How to manage your blogs on iOS with BlogPress

Blogs are an exceptionally powerful tool for getting the word out about products and services. In fact, according to a research document by Technorati called the "2013 Digital Influence Report," blogs beat out many other forms of social media, including the likes of Facebook, as a source for information that web surfers seek out routinely.

With that said, being able to create and manage your blog postings on multiple devices is an ideal scenario. For the iOS crowd, CLT Studio offers a multi-blog platform app for the iPhone and iPad called BlogPress. For only $2.99 (USD), BlogPress helps you work with blogs powered by Blogger, WordPress, Drupal, and many other platforms.

After you purchase and install BlogPress, getting set up and ready to write is pretty easy. Here's how you do it:

1. When you first launch BlogPress, you'll be prompted to add an already existing blog that you own into the account manager. Just tap the button under "Blog Service Provider" to select your blog type, and then enter your account credentials accordingly (Figure A).

Figure A



Select your blog type and enter your credentials.

2. In the Settings menu area, depending on how many blogs you have set up, this is where you can select your default blog. Since I only had one blog added to the app for demonstration purposes, I left the settings as is (Figure B).

Figure B



Select your default blog if you have multiple blogs listed in BlogPress.

3. When you start your first post, you're given a fairly WYSIWYG editor screen. From here, you can title your post, add your location, and write whatever you wish in the body field.

The BlogPress WYSIWIG editor screen.

4. In the upper right-hand corner of the editor screen are two small buttons: One for incorporating HTML code and the other for inserting images and pictures into your posts (Figure D).

Figure D



The two buttons on the top right help you format code or insert images.

In the Insert HTML area, you're given templates to help format your text.

The Insert HTML area helps you format your text.

5. The Manage button on the menu bar allows you to work with online drafts and live posts (Figure F). You can even delete posts by using the Edit button and then pressing the red delete symbol that appears next to the post. Comments created by online posters can also be approved or removed from this screen via the Comments button.

The Manage, Edit, and Comments tabs.

6. Finally, before you publish your new or modified post, BlogPress has a Preview mode so that you can see what your post will look like before it goes live on the web (Figure G).




The Preview allows you to see what the post will look like before it goes live.

What mobile application do you use to manage blogs on your mobile device? Share your experience in the discussion thread below.

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HP announces MedNet UAE consolidation

HP today announced that health insurance specialist MedNet UAE (MNU) has consolidated its infrastructure with HP servers, storage and support services.

"HP has improved the availability of MNU's core business-critical applications, helping to ensure better healthcare outcomes," HP said in an emailed statement.

MedNet - part of Munich Health, a subsidiary of Munich Re - provides customised managed care services, specialising in health risk management.

"We needed a faster, more reliable platform for our core business-critical applications, including MedNext Plus, the technology lifeline on which we run our business," said Einstein Johnson Rozario, IT manager, MedNet UAE.

"To overcome availability problems with our existing infrastructure, we initially installed an HP ProLiant DL380 server, which is running without issue even now. Consolidating all our servers and storage with HP has provided us with the highest levels of technology and support to ensure business continuity. We have minimised downtime, reduced costs and improved customer service."

MNU's new open standards-based platform is based on HP ProLiant BladeSystem c7000 enclosures with HP ProLiant BL460 server blades alongside HP ProLiant DL380 rack-mounted management servers. Linked to the servers by high-speed low-latency interconnects, dual HP MSA P2000 G3 storage systems are designed to deliver consolidated storage. According to HP, the infrastructure is scalable to support MNU's business expansion plans.

As well as MedNext Plus, which enables end-to-end administration of MNU's health insurance products, the HP platform also supports applications like Microsoft Hyper V, Microsoft Exchange (High Availability Environment) and Blackberry Enterprise Server.

In addition, HP Technology Services provides a mix of four-hour 13x5 and 24x7 hardware support in addition to a standard three-year warranty.

"Global organisations like MedNet need flexible, cost-effective solutions to facilitate high-quality customer services," said Karam Jabi, industry standard server manager, HP Middle East.

"HP servers, storage and support enable MedNet to offer the highest levels of service availability while optimising ongoing expense ratios."

10 signs your staff is about to mutiny

You've always run a tight IT ship. But lately, well, things aren't going so well. You've ramped up your clients, which dramatically increased your staff's workload. And now your smooth-running operation is running off the rails. The likely endgame to continuously overworking your staff is a mutiny. Many times, it comes without warning. The big question here is, if you knew the warning signs, would you do something about it?

As someone who has been on both sides of this disastrous fence, I'm here to share some of indications that a mutiny is about to hit. How you react will have a direct impact on how your company survives growth, shrinkage, and all the typical hurdles associated with running an IT department or consultancy.

1: Whispered tales of woe

Nearly everyone has been a part of this. You walk into a room and the discussions turn to whispers, which quickly die off. As the whispers fade, those involved scurry off to their cubicles or offices, never to tell their tale again (at least while you're around). Those whispers are most often of woe or even anger directed at you, the management of the company, or the company itself. If these whispered tales of woe continue (or worse, grow), you can bet a mutiny is in the works.

2: Suit-and-tie affair

This one is classic. If your employees tend to dress casual every day, and out of nowhere, they are reporting for work clad in a suit and tie (or skirt suit), chances are good those snappily dressed staff members have job interviews. This is especially dangerous when it happens and fellow employees aren't bringing it up. When the employees are silent on the suit-and-tie affairs, you know they are all aware of what's happening. At this point, you probably have a silent mutiny on your hands and it might be too late for some of your staff.

3: Sick day fiesta

IT pros tend to not take a lot of sick leave. They know what's on the line if they do. When the sick days start coming in clumps (especially when it's happening with multiple staff members), people are reaching a boiling point and are doing everything they can to keep from blowing up onsite — or they are avoiding the suit-and-tie affair altogether. When sick days start piling up, you can bet something much worse is on the horizon.

4: Completely incomplete

One of the most dangerous shifts in IT is when your staff suddenly stops completing jobs. Those incomplete jobs not only pile up, but eventually cause more work and stress for other staff. When that happens, the mutiny will start within but will eventually reach outside your walls. Clients will start complaining and the word will spread. If you see a lot of jobs not getting finished (especially if this is a major change in behavior), you should immediately assume dissension is building among the ranks.

5: Competency nosedive

Related to the completely incomplete: If competency takes a nosedive for no apparent reason, something is amiss. Either your staff members have reached the point where they simply don't care or their hearts and minds are elsewhere. Either way, this is dangerous territory because it will have an immediate impact on your ability to run a business.

6: Argument escalation

Are your staff members starting to argue with you more and more? Are staff members who never argued before starting to argue? Those arguments are being driven by something within the company — more specifically, unhappy employees. If a handful (or more) of employees are arguing every point they can, that's a sure sign that something is about to boil up from the depths. The hardest part about this issue is that your chances of winning any of those arguments are slim. Best to find the root of the problem before trying to back down the angry staff.

7: Social awareness

Does it seem like your staff is spending more time on social networking than normal? And to make this more pronounced, are they spending that time on social networking accounts that you aren't a part of? If you can't see their social feeds, it's possible they are lashing out at the conditions of their workplace. This is a tricky area because you don't want to tread on their privacy, nor do you want to seem paranoid (which would only feed into the uprising). You could, of course, block social networking from the workplace, but that's not going to stop them from venting once they get home. The other layer of this nasty cake is that word will spread (and spread quickly) of the discontent of the employees. That kind of backlash could have serious ramifications.

8: The furrowed brow

Do you find the majority of your employees walking around with furrowed brows? The demeanor of your employees during the workday says quite a lot about their state of well being. But it's not just in the facial expressions — it's in the words they use and how they use them. Are you hearing an increase in profanity used within the workplace? All of this points to one centralized them — discontent. If those employees remain discontent, the mutiny will follow.

9: Avoidance aplenty

Does your staff avoid you at all costs? Do they leave the room when you enter? If it's not just you, are the staff members avoiding anyone within management or higher? Take this one step further: Are duties being avoided? Rules? Etiquette? Contact with clients? These types of avoidances should be taken seriously - especially when en masse. A shirking of duties once in a great while says one thing; when it becomes regular (and by multiple employees), something is amiss.

10: Late arrivals

Have your staff members started arriving to work late? Are their client schedules starting to reflect this tardiness? Do they seem to be making more and stranger excuses for being late? If this is the case (and it's widespread), your staff no longer cares. If this type of apathy isn't dealt with, it will lead to a serious downfall of morale — especially with the remaining few who do care. And if you can't get the root of the issue, a mutiny will occur.

Act now

There are certain situations that can't be avoided, and there will always be unhappy employees. But when the few become the many, you're looking at a company-wide uprising that could wind up costing you more than you might expect. Do not allow your situation to reach this critical mass. The second you spot the signs, take action to get to the heart of the issue.

Improve the image of your IT department

For those of us that have worked in the IT industry, we are well aware of the image of the IT department at most businesses. Arrogant, rude, obstructive; these are just a few words that have typically been associated with IT. Stereotypes likes these can limit effectiveness and make it difficult for your IT department to do its job. Improving the image of your IT department is something that is not only beneficial to your employees, but also the company as a whole.

Demonstrate that you're human beings

The most common mistake made by IT departments is that they forget that the majority of their work is customer-service based. This means that there is a great deal of human interaction required and you must learn to deal with other people.

Too often, because most IT problems can be solved remotely, members of the IT department will spend almost all of their time in their respective office. It is important to get involved around the office and not hide out in the IT department.

Getting out of the IT department every now and again will give you the chance to meet the users and establish relationships with them. This also gives them a chance to put a face and name to the IT department which is much harder to put a negative connotation on. It may be a good idea to occasionally go help a user face to face even when it's unnecessary as this will help them understand what goes into fixing an IT problem. This will help users remember that the IT department is made up of human beings and not a group of robots who can magically solve all their problems instantly.

Establishing a good rapport with the users will make things easier for everybody. You will be less frustrated with their requests and they will be more patient and appreciative of your efforts to find them solutions.

Communicate and educate

Maintaining communication with users as well as continuously educating them will improve your IT department's image and efficiency.

Communication is something that is important throughout the entire company, but it may be most important between users and the IT department. By keeping open lanes of communication with users you can show that your department is accessible and easy to get in touch with. This will improve your image within the company as well as increase efficiency as users will be more comfortable coming to you with issues early, rather than waiting until a major problem develops.

Education is equally essential to improving your department's image. Informing users on basic IT solutions is beneficial to both parties and can be done in a number of ways. One way to do this is by organizing meetings or workshops with employees from every department where you can work hands-on with users to help them better understand IT processes.

Games/competitions can be incorporated into these workshops and prizes can be given away to add some excitement. Providing those who attend the opportunity to win a raffle prize could also be used as an incentive. Another way to keep users informed is by including a monthly IT column in the company newsletter that offers tips and advice for basic IT issues. This will improve the department's image as users will see you as being genuinely helpful and it could also save you some time as users may be able to fix a problem themselves rather than by contacting IT.

Be personable and avoid jargon

Finally, the simplest thing you can do to improve you IT department's image is to just be personable. If you are friendly and patient with users, then they will give you the same courtesy. The "golden rule" applies well here and it is important to remember that if you are rude and short with users they are unlikely to listen to your suggestions which could lead to the frustration of fixing the same problem over and over again.

Also, remind yourself that you are interacting with a person who more likely than not doesn't know as much about technology as you do (otherwise they would probably be in the IT department). It is important to avoid jargon and terms that those unfamiliar with IT may not understand. This needs to be done without talking down to the person, as doing so will only cause resentment. It is incredible how beneficial simply being polite can be to your department's overall success.

Improving the image of your IT department within your company can contribute directly to a more successful and effective department. An improved reputation for your department will make it much easier (and less stressful) to do your job. Although there are some negative views and stereotypes associated with IT, it is possible to take actionable steps towards abolishing these stereotypes and improving your image into one that is held in high regard.

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IT departments won't exist in five years

Computerworld - SAN FRANCISCO -- Consumerization of IT and self-service trends will lead to a restructuring of the today's IT shop, leaving behind a hybrid model consisting of tech consultants and integrators.

"The business itself will be the IT department. [Technologists] will simply be the enabler," said Brandon Porco, chief technologist & solutions architect at Northrop Grumman.

Porco was part of a four-person panel of technologists who answered audience questions during a town hall-style meeting at the CITE Conference and Expo here this week.

Among concerns raised is whether IT is losing control as consumer technology becomes part and parcel of everyone's work in the enterprise, and the data center is left. Others said they are not sure how to address a growing generation gap between young and veteran workers, each of whom are comfortable with different technologies.

"Interns coming in for the summer are asked if they're familiar with Google Apps. They say, 'Of course we are,'" said Nathan McBride, vice president of IT & chief cloud architect at AMAG Pharmaceuticals. "Then we have other employees coming in who worked for other companies who say, 'I need Outlook.' We have to say we don't use that anymore."

McBride said 75 Fortune 100 companies now use Google Apps along with most Ivy League schools, meaning that the next generation of workers won't be users of Microsoft Exchange or Office.

In five years, McBride said, companies will have to ensure they're matching their enabling technology to the demographic of that time.

Kathleen Schaub, vice president of research firm IDC's CMO Advisory Practice, said many corporate IT organizations now report to the head of the business unit it's assigned to.

"The premise is that wherever IT sits in an organization will dictate what they care about," she said. "If they're in finance, they'll care about cost cutting. If they're in operations, they'll care about process management. If [the company] decides it wants to focus on the customer, they'll put it in marketing."

While the CIO position will likely remain in an enterprise, his or her role will morph into a technology forecaster and strategist, rather than a technology implementer, according to Porco.

John Mancini, CEO of the Association for Information and Image Management (AIIM), agreed with Porco, saying that in the consumer technology era, it's the business side that has all the tools, so it will be able to trump IT's desire to control who uses what and how.

While the business can dictate the service or technology it wants, McBride said IT can still decide the flavor of technology.

For example, when AMAG business users asked for Microsoft's Visio tool set for diagraming and creating flow charts, McBride's team found a less expensive, web-based tool, LucidChart. "That was only $15 a seat," he said, adding that users were just as happy.

"We're not trying to be ahead of the technology curve and we don't' want to be behind, but we're trying to maintain pace in order to know what they're going to ask for next before they ask for it," McBride said.

Porco said he takes advantage of university partnerships and take cues from entrepreneurial centers throughout the U.S. such as Seattle and Denver to keep his finger on the pulse of tech innovation.

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10 highly valued soft skills for IT pros

Takeaway: Today's IT pro needs both technical expertise and soft skills — that's nothing new. But the scope of those in-demand soft skills just keeps growing.

Depending on which company you talk to, there are varying demands for IT technical skills. But there is one common need that most IT organizations have: soft skills. This need is nothing new. As early as three decades ago corporate IT sought out liberal arts graduates to become business and systems analysts so they could "bridge the communications gap" between programmers and end users. And if you look at the ranks of CIOs, almost half have backgrounds in liberal arts.

So what are the soft skills areas that companies want to see in IT professionals today?

1: Deal making and meeting skills

IT is a matchup of technology and people to produce products that run the company's business. When people get involved, there are bound to be disagreements and a need to arrive at group consensus. IT'ers who can work with people, find a common ground so projects and goals can be agreed to, and swallow their own egos in the process if need be are in high demand.

2: Great communication skills

The ability to read, write, and speak clearly and effectively will never go out of style — especially in IT. IT project annals are filled with failed projects that were good ideas but poorly communicated.

3: A sixth sense about projects

There are formal project management programs that teach people PM methodology. But for most people, it takes several years of project management experience to develop an instinct for how a project is really going. Natural project managers have this sixth sense. In many cases, it is simply a talent that can't be taught. But when an IT executive discovers a natural project manager who can "read" the project in the people and the tasks, this person is worth his/her weight in gold.

4: Ergonomic sensitivity

Because its expertise is technical, it is difficult for IT to understand the point of view of a nontechnical user or the conditions in the field that end users face. A business analyst who can empathize with end users, understand the business conditions they work in, and design graphical user interfaces that are easy to learn and use is an asset in application development.

5: Great team player

It's easy for enclaves of IT professionals to remain isolated in their areas of expertise. Individuals who can transcend these technical silos and work for the good of the team or the project are valued for their ability to see the big picture. They are also viewed as candidates for promotions.

6: Political smarts

Not known as a particularly politically astute group, IT benefits when it hires individuals who can forge strong relationships with different constituencies throughout the company. This relationship building facilitates project cooperation and success.

7: Teaching, mentoring, and knowledge sharing

IT'ers able to teach new applications to users are invaluable in project rollouts. They are also an asset as teaching resources for internal IT. If they can work side by side with others and provide mentoring and support, they become even more valuable — because the "real" IT learning occurs on the job and in the trenches. Central to these processes is the willingness to share and the ability to listen and be patient with others as they learn.

8: Resolving "gray" issues

IT likes to work in binary (black and white). Unfortunately, many of the people issues that plague projects are "gray." There is no right or wrong answer, but there is a need to find a place that everyone is comfortable with. Those who can identify and articulate the problem, bring it out in the open, and get it solved are instrumental in shortening project snags and timelines.

9: Vendor management

Few IT or MA programs teach vendor management — and even fewer IT'ers want to do this. But with outsourcing and vendor management on the rise, IT pros with administrative and management skills who can work with vendors and ensure that SLAs (service level agreements) and KPIs (key performance indicators) are met bring value to performance areas where IT is accountable. They also have great promotion potential.

10: Contract negotiation

The growth of cloud-based solutions has increased the need for contract negotiation skills and legal knowledge. Individuals who bring this skills package to IT are both recognized and rewarded, often with highly paid executive positions.

18 maxims of successful IT consulting

 

Takeaway: Chip Camden shares IT consulting lessons he's picked up over the years. After you read his pearls of wisdom, post your favorite consulting one-liners in the discussion.

Note: This TechRepublic post originally published on April 14, 2009.

Today marks the 18th anniversary of the day I purchased my first business license to become an independent consultant. If my consultancy were a person, it would be old enough to have a beer in parts of Canada and vote and die for its country in the United States. Instead of spilling brew, ballot chads, or blood, I'll celebrate by sharing 18 lessons I've learned over the years from the harsh schoolmistress named Experience.

1. Lead with your strongest suit. Clients hire consultants for their expertise, so develop a niche in which you can excel and focus on it. When you take on work in too many areas, you dilute your expertise in any one.
2. You have not arrived, and you never will. Always keep learning new things. The industry evolves rapidly, so as soon as you stop learning, you're obsolete. Experts don't know everything, but they know what they don't know and where they need to improve.
3. It's not the theory, it's the execution. Every methodology can be implemented badly, but the right people can make any system work to their advantage. The key is knowing when to follow the rules and when to break them.
4. Don't implement technology — solve problems. When the question is "how do we get to this technology?" the question is wrong. A new technology may provide a solution to a specific problem, but it should never be an end in itself, and it must be suitable to the client's business.
5. Every tool has its purpose, but no tool should be used for everything. No technology is "better" or "worse" unless you answer the question "for what purpose?"
6. Your clients aren't important to your business; they are your only business. Always do right by clients because making them successful is what will make you successful.
7. Not every client is worth keeping. Not all business is good business. You need to be careful about with whom you get in bed.
8. Cast your bread upon the waters. Give away some work, and much more business will return to you.
9. Skill performs the job, but reputation gets the job. Give just as much attention tobuilding your reputation as you do to improving your abilities.
10. Be tough on yourself, so your clients won't have to be. Own up to your mistakes.Organize yourself for productivity. Fight procrastination.
11. Cut yourself some slack. You will screw up. You can never choose or create the perfect solution. Sometimes, you will be late. You cannot work every waking hour. Give yourself permission to be wrong, so you can admit it when it happens. And give yourself a life, so you'll have something worth working for.
12. Success requires trust in both directions. Trust requires working on the relationship with your client. It's like a marriage, except that either party can leave when they want to — so okay, it is like a marriage.
13. Honesty rocks because it builds trust. Even when your client wants you to be dishonest, tell the truth. If you're always truthful when it hurts, your client will never doubt your truthfulness.
14. Take care of your business — nobody else will. Do not let your clients slip into the habit of paying late. Make sure your rates are high enough to keep you afloat yet reasonable enough for the value you provide. Don't ignore all the little details of running a business, which include tracking and reporting hours, choosing insurance policies, and managing invoices and receivables.
15. If you're doing this for the money, you're psychotic — or you will be soon. Money is important, but its flow is highly unpredictable. Consulting is hard work, so you'd better begetting more out of it than a few pesos.
16. Working without a contract is like skydiving without a parachute. You may be flying now, but it will not end well. If you don't have a contract, start putting one together now.
17. Consult thyself. We often get so focused on our clients' problems that we forget to take our own advice. Periodically, step back from your work and look at yourself and your business as if you were one of your clients. What would you tell them?
18. Every consulting maxim is wrong, even this one. "Wrong" is too strong a word, but it helps to make the point. More accurately, no consulting maxim is always right. Every situation differs — use your head when applying rules.

I've linked to it before, but Steve Friedl's So you want to be a consultant…? contains even more pithy consulting maxims. What are your favorite consulting one-liners? Share them in the discussion.