Wednesday, April 7, 2010

[CNG] Digest Number 1945[1 Attachment]

Messages In This Digest (4 Messages)

1.: Boy Scout Event From: Janice Erzmoniet

2.: Fw: Thoughts for Tuesday From: y jao

3.: FW: Senior Design Engineer, NJ From: Michael Cohn

4.: Business Analyst/PM, Jersey City, NJ, $UNK From: Doug Herman

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1.: Boy Scout Event

Posted by: "Janice Erzmoniet" jerzmone@msn.com jerzmoneit@ymail.com

Tue Apr 6, 2010 4:53 am (PDT)

If you are involved in the Boy Scouts, you might be interested in the following event this summer at Liberty Science Center:

http://www.lsc.org/bsajamboree

Regards, Janice
http://www.linkedin.com/pub/dir/janice/erzmoneit

Janice Erzmoneit
12 Maple Court
North Haledon, NJ 07508

jerzmone@msn.com
(551) 427-0829 cell
(973) 310-3011 business
(973) 427-5573 home
(973) 427-3078 fax

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2.: Fw: Thoughts for Tuesday

Posted by: "y jao" yjao88@yahoo.com yjao88

Tue Apr 6, 2010 7:42 am (PDT)

FYI

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Thoughts For Tuesday

Featured Article - April 6, 2010

What Steve Jobs Can Teach Us About "Buzz"After reading the 1,347th article on the iPad this month, I got to thinking about buzz.  What does Steve Jobs know about creating buzz that could help the rest of us take our business ideas from good to breakthrough?   What does he understand that makes otherwise normal people wait on line with grungy strangers for days on end without food or porta-potties to get their hands on a device that nobody has even laid eyes on?
As we all know, buzz is created when news spreads about an idea, product or service that is cool and worth trying.  The news usually comes through channels regarded as reliable by others; a few "knowing" early testers who have credibility with others say the word.  Buzz grows as more and more credible sources spread the word. Past success doesn't hurt; In Apple's case its blockbuster cool factor is enough to launch a stampede.
Even if you're a cynic, and I know many of you are because you write to me from time to time, it is intellectually dishonest to dismiss buzz as simple hype. Sure there's some marketing voodoo involved.  Computer whizzes with access to the internet and a relationship with some opinion leaders can generate buzz within hours; still there has to be something real there to build and sustain excitement.  If it isn't really cool, or if it doesn't work, or if it isn't of value to the buyer, the buzz dies fast.
So buzz is not smoke and mirrors - there has to be a high level of value underneath it all. You actually have to deliver something your customers really want to buy and that works very well.  What gets people talking about you isn't phony marketing hype; it's the experience they have with your product or service that kindles the desire to share information with others.
So Steve Jobs can teach us some things about buzz that are universal.   I think there are at least three factors that any of us can recreate in our own businesses.
Creating real, unique value for your customers or clients is the key. Apple is focused like a laser on what its customers want.  They know their faithful buyers are creative; they are learners, mavericks, free thinkers who see currency in owning and using the new, new thing.
Who are your customers and what do they value?  It seems like such a fundamental question but herein lays a path to breakthrough.  And don't think that you just have to ask them.  Sometimes you have to know them better than they know themselves.  Steve Jobs has a small creative team which includes a few top executives.  They don't rely on market research so much as their own internal compasses.

2. Obsession with Quality
Jobs is reportedly so obsessed with perfection that he is known to barge into an engineer's office and say, "no one will understand this. You need to fix this."  Apparently he does this regularly.  This is probably comforting for anyone who has ever been accused of micromanaging a project.
In noting that obsession with quality is part of creating products that generate buzz, I'm not suggesting it gives you license as a leader to breathe down people's necks.  You can't create new stuff by reigning in creativity or punishing people for failures.  However, it does suggest that quality is a huge part of the equation; which means you need to set the standard and make it known that nothing less than the best is good enough. No matter how cool the new product or service is if it doesn't work really well, it won't generate any buzz.

Returning to the Apple example, I read in the Boston Globe that Carl Yankowski, who worked with Jobs and also competed with Apple as the CEO of Palm and Sony Electronics said Apple will work with suppliers "to get them to do things that (they) don't think they can do, like make ultra-thin, ultra-light products that incorporate all kinds of new technologies."

So as you think about driving innovation as a leader in your company, I guess I would ask what are you doing to make people believe?
Of course, buzz isn't everything.  There are those people who are not swayed by buzz. Many years ago, I'll never forget our family's first trip to Disney World; we four kids had heard the buzz that that Space Mountain was the coolest ride.  But when my dad saw the long line snaking around past the giant turkey drumstick stand he refused to wait.  "I wouldn't wait 45 minutes to see the President," he declared with that tone of finality that wouldn't even tempt us to challenge the decision.
But most people aren't like my dad.  Most people will stand in line to buy your stuff if they hear the buzz and see value. So it really is possible, in fact likely that you'll succeed when you execute on these principles.  Always invest in marketing, but know that before you can get people talking about you, you have to create unique value, insist on quality and foster innovation.  That's how you define breakthrough.
1. Unique Value
When people believe that you or your company offer something they cannot find anywhere else, and they perceive that you or your product or service are highly valuable, they will buy it and pay top dollar for it.  And if that experience confirms their suspicions and it works, they will be eager to tell others; it's just human nature to spread the word.    3. Innovation
Apple is considered one of the most innovative companies of our time, maybe all time.  Innovation is certainly a buzz word today. Every company is talking about innovation at its team meetings.  So why do so few achieve it?  I think it's because deep down they doubt themselves.  They're insecure about their own ability to create or evolve.
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3.: FW: Senior Design Engineer, NJ

Posted by: "Michael Cohn" mikec@compukol.com compukol

Tue Apr 6, 2010 8:00 am (PDT)

From: Placio, Januz [mailto:jplacio@aerotek.com]
Sent: Tuesday, April 06, 2010 10:45 AM
To: Placio, Januz
Subject: Senior Design Engineer, NJ

Please review these opportunities and If you are interested in discussing any of these, please let me know. If not, please feel free byt passing this along to friends and co-workers! I can be reached at 201-793-1022 or <blocked::blocked::blocked::blocked::mailto:jplacio@aerotek.com> jplacio@aerotek.com. I look forward to speaking with you!

Position: Senior Design Engineer

Department: Engineering

Reports to: Engineering Manager

Status: Full Time

Carlstadt, NJ

Job Summary:

The Senior Design Engineer will have technical and managerial responsibilities. This position is responsible for coordinating team members to define: system designs, analog/digital designs, PCB designs and generate requirements for implementation of CPUs, DSPs, FPGAs, power, analog and data acquisition circuits.

This position is the technical lead responsible for FPGA system architecture design, requirements, developing test plans, operations requirements and hardware analysis. The engineer will also be responsible for FPGA design, simulation, and synthesis using VHDL and will perform FPGA design, synthesis, and timing analysis.

The Senior Design Engineer will also be responsible for bringing up, debugging, and integrating the FPGA,CPU,DSPs on the circuit board.

Responsiblities: (general and specific to position)

The Senior Design Engineer will be the technical lead and member of the development team. This position will execute designs, be a technical resource for the hardware teams and mentor other engineers.

· Work with product/project management to translate and decompose high-level requirements into details suitable for hardware design, specifications and development.

· Participate in planning and scheduling the development project

· Define system, interfaces, and circuits requirements for the implementation of CPUs, DSPs, FPGAs, power, analog and data acquisition circuits and systems.

· Analysis and simulation

· Board bring up for debug and integration of the CPU/DSP/FPGA/ASIC on the circuit board.

· Verify functionality and performance against requirements, via simulation and lab testing

· Test Planning, testing and test benching architecture design.

· Provide technical leadership and mentorship with best design practices and processes

· Work independently and cross-functionally and hands-on to deliver systems solutions that meet specifications, schedules, and quality standards

· Ensure that technical problems are resolved in a timely manner

Requirements and Qualifications: (education, experience, specific training):

· MSEE or BSEE with 9+ years of experience in high-speed CPU/DSP/FPGA/ASIC design; prior system architecture experience is necessary.

· FPGA design, synthesis and timing analysis experience

· Extensive experience with digital /analog design, simulation, debugging and board layout is a must

· MSK, BPSK, CRC, Welsh Coding BCH encoding/decoding techniques.

· Hands on with MATLAB, SIMULINK, Quartus, ModelSim, Aldec, Code Composer.

· Successful track record of specification to production design experience.
Proven ability to execute to an aggressive schedule and make intelligent trade-offs that optimize around project's primary goals without sacrificing product quality.

· Analog / power supply design experience

· High speed digital design and layout

· Design for manufacturability & testability

· Proven knowledge and ability to troubleshoot and debug complex design issues.

· Experience with Oscilloscopes, Logic Analyzers, and digital debug tools.

· Excellent interpersonal, organizational, and leadership skills.

· Strong verbal and written communication skills.

· The ability to operate independently without direct day to day supervision as well as in a team environment.

· Ability to get a SECRET Clearance

Januz Placio
Recruiter| Recruiting Center
( 201-793-1022 Office | 201-793-1030 Fax )
* <mailto:cloguda@aerotek.com> jplacio@aerotek.com
People. Fit. Perfectly.

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4.: Business Analyst/PM, Jersey City, NJ, $UNK

Posted by: "Doug Herman" dcherman@gmail.com dherman62

Tue Apr 6, 2010 8:03 pm (PDT)

[Attachment(s) from Doug Herman included below]

> Business Analyst/PM
> Jersey City, NJ
> Contract Assignment
> Hrly rate TBD
>
> The Brokerage Statement SME will assist the Client's Brokerage SME with the following activities:
>
> * Research statement related production issues
> * Maintain Statement e-delivery Cost Savings
> * Provide Statement SLA data
> * Create ICGC Meeting Agenda's
> * Create ICGC Meeting Minutes
> * Represent Statements at Rollout meetings
> * Represent Statements at DR meeting
> * Track monthly Statement production issues
> o Make sure Remedy tickets are opened
> o Work with Statement DPG to determine number of impacted accounts
> o Update SINs as needed
> o Update Issues spreadsheet
> * Create monthly Statement Healthcheck
> * Represent SME at various other meetings as needed
> * Coordinate testing of Statement End-to-End Reconciliation Phase II
> * Update and maintain Statement End-to-End tolerances in Webfocus
> * Assist Statement Control Group as needed
> * Participate in Peer reviews
> * Review QA test scripts
> * Create Project Requests for Statement Control Group initiatives
> * Open Work Item for non project DPG requests
>
> Please send a word resume to:
>
> Jeff Mass
> Executive Recruiter
> Bond Street Group, LLC
> 1601 Broadway- 11th Floor
> New York, NY 10019
> *212-378-1643
> * jmass@bondstreetgroup.com
> www.bondstreetgroup.com <http://www.bondstreetgroup.com/>

Attachment(s) from Doug Herman

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winmail.dat

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