Thursday, June 29, 2006

Summer Training and Internship in India

Submitted by tarundua on Sun, 08/07/2005 - 17:58. Linux

The Engineering and Professional graduate programs in India include Summer Training with the following objectives* Correlate courses of study with the way industry or potential workplace operates its business or work using technology.* Work on implementing what has been learnt in school, especially true for Computer Science under-graduates.The engineering and professional courses including MCA, B.Tech, B.E., BCA amongst others at any given time have an estimated half a million under-graduates needing internship in fields of Computer Science, Electrical and Electronics, Mechanical, Civil, Bio-Informatics disciplines every year. The students for professional programs are required as a part of the courses to undergo a 8 week or 6 month training.For a long time after independence(India) the lack of industrialization meant that many of these young professionals had to go without proper training during internship period earmarked in the under-graduate programs. The world moves from industrial age to intellectual property based wealth generation structures i.e. factories replaced by call-centers and technology companies viz. chip design, software and bio-informatics.

Tools for generating this wealth in the form of software, [patents] and documented processes is available easily in the hands of people hithertho on the wrong side of longitudes and time-zones or urban-rural divides.In today's world the interns or trainees, the future professionals need to re-orient the traditional approach to searching for a training or internship.

The traditional approach being defined as :-1

. Look for name brands and try and get a Training Certificate.

2. Put your dad-mom 's, uncle's and aunt's social network to work and land an internship. This normally gets you a certificate and usually not much as else as someone is merely obliging your relatives.

3. Your seniors sometimes can help place interns in the companies they work for, this generally works if you happen to belong to elite institutes like IITs, IIITs and NITs.

4. Your institutes placement cell:- Unless you need a 6-month training placement, the companies normally don't bother offering training through placement cell. Again works better if yours is an elite institute.

5. Paid training to learn a new technology or a knowledge upgrade at an educational institution of repute like NITs which organise training programs for their students and accept outside students to work at their labs. This type of a training is a useful upgrade to theoretical knowledge but actually counts as "back to classroom" rather than an internship.

6. Training under a Full Professor/Researcher: a rarity in the stream of Computer Science, most of them went to the industry to earn their megabucks or went to US to pursue further research.T

he best that this approach gets you is:-After starting to look for summer training 2-3 months before you need to start it and finally reach a good enough company or workplace just in time or delayed by a week or two. Having reached a name brand or the coveted big corp, most interns end up doing menial chores no one else wants to do.The interns are either ignored or given totally useless jobs like inventorizing the IT equipment, making a survey of problems faced by home-owners in a factory owned residential area for its workers, making spreadsheets etc under the ruse that they are not qualified to handle a real job of programming or its equivalent in other areas of work.

original source:http://tarundua.net

Product development

Product Development

Buying startups also solves another problem afflicting big companies: they can't do product development. Big companies are good at extracting the value from existing products, but bad at creating new ones.Why? It's worth studying this phenomenon in detail, because this is the raison d'etre of startups.To start with, most big companies have some kind of turf to protect, and this tends to warp their development decisions.

For example, Web-based applications are hot now, but within Microsoft there must be a lot of ambivalence about them, because the very idea of Web-based software threatens the desktop. So any Web-based application that Microsoft ends up with, will probably, like Hotmail, be something developed outside the company.Another reason big companies are bad at developing new products is that the kind of people who do that tend not to have much power in big companies (unless they happen to be the CEO). Disruptive technologies are developed by disruptive people.

And they either don't work for the big company, or have been outmaneuvered by yes-men and have comparatively little influence.Big companies also lose because they usually only build one of each thing. When you only have one Web browser, you can't do anything really risky with it. If ten different startups design ten different Web browsers and you take the best, you'll probably get something better.The more general version of this problem is that there are too many new ideas for companies to explore them all. There might be 500 startups right now who think they're making something Microsoft might buy. Even Microsoft probably couldn't manage 500 development projects in-house.Big companies also don't pay people the right way.

People developing a new product at a big company get paid roughly the same whether it succeeds or fails. People at a startup expect to get rich if the product succeeds, and get nothing if it fails. [2] So naturally the people at the startup work a lot harder.The mere bigness of big companies is an obstacle.

In startups, developers are often forced to talk directly to users, whether they want to or not, because there is no one else to do sales and support. It's painful doing sales, but you learn much more from trying to sell people something than reading what they said in focus groups.And then of course, big companies are bad at product development because they're bad at everything.

Everything happens slower in big companies than small ones, and product development is something that has to happen fast, because you have to go through a lot of iterations to get something good.

more intersted the must read: http://paulgraham.com/hiring.html

Wednesday, June 28, 2006

MBA mania!!!! NOt good for india. Best for me.

Soon after doing engineering almost all of my friends and classmate faced the delliema : what next? . Most of them found themslef unfit for industry by training and look for either an addon course or training or somthing more advance like M.tech.

But first and formost thing that every engineering graduate think of is to join his peers .the "doing a M.B.A." community. this phenomeneon is quit coomon among student from leser known private engieering collge in lesser developed cities .

I find some reasons for such heard mentality. To start with almost 70% have no idea what they want to be, or ther true petential . Atmoshere in college let them enjoy those youthfull days in their individual comfort zone . After degree real world help them to come out their comfort zone andforced them in fight for survival. They start looking for otions and they come to one coomon ground .MBA.


Conclusion :
1. MBA student in india are result of mismanagment on part of student, eduaction system, and collge administartion.

2.Technical education is private college fail to equip student with skills required by industry.

3. College admistration fail to guide and mentor student. Placement departments fail to intect with industry and commnucate with student regarding development in industry.

4.Top managment institute biggest assets are students and not therir training or MBA degree. Student comming to these institute give most toughest exam of the world.

5. Technology and sciences in India require special treament to maintain equlibrium. Thre should be bussiness for MBA graduate to run. these bussineses required skilled competent people who will be managed by MBAs. How can a MBA commensuate incompetence of peoples joining idustry .

Sunday, June 25, 2006

Outsource Indian eduaction system

This is a well thoughout essay on indian education system by Pratap Bhanu. I am totally agree with Pratap that Indian education is one thing that require reforms and disinvestment.

Soon after cost advantage factor will loss its charm I find very few reasons why MNC will invest in India . More over we are loosing intellectual capital to MNC who will provide solution develped by our people in steep prices.

Moreover MNC will always be able to attract best minds from India. I left reasons to readers why an IITor IIM graduate like to join bluest of of the blue MNC then to try to make an Indian MNC.

And this is how our to top institutions fail to deliver. Engineers from lesser known colleges are joining BPOs as they are unfit by education to develop solutions.

Of many solution available one of them would be allowing private entities to paticipate in education . Education should to treated as free market where government will play the role of catylist and facilitator.

Education require funds and only market like treatment can bring money into the system for labs and facultys.We have to make education filed as attractive & lucrative as IT or MBA.then only we will be able to create mind wo will succeed as MBA or It engineers.
..





Outsourcing Indian Education

In addition to the state investing heavily in increasing access to higher education, globalization also requires the state to respect the autonomy of institutions so that institutions have the flexibility to do what it takes to retain talent in a globalized world and, above all, respond quickly to growing demand.

http://www.outlookindia.com



Thursday, June 22, 2006

yet another personality test

You ARe A ISTP by Myers Briggs


What makes an ISTP tick?

The Dominant function is the judging one of Thinking. Characteristics associated with this function include:

Likes making decisions on the basis of logic, using objective considerations
Is concerned with truth, principles and justice
Is analytical and critical, tending to see the flaws in situations
Takes an objective approach

The judging Thinking function is introverted. That is, Thinking is used primarily to govern the inner world of thoughts and emotions.

The ISTP will therefore:

spend time thinking analytically, organising thoughts on a logical basis

develop an understanding of the principles involved in a situation

spontaneously feel critical of a person or situation, but not necessarily express that criticism
be inwardly decisive, but not communicate those decisions to others

think mostly about impersonal issues, focusing more on concepts, truths and systems rather than individuals' feelings

The Thinking function is primarily supported by extraverted Sensing perception. That is, Sensing perception is used primarily to manage the outer world of actions and spoken words. This will modify the way that the Thinking is directed, by:

focusing the (inner world) Thinking on understanding practical or mechanical problems
perceiving appropriate facts to support the logical analysis
The classic temperament of an ISTP is Dionesian, or Sanguine, for whom freedom is a basic driving force - seeking to enjoy the present.
Contributions to the team of an ISTP


In a team environment, the ISTP can contribute by:
being a source of information, or an 'expert' in some subjects
using analytical skills to produce practical solutions to difficult problems
encouraging the team to think, and then act
having a cool head in a crisis
applying relevant and realistic logical arguments
encouraging the team to realistically assess the situation


The potential ways in which an ISTP can irritate others include:
focusing too much on the current task at the expense of longer term or interpersonal issues
not seeing the wood for the trees
not completing a task before moving on to the next one
not communicating his/her understanding of the situation
taking shortcuts
seeming to flit from one thing to another

Personal Growth

As with all types, the ISTP can achieve personal growth by developing all functions that are not fully developed, through actions such as:
taking time to consider the impact of the ISTP's approach and ideas on people's feelings
expressing appreciation towards others
consulting others, to engender ownership of the solution
learning to acknowledge and develop the ISTP's own emotions and personal values
developing a long term personal strategy
developing personal relationships for their own sake

Recognising Stress
As stress increases, 'learned behaviour' tends to give way to the natural style, so the ISTP will behave more according to type when under greater stress. For example, in a crisis, the ISTP might:
withdraw from people, to think through possible solutions
use tried and trusted solutions to short-term problems
criticise others efforts and ignore their feelings
sort out detailed points that could perhaps wait
Under extreme stress, fatigue or illness, the ISTP's shadow may appear - a negative form of ENFJ. Example characteristics are:
displaying intense feelings towards others, or insisting on things being done without any logical basis
being very sensitive to criticism
having a gloomy view of the future
attributing unrealistic negative meaning to others actions or statements
The shadow is part of the unconscious that is often visible to others, onto whom the shadow is projected. The ISTP may therefore readily see these faults in others without recognising it in him/her self.

My personality test

You haven't answered one question. The reliability of results has decreased. Would you like to answer this question then click 'Back' button on your browser. Answer this question and press 'Score It' button again.

Your Type is INTP
Introverted 95%
Intuitive 38%
Thinking 1%
Perceiving 33%



INTP type description by D.Keirsey
Of the four aspects of strategic analysis and definition, it is the structural engineering role -- architechtonics -- that reaches the highest development in these Rationals, and it is for this reason they are aptly called the "Architects." Their major interest is in figuring out structure, build, configuration -- the spatiality of things.
As the engineering capabilities the Architects increase so does their desire to let others know about whatever has come of their engineering efforts. So they tend to take up an informative role in their social exchanges. On the other hand they have less and less desire, if they ever had any, to direct the activities of others. Only when forced to by circumstance do they allow themselves to take charge of activities, and they exit the role as soon as they can without injuring the enterprise.
The Architects' distant goal is always to rearrange the environment somehow, to shape, to construct, to devise, whether it be buildings, institutions, enterprises, or theories. They look upon the world -- natural and civil -- as little more than raw material to be reshaped according to their design, as a formless stone for their hammer and chisel. Ayn Rand, master of the Rational character, describes this characteristic in the architect Howard Roark, her protagonist in The Fountainhead:
He was looking at the granite. He did not laugh as his eyes stopped in awareness of the earth around him. His face was like a law of nature-a thing one could not question, alter or implore. It had high cheekbones over gaunt, hollow cheeks; gray eyes, cold and steady; a contemptuous mouth, shut tight, the mouth of an executioner or a saint. He looked at the granite. To be cut, he thought, and made into walls. He looked at a tree. To be split and made into rafters. He looked at a streak of rust on the stone and thought of iron ore under the ground. To be melted and to emerge as girders against the sky. These rocks, he thought, are here for me; waiting for the drill, the dynamite and my voice; waiting to be split, ripped, pounded, reborn, waiting for the shape my hands will give to them. [The Fountainhead, pp 15-16]
Many regard this attitude as arrogant, and Architects are likely, especially in their later years, after finding out that most others are faking an understanding of the laws of nature, to think of themselves as the prime movers who must pit themselves against nature and society in an endless struggle to define ends clearly and adopt whatever means that promise success. If this is arrogance, then at least it is not vanity, and without question it has driven the design engineers to take the lead in molding the structure of civilization.

Albert Einstein as the iconic Rational is an Architect






INTP type description by J. Butt
Introverted iNtuitive Thinking Perceiving by Joe Butt
Profile: INTPRevision: 3.0Date of Revision: 27 Feb 2005
INTPs are pensive, analytical folks. They may venture so deeply into thought as to seem detached, and often actually are oblivious to the world around them.
Precise about their descriptions, INTPs will often correct others (or be sorely tempted to) if the shade of meaning is a bit off. While annoying to the less concise, this fine discrimination ability gives INTPs so inclined a natural advantage as, for example, grammarians and linguists.
INTPs are relatively easy-going and amenable to most anything until their principles are violated, about which they may become outspoken and inflexible. They prefer to return, however, to a reserved albeit benign ambiance, not wishing to make spectacles of themselves.
A major concern for INTPs is the haunting sense of impending failure. They spend considerable time second-guessing themselves. The open-endedness (from Perceiving) conjoined with the need for competence (NT) is expressed in a sense that one's conclusion may well be met by an equally plausible alternative solution, and that, after all, one may very well have overlooked some critical bit of data. An INTP arguing a point may very well be trying to convince himself as much as his opposition. In this way INTPs are markedly different from INTJs, who are much more confident in their competence and willing to act on their convictions.
Mathematics is a system where many INTPs love to play, similarly languages, computer systems--potentially any complex system. INTPs thrive on systems. Understanding, exploring, mastering, and manipulating systems can overtake the INTP's conscious thought. This fascination for logical wholes and their inner workings is often expressed in a detachment from the environment, a concentration where time is forgotten and extraneous stimuli are held at bay. Accomplishing a task or goal with this knowledge is secondary.
INTPs and Logic -- One of the tipoffs that a person is an INTP is her obsession with logical correctness. Errors are not often due to poor logic -- apparent faux pas in reasoning are usually a result of overlooking details or of incorrect context.
Games NTs seem to especially enjoy include Risk, Bridge, Stratego, Chess, Go, and word games of all sorts. (I have an ENTP friend that loves Boggle and its variations. We've been known to sit in public places and pick a word off a menu or mayonnaise jar to see who can make the most words from its letters on a napkin in two minutes.) The INTP mailing list has enjoyed a round of Metaphore, virtual volleyball, and a few 'finish the series' brain teasers.
INTPs in the main are not clannish. The INTP mailing list, with a readership now in triple figures, was in its incipience fraught with all the difficulties of the Panama canal: we had trouble deciding on:
1) whether or not there should be such a group,
2) exactly what such a group should be called, and
3) which of us would have to take the responsibility for organization and maintenance of the aforesaid group/club/whatever.
A Functional Analysis -- by Joe Butt
Introverted Thinking
Introverted Thinking strives to extract the essence of the Idea from various externals that express it. In the extreme, this conceptual essence wants no form or substance to verify its reality. Knowing the Truth is enough for INTPs; the knowledge that this truth can (or could) be demonstrated is sufficient to satisfy the knower. "Cogito, ergo sum" expresses this prime directive quite succinctly.
In seasons of low energy level, or moments of single-minded concentration, the INTP is aloof and detached in a way that might even offend more relational or extraverted individuals.
Extraverted iNtuition
Intuition softens and socializes Thinking, fleshing out the brittle bones of truths formed in the dominant inner world. That which is is not negotiable; yet actual application diffuses knowledge to the extent that knowledge needs qualification and context to be of any consequence in this foreign world of substance.
If Thinking can desist, the INTP is free to brainstorm, calling up the perceptions of the unconscious (i.e., intuition) which are mirrored in patterns in the realm of matter, time and space. These perceptions, in the form of theories or hunches, must ultimately defer to the inner principles, or at least they must not negate them.
Intuition unchained gives birth to play. INTPs enjoy games, formal or impromptu, which coax analogies, patterns and theories from the unseen into spontaneous expression in a way that defies their own comprehension.
Introverted Sensing
Sensing is of a subjective, inner nature similar to that of the SJs. It supplies awareness of the forms of senses rather than the raw, analogic stimuli. Facts and figures seek to be cleaned up for comparison with an ever growing range of previously experienced input. Sensing assists intuition in sorting out and arranging information into the building blocks for Thinking's elaborate systems.
The internalizing nature of the INTP's Sensing function leaves a relative absence of environmental awareness (i.e., Extraverted Sensing), except when the environment is the current focus. Consciousness of such conditions is at best a sometime thing.
Extraverted Feeling
Feeling tends to be all or none. When present, the INTP's concern for others is intense, albeit naive. In a crisis, this feeling judgement is often silenced by the emergence of Thinking, who rushes in to avert chaos and destruction. In the absence of a clear principle, however, INTPs have been known to defer judgement and to allow decisions about interpersonal matters to be left hanging lest someone be offended or somehow injured. INTPs are at risk of being swept away by the shadow in the form of their own strong emotional impulses.


Famous INTPs:

Socrates
Rene Descartes
Blaise Pascal
Sir Isaac Newton

U.S. Presidents:
James Madison
John Quincy Adams
John Tyler
Dwight D. Eisenhower
Gerald Ford
William Harvey (pioneer in human physiology)
C. G. Jung, (Freudian defector, author of Psychological Types, etc.)
William James
Albert Einstein
Tom Foley (Speaker of the House--U.S. House of Representatives)Henri ManciniBob NewhartJeff Bingaman, U.S. Senator (D.--NM)Rick Moranis (Honey, I Shrunk The Kids)Midori Ito (ice skater, Olympic silver medalist)Tiger Woods

Monday, June 12, 2006

90/10 programming principal

On a newsgroup recently someone said: "Half of all programmers are below average." I responded that that was not necessarily true. Certainly half are below the median, but it is remotely possible that only one programmer is above average. (I'll leave you to decide who I was thinking of.)

I said this flippantly, but I was partially serious. It seems to me that 90% of the code that gets written in the world is written by 10% of the programmers. The other 90% of the programmers write the remaining 10% of the code (and the 10% then fix it.)

OK, this is snobbery. I know it. And maybe my numbers are a little skewed. Perhaps it's not 90/10. Perhaps it's 80/20 or even 70/30. But it sure isn't 50/50!

I once consulted for a company that had 50 developers working on a simple GUI. This GUI was a flat panel touch screen upon which several dozen dialog boxes could be made to appear. These 50 developers worked on this project for five years or more. That's 25 man-decades, 2.5 man-centuries! COME ON! Three guys could have done this in three months! My buddies and I used to joke that they had one developer per pixel and that each developer wrote the code for his pixel.

OK, so the manager was empire building. Some managers measure their worth by the number of people they manage rather by how much they can get done with how little. Still, I find this problem is not isolated. It seems to me that a large fraction (perhaps a majority) of all software projects are overstaffed by a huge factor.

I wonder if we'd get a lot more done in this industry if 90% of us quit.

programmers productivity

It's Not About Lines of Code
By Charles Connell

Everyone wants programmers to be productive. Managers of programmers want maximum productivity -- it gets the work done faster and makes the managers look good. All other things being equal, programmers like being productive. They can get home earlier, reduce stress during the workday, and feel better about their finished products. Programming productivity is even in each country's national interest, since it advances the country's position in the worldwide software industry.

Unfortunately, the standard definitions of software productivity are incorrect. They miss the essence of software development. This article examines some of the usual definitions for programmer productivity, shows why they are wrong, and then proposes an alternate definition that accurately captures what programming is really about.

Lines of code per day -- This is the classic definition of software productivity for individual programmers. Unfortunately, as other authors have noted as well, the definition makes little sense. Imagine a programmer named Fred Fastfinger who writes 5000 lines of code, on average, each workday. Now assume Fred's code is of such poor quality that, for each day of work he does, someone else must spend five days debugging the code. Is Fred highly productive? Certainly not. What we want is many lines of good code.

Lines of correct code per day -- This definition adjusts for the problem of a programmer producing lousy code. In the above example, using the new definition, Fred's productivity becomes 833 lines/day (5000 lines, divided by one person-day to write the code plus five person-days to fix it). But even this definition is lacking. Suppose Fred cleans up his act and begins to produce 1000 lines of correct code per day by himself. Imagine his code is completely bug-free, but contains no comments at all. Is Fred productive now? Probably not. The code may be correct based on the current specification, but we know software requirements always change. The next programmer to take over Fred's code will find it impenetrable, and possibly will be forced to rewrite the code in order to add any new features. (Even Fred will likely find his code opaque in a few months.)

Lines of correct, well-documented code per day -- This definition gets closer to what we want, but something still is missing. Imagine both Fred and another programmer, Danny Designer, are given similar assignments. Fred now writes comments and he completes his program by writing 1000 lines of well-documented, correct code per day for five days. Danny also completes his assignment in five days, but he writes only 500 lines of code per day (all correct and well-documented). Who was more productive? Probably Danny. His code is shorter and simpler, and simplicity is almost always better in engineering. Danny's code probably will be easier to extend and modify, and likely will have a longer lifespan, because of its compactness.

Lines of clean, simple, correct, well-documented code per day -- This is a pretty good definition of productivity, and one many experienced, savvy technical managers would accept. There is still something about this definition though that misses what software engineers ultimately are trying to do. Imagine Fred, Danny, and a third programmer, Ingrid Insightful, are given similar assignments. Fred and Danny head right to their desks and begin writing good code. Something about the assignment bothers Ingrid however, so she decides to go outside for a walk. After a lap around the park, she buys a decaf mochaccino, sips a little, and lies down under a tree. Soon she falls asleep. A half-hour later, Ingrid wakes up with a start and realizes what bothers her about the programming assignment: this new feature is suspiciously like an existing feature. She strolls back to her desk, nods to Fred and Danny, and looks over the code base. Sure enough, the new feature she was asked to create is actually a generalization of another special-case feature.

Ingrid opens up the source code for the existing feature and begins deleting large sections of it. Before long, she has generalized the existing feature so it is simpler, more intuitive, and includes the new capabilities she was asked to add. In the process, she has reduced the code base by 2000 lines. Around 3:00, Ingrid says goodbye to Fred and Danny, and heads to her health club to work off the mochaccino.

Who was more productive on this day? Certainly Ingrid. Fred and Danny are not even finished creating their features yet. Ingrid's feature works completely, she has simplified the entire program, and the user interface is improved by reducing the apparent feature count. But note Ingrid's productivity included writing negative 2000 lines of code and spending little time in the office. While this example may seem fanciful, it is actually quite realistic. Getting away from a problem sometimes is a good way to solve it. And programmers who understand the big picture make smarter decisions, because they are able to reuse code and combine features effectively.

Ability to solve customer problems quickly -- This is the true definition of programmer productivity, and is what Ingrid accomplished in the example. I use the term customer very loosely. The customer may be a group of users in the same organization, a fighter pilot whose aircraft depends on the software, the world at large (for open source programmers), or yourself when writing a software tool. What software engineering really is about is solving problems for the people who will use the software. Any other definition of programmer productivity misses the mark.

This definition raises a difficult question though: If a programmer can be highly productive by writing a negative amount of code, how do we measure productivity for software engineers? There is no easy answer to this question, but the answer surely is not a rigid formula related to lines of code, bug counts, or face time in the office. Each of these measures has some value for some purposes, but managers should not lose site of what software engineers are doing. They are creating machines to solve human problems.

About the Author

Charles Connell is president of CHC-3 Consulting, teaches software engineering to corporate and university audiences, and writes frequently on computer topics.

Reservation for all

I think we should have job reservations in all the fields. I completely support the PM and all the politicians for promoting this. Let's start the reservation with our cricket team. We should have 10 percent reservation for Muslims. 30 percent for OBC, SC/ST like that. Cricket rules should be modified accordingly. The boundary circle should be reduced for an SC/ST player. The four hit by an OBC player should be considered as a six and a six hit by a OBC player should be counted as 8 runs. An OBC player scoring 60 runs should be declared as a century. We should influence ICC and make rules so that the pace bowlers like Shoaib Akhtar should not bowl fast balls to our OBC player. Bowlers should bowl maximum speed of 80 kilometer per hour to an OBC player. Any delivery above this speed should be made illegal. Also we should have reservation in Olympics. In the 100 meters race, an OBC player should be given a gold medal if he runs 80 meters. There can be reservation in Government jobs also. Let's recruit SC/ST and OBC pilots for aircrafts which are carrying the ministers and politicians (that can really help the country.. ) Ensure that only SC/ST and OBC doctors do the operations for the ministers and other politicians. (Another way of saving the country..) Let's be creative and think of ways and means to guide INDIA forward. Let's show the world that INDIA is a GREAT country. Let's be proud of being an INDIAN. May the good breed of politicians like ARJUN SINGH long live...