting Cisco Routers, Firewall, VPN with TCPIP,RIP,IGRP,EIGRP OSPF protocols in LAN and WAN. Configuring Stack VLAN, Designing Network Infrastructure,
Configuring Wireless LAN, ISP, Fiber Optics, Gigabit Ethernet, CAT 5e etc
Secure, Diagnose and Troubleshoot them

5) DBMS & RDBMS, ORDBMS, Web RDBMS:
Oracle 10g (SQL, PLSQL, DBA, Backup and Recovery, Performance Tuning), MS SQL Server 2003, My-SQL, Access with VBA Programming

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Contact Me

Posted on 16. Dec, 2007 by .

Mr. Sabin Shrestha
sabinshresth@hotmail.com , info@sabinshrestha.com.np
Cell: 00977-9841538787, Home: 00977-1-2004314
Kamalpokhari, Ward no. 33, Kathmandu, Nepal
http://www.sabinshrestha.com.np

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