open source web design

http://www.oswd.org/
Recently we registered a domain and posted 'under construction' page. Shopped around for some one who can quickly create few web pages to spread the word. I got quote from 2 sources and they were much more than $250 with couple of hours investment from me. I have basic understanding of HTML and I was wondering why we got to invest more that kind of money for the web design that is a living document - meaning will change multiple times in a year.

On a weekend we typed "web design open source" on a search engine. Clicked the first result. Picked up a design and we were able to quickly make a imageless set of web pages. All in less than 3 ours of my time. Now, I wonder if my >$250 would have to me better web site. Images take long time to load any way and I got many folks who would load the web page from lower bandwidth locations.

Wondering if open source has taken away $250 of my business from some company/individual. What would happen if this proliferation grows where every thing is open source - no one nothing gets paid. How would any one make money - would we get back to community funding as it used to happen many thousands of years.

meeting 8/20

Meeting with Vijay, Murugesh, Hari and Senthil Kumar.

What’s a typical salary for CEG fresh graduate. The range I heard was 2 lakhs-4 lakhs. Hari mentioned that there was a news stating some one in 3rd sem CEG being picked up by Microsoft for 6 lakhs. This has come in news with photos.

Why is the large amount of money earned by s/w professional not going to the poor people - including farmer? What does people do with large ‘discretionary income’ by software professionals. They invest in expensive cars, cinemas, change cell phones often, make travel/vacation.

The top 5 s/w companies in India: TCS, Wipro, InfoSys, Satyam & HCL. These companies employ roughly 80% of the total s/w professionals in India. Assume each at 40K employees – we have less than 250K employees in S/w.

Big names are going for low tech work. Like ensure the cannon printer is printing fine.

When the attrition is far less – say 6%, the company has to pay the annual increments with no extra cost to client. This puts the pressure on companies to get creative and move folks around so that they can still survive. Upper management folks are tracking charts like how many people are in the team, what’s the average salary, average time in the project – and are being constantly challenged to improve these numbers – to meet the profitability needs.

TCS lay off 1000 people and this seems to have triggered issue. They were let go on performance basis. It is too difficult to explain performance in 6 months.

The reliving order is still present in India.

The normal time taken to hire a new person is 4-6 weeks. 12 weeks is not unheard off. It is normal to give 4 weeks notice to current employer in India.

ISO9000 is not too important differentiating factor – as smaller companies don’t demand such restrictions on smaller vendors. Usually the jobs are done through smart people and the process don’t add significant value.

Linux is used heavily in the org. We wish to contribute to open source. However the open source network is highly intimidating. We fear that we might make a mistake in our check in and this could bite us back. The open source code in most cases is very well written – so we got to make equally strict coding to be accepted in the inner circle. Also, the folks in open source are having long memory – so any mistake might be difficult to recover soon. The idea might be to pick up a not so popular software or a narrow market software and make contributions – instead of say, Linux core.

Our parents were more harsh on us than we are with our kids. One potential reason – our parents 40 years back were mostly trying to make the ends meet in basic form. Today the basic needs of food and shelter are all met very easily and the problem/drive are for esteem needs.
How about the idea of releasing a whole bunch of code that’s written and is laying in a corner – not being used. This has to be tested, commented and documented before offering to open source.
BPO translators are paid 2-4K a month. This raises to 10K if you can talk over the phone like an US person.
Now we are 100+.

web site creation

Saravanan:
Car Registration Service
Brookside Solutions

tipping point

Online (Free) Translation resources

Google Language Tools
Yahoo! Search Language Tools
World Lingo Free Online Translator
AT&T Natural Voices - Demos (Interactive)
AltaVista - Babel Fish Translation
Free Translation and Professional Translation Services from SDL International
FREE Text Online Translator :: PROMT Company
alphaWorks : About alphaWorks

Company Todo

To Do List
Web Site company web site compliance
products/solutions
services
training
jobs
solutions
careers
contact us
partners
customers
Case Studies
News
Articles
Legal
Privacy Statement
Terms of Use
trademark
research
Press releases
Multiple language enable the site
corp collatral
Brocure
white paper

File to store docs

Bank Account Business Checking
Busines Credit Card
Bank of America
American Express


Grand Opening
Partners
Board of Directors
Marketting
Candidates
Template Resume
Contract with end customer
Contract with supplier
Purchase order
Invoice
expense reimbursement
Time Card



Legal Contact (H1B processing)
Things to buy Computer
iPod
Car
Camera
Video Camcorder

Web Site Hosting
Cell Phone reimbursement
Company phone
Company email accounts
Business Plan

Resources links

comapny name search

consultancy
head hunt
mentor
tutor
training
quality
test
virtualengine
automation
factory
process improvement
large numbers
info - information
Sys - system
banyansys
banyansoft
panaitech
panaisoft
guru
namaste

inno
sys
info
tech
soft
quality
works
guru

Banyan systems

reliance
reliability


window2info
stellalight
infouniverso
qapark
qapax
qualitypax
win2info
door2tech
infoskool.com
large scale
macromini
distributed

mosaictek
tarkasys

India & China potential NextGen world leaders

BusinessWeek Online
A New World Economy
Friday August 12, 4:00 pm ET
By Pete Engardio

Slide Show

It may not top the must-see list of many tourists. But to appreciate Shanghai's ambitious view of its future, there is no better place than the Urban Planning Exhibition Hall, a glass-and-metal structure across from People's Square. The highlight is a scale model bigger than a basketball court of the entire metropolis -- every skyscraper, house, lane, factory, dock, and patch of green space -- in the year 2020.

There are white plastic showpiece towers designed by architects such as I.M. Pei and Sir Norman Foster. There are immense new industrial parks for autos and petrochemicals, along with new subway lines, airport runways, ribbons of expressway, and an elaborate riverfront development, site of the 2010 World Expo. Nine futuristic planned communities for 800,000 residents each, with generous parks, retail districts, man-made lakes, and nearby college campuses, rise in the suburbs. The message is clear. Shanghai already is looking well past its industrial age to its expected emergence as a global mecca of knowledge workers. "In an information economy, it is very important to have urban space with a better natural and social environment," explains Architectural Society of Shanghai President Zheng Shiling, a key city adviser.

It is easy to dismiss such dreams as bubble-economy hubris -- until you take into account the audacious goals Shanghai already has achieved. Since 1990, when the city still seemed caught in a socialist time warp, Shanghai has erected enough high-rises to fill Manhattan. The once-rundown Pudong district boasts a space-age skyline, some of the world's biggest industrial zones, dozens of research centers, and a bullet train. This is the story of China, where an extraordinary ability to mobilize workers and capital has tripled per capita income in a generation, and has eased 300 million out of poverty. Leaders now are frenetically laying the groundwork for decades of new growth.

Invaluable Role
Now hop a plane to India. It is hard to tell this is the world's other emerging superpower. Jolting sights of extreme poverty abound even in the business capitals. A lack of subways and a dearth of expressways result in nightmarish traffic.

But visit the office towers and research and development centers sprouting everywhere, and you see the miracle. Here, Indians are playing invaluable roles in the global innovation chain. Motorola, (NYSE:MOT - News) Hewlett-Packard (NYSE:HPQ - News), Cisco Systems (NasdaqNM:CSCO - News), and other tech giants now rely on their Indian teams to devise software platforms and dazzling multimedia features for next-generation devices. Google (NasdaqNM:GOOG - News) principal scientist Krishna Bharat is setting up a Bangalore lab complete with colorful furniture, exercise balls, and a Yamaha organ -- like Google's Mountain View (Calif.) headquarters -- to work on core search-engine technology. Indian engineering houses use 3-D computer simulations to tweak designs of everything from car engines and forklifts to aircraft wings for such clients as General Motors Corp. (NYSE:GM - News) and Boeing Co (NYSE:BA - News). Financial and market-research experts at outfits like B2K, OfficeTiger, and Iris crunch the latest disclosures of blue-chip companies for Wall Street. By 2010 such outsourcing work is expected to quadruple, to $56 billion a year.

Even more exhilarating is the pace of innovation, as tech hubs like Bangalore spawn companies producing their own chip designs, software, and pharmaceuticals. "I find Bangalore to be one of the most exciting places in the world," says Dan Scheinman, Cisco Systems Inc.'s senior vice-president for corporate development. "It is Silicon Valley in 1999." Beyond Bangalore, Indian companies are showing a flair for producing high-quality goods and services at ridiculously low prices, from $50 air flights and crystal-clear 2 cents-a-minute cell-phone service to $2,200 cars and cardiac operations by top surgeons at a fraction of U.S. costs. Some analysts see the beginnings of hypercompetitive multinationals. "Once they learn to sell at Indian prices with world quality, they can compete anywhere," predicts University of Michigan management guru C.K. Prahalad. Adds A. T. Kearney high-tech consultant John Ciacchella: "I don't think U.S. companies realize India is building next-generation service companies."

Simultaneous Takeoffs
China and India. Rarely has the economic ascent of two still relatively poor nations been watched with such a mixture of awe, opportunism, and trepidation. The postwar era witnessed economic miracles in Japan and South Korea. But neither was populous enough to power worldwide growth or change the game in a complete spectrum of industries. China and India, by contrast, possess the weight and dynamism to transform the 21st-century global economy. The closest parallel to their emergence is the saga of 19th-century America, a huge continental economy with a young, driven workforce that grabbed the lead in agriculture, apparel, and the high technologies of the era, such as steam engines, the telegraph, and electric lights.

But in a way, even America's rise falls short in comparison to what's happening now. Never has the world seen the simultaneous, sustained takeoffs of two nations that together account for one-third of the planet's population. For the past two decades, China has been growing at an astounding 9.5% a year, and India by 6%. Given their young populations, high savings, and the sheer amount of catching up they still have to do, most economists figure China and India possess the fundamentals to keep growing in the 7%-to-8% range for decades.

Barring cataclysm, within three decades India should have vaulted over Germany as the world's third-biggest economy. By mid-century, China should have overtaken the U.S. as No. 1. By then, China and India could account for half of global output. Indeed, the troika of China, India, and the U.S. -- the only industrialized nation with significant population growth -- by most projections will dwarf every other economy.

What makes the two giants especially powerful is that they complement each other's strengths. An accelerating trend is that technical and managerial skills in both China and India are becoming more important than cheap assembly labor. China will stay dominant in mass manufacturing, and is one of the few nations building multibillion-dollar electronics and heavy industrial plants. India is a rising power in software, design, services, and precision industry. This raises a provocative question: What if the two nations merge into one giant "Chindia?" Rival political and economic ambitions make that unlikely. But if their industries truly collaborate, "they would take over the world tech industry," predicts Forrester Research Inc (NasdaqNM:FORR - News). analyst Navi Radjou.

In a practical sense, the yin and yang of these immense workforces already are converging. True, annual trade between the two economies is just $14 billion. But thanks to the Internet and plunging telecom costs, multinationals are having their goods built in China with software and circuitry designed in India. As interactive design technology makes it easier to perfect virtual 3-D prototypes of everything from telecom routers to turbine generators on PCs, the distance between India's low-cost laboratories and China's low-cost factories shrinks by the month. Managers in the vanguard of globalization's new wave say the impact will be nothing less than explosive. "In a few years you'll see most companies unleashing this massive productivity surge," predicts Infosys Technologies (NasdaqNM:INFY - News) CEO Nandan M. Nilekani.

To globalization's skeptics, however, what's good for Corporate America translates into layoffs and lower pay for workers. Little wonder the West is suffering from future shock. Each new Chinese corporate takeover bid or revelation of a major Indian outsourcing deal elicits howls of protest by U.S. politicians. Washington think tanks are publishing thick white papers charting China's rapid progress in microelectronics, nanotech, and aerospace -- and painting dark scenarios about what it means for America's global leadership.

Such alarmism is understandable. But the U.S. and other established powers will have to learn to make room for China and India. For in almost every dimension -- as consumer markets, investors, producers, and users of energy and commodities -- they will be 21st-century heavyweights. The growing economic might will carry into geopolitics as well. China and India are more assertively pressing their interests in the Middle East and Africa, and China's military will likely challenge U.S. dominance in the Pacific.

One implication is that the balance of power in many technologies will likely move from West to East. An obvious reason is that China and India graduate a combined half a million engineers and scientists a year, vs. 60,000 in the U.S. In life sciences, projects the McKinsey Global Institute, the total number of young researchers in both nations will rise by 35%, to 1.6 million by 2008. The U.S. supply will drop by 11%, to 760,000. As most Western scientists will tell you, China and India already are making important contributions in medicine and materials that will help everyone. Because these nations can throw more brains at technical problems at a fraction of the cost, their contributions to innovation will grow.

Consumers Rising
American business isn't just shifting research work because Indian and Chinese brains are young, cheap, and plentiful. In many cases, these engineers combine skills -- mastery of the latest software tools, a knack for complex mathematical algorithms, and fluency in new multimedia technologies -- that often surpass those of their American counterparts. As Cisco's Scheinman puts it: "We came to India for the costs, we stayed for the quality, and we're now investing for the innovation."

A rising consumer class also will drive innovation. This year, China's passenger car market is expected to reach 3 million, No. 3 in the world. China already has the world's biggest base of cell-phone subscribers -- 350 million -- and that is expected to near 600 million by 2009. In two years, China should overtake the U.S. in homes connected to broadband. Less noticed is that India's consumer market is on the same explosive trajectory as China five years ago. Since 2000, the number of cellular subscribers has rocketed from 5.6 million to 55 million.

What's more, Chinese and Indian consumers and companies now demand the latest technologies and features. Studies show the attitudes and aspirations of today's young Chinese and Indians resemble those of Americans a few decades ago. Surveys of thousands of young adults in both nations by marketing firm Grey Global Group found they are overwhelmingly optimistic about the future, believe success is in their hands, and view products as status symbols. In China, it's fashionable for the upwardly mobile to switch high-end cell phones every three months, says Josh Li, managing director of Grey's Beijing office, because an old model suggests "you are not getting ahead and updated." That means these nations will be huge proving grounds for next-generation multimedia gizmos, networking equipment, and wireless Web services, and will play a greater role in setting global standards. In consumer electronics, "we will see China in a few years going from being a follower to a leader in defining consumer-electronics trends," predicts Philips Semiconductors (NYSE:PHG - News) Executive Vice-President Leon Husson.

For all the huge advantages they now enjoy, India and China cannot assume their role as new superpowers is assured. Today, China and India account for a mere 6% of global gross domestic product -- half that of Japan. They must keep growing rapidly just to provide jobs for tens of millions entering the workforce annually, and to keep many millions more from crashing back into poverty. Both nations must confront ecological degradation that's as obvious as the smog shrouding Shanghai and Bombay, and face real risks of social strife, war, and financial crisis.

Increasingly, such problems will be the world's problems. Also, with wages rising fast, especially in many skilled areas, the cheap labor edge won't last forever. Both nations will go through many boom and harrowing bust cycles. And neither country is yet producing companies like Samsung, Nokia (NYSE:NOK - News), or Toyota (NYSE:TM - News) that put it all together, developing, making, and marketing world-beating products.

Both countries, however, have survived earlier crises and possess immense untapped potential. In China, serious development only now is reaching the 800 million people in rural areas, where per capita annual income is just $354. In areas outside major cities, wages are as little as 45 cents an hour. "This is why China can have another 20 years of high-speed growth," contends Beijing University economist Hai Wen.

Very impressive. But India's long-term potential may be even higher. Due to its one-child policy, China's working-age population will peak at 1 billion in 2015 and then shrink steadily. China then will have to provide for a graying population that has limited retirement benefits. India has nearly 500 million people under age 19 and higher fertility rates. By mid-century, India is expected to have 1.6 billion people -- and 220 million more workers than China. That could be a source for instability, but a great advantage for growth if the government can provide education and opportunity for India's masses. New Delhi just now is pushing to open its power, telecom, commercial real estate and retail sectors to foreigners. These industries could lure big capital inflows. "The pace of institutional changes and industries being liberalized is phenomenal," says Chief Economist William T. Wilson of consultancy Keystone Business Intelligence India. "I believe India has a better model than China, and over time will surpass it in growth."

For its part, China has yet to prove it can go beyond forced-march industrialization. China directs massive investment into public works and factories, a wildly successful formula for rapid growth and job creation. But considering its massive manufacturing output, China is surprisingly weak in innovation. A full 57% of exports are from foreign-invested factories, and China underachieves in software, even with 35 software colleges and plans to graduate 200,000 software engineers a year. It's not for lack of genius. Microsoft Corp.'s (NasdaqNM:MSFT - News) 180-engineer R&D lab in Beijing, for example, is one of the world's most productive sources of innovation in computer graphics and language simulation.

While China's big state-run R&D institutes are close to the cutting edge at the theoretical level, they have yet to yield many commercial breakthroughs. "China has a lot of capability," says Microsoft Chief Technology Officer Craig Mundie. "But when you look under the covers, there is not a lot of collaboration with industry." The lack of intellectual property protection, and Beijing's heavy role in building up its own tech companies, make many other multinationals leery of doing serious R&D in China.

China also is hugely wasteful. Its 9.5% growth rate in 2004 is less impressive when you consider that $850 billion -- half of GDP -- was plowed into already-glutted sectors like crude steel, vehicles, and office buildings. Its factories burn fuel five times less efficiently than in the West, and more than 20% of bank loans are bad. Two-thirds of China's 13,000 listed companies don't earn back their true cost of capital, estimates Beijing National Accounting Institute President Chen Xiaoyue. "We build the roads and industrial parks, but we sacrifice a lot," Chen says.

India, by contrast, has had to develop with scarcity. It gets scant foreign investment, and has no room to waste fuel and materials like China. India also has Western legal institutions, a modern stock market, and private banks and corporations. As a result, it is far more capital-efficient. A BusinessWeek analysis of Standard & Poor's (NYSE:MHP - News) Compustat data on 346 top listed companies in both nations shows Indian corporations have achieved higher returns on equity and invested capital in the past five years in industries from autos to food products. The average Indian company posted a 16.7% return on capital in 2004, vs. 12.8% in China.

Small-Batch Expertise
The burning question is whether India can replicate China's mass manufacturing achievement. India's info-tech services industry, successful as it is, employs fewer than 1 million people. But 200 million Indians subsist on $1 a day or less. Export manufacturing is one of India's best hopes of generating millions of new jobs.

India has sophisticated manufacturing knowhow. Tata Steel is among the world's most-efficient producers. The country boasts several top precision auto parts companies, such as Bharat Forge Ltd. The world's biggest supplier of chassis parts to major auto makers, it employs 1,200 engineers at its heavily automated Pune plant. India's forte is small-batch production of high-value goods requiring lots of engineering, such as power generators for Cummins Inc. (NYSE:CMI - News) and core components for General Electric Co. (NYSE:GE - News) CAT scanners.

What holds India back are bureaucratic red tape, rigid labor laws, and its inability to build infrastructure fast enough. There are hopeful signs. Nokia Corp. is building a major campus to make cell phones in Madras, and South Korea's Pohang Iron & Steel Co. plans a $12 billion complex by 2016 in Orissa state. But it will take India many years to build the highways, power plants, and airports needed to rival China in mass manufacturing. With Beijing now pushing software and pledging intellectual property rights protection, some Indians fret design work will shift to China to be closer to factories. "The question is whether China can move from manufacturing to services faster than we can solve our infrastructure bottlenecks," says President Aravind Melligeri of Bangalore-based QuEST, whose 700 engineers design gas turbines, aircraft engines, and medical gear for GE and other clients.

However the race plays out, Corporate America has little choice but to be engaged -- heavily. Motorola illustrates the value of leveraging both nations to lower costs and speed up development. Most of its hardware is assembled and partly designed in China. Its R&D center in Bangalore devises about 40% of the software in its new phones. The Bangalore team developed the multimedia software and user interfaces in the hot Razr cell phone. Now, they are working on phones that display and send live video, stream movies from the Web, or route incoming calls to voicemail when you are shifting gears in a car. "This is a very, very critical, state-of-the-art resource for Motorola," says Motorola South Asia President Amit Sharma.

Companies like Motorola realize they must succeed in China and India at many levels simultaneously to stay competitive. That requires strategies for winning consumers, recruiting and managing R&D and professional talent, and skillfully sourcing from factories. "Over the next few years, you will see a dramatic gap opening between companies," predicts Jim Hemerling, who runs Boston Consulting Group's Shanghai practice. "It will be between those who get it and are fully mobilized in China and India, and those that are still pondering."

In the coming decades, China and India will disrupt workforces, industries, companies, and markets in ways that we can barely begin to imagine. The upheaval will test America's commitment to the global trade system, and shake its confidence. In the 19th century, Europe went through a similar trauma when it realized a new giant -- the U.S. -- had arrived. "It is up to America to manage its own expectation of China and India as either a threat or opportunity," says corporate strategist Kenichi Ohmae. "America should be as open-minded as Europe was 100 years ago." How these Asian giants integrate with the rest of the world will largely shape the 21st-century global economy.

Indian Radiologiest

Trip: Uvas Canyan Waterfalls

Aug 07, 2005 - Saturday.
We started out from San Jose at 9:30 AM. Head out 85 South. It was interesting to join 101 South using the Car Pool lane to car pool lane switch. Right on Tennant, Left on
Monterey Road, Right on Watsonville Avenue, Right on Uvas Road. You will see the Uvas reservoir on the Right. Left on Croy Road. You will reach Sveadal - this is private property - so go slow. At the end is the Uvas Canyon County Park. Take a $5 day parking permit for your car and park in the parking lots. The drive on freeway was 30 miles and the rural road was 15 miles of which less than 5 miles was slightly winding (very easy).

Watch for Poison Oak. We photographed at-least one of this picture.

Took the waterfall loop trail. skipped Black Rock Falls as the quantity of water was too less. The first falls we officially saw was the Upper Falls. We took pictures at the top and bottom of the falls. Next ventured towards Basin Falls. Some on has tied a rope to a tree at the top of the falls. It was fun going down the rope. Noticed the standard Rocky mountain's rocks. One different thing was the new black (Granite rocks?) had well rounded and soft rocks embedded in them - kind of like the granite flowed into the soft rocks or the soft rocks fell into the granite in molten state and solidified. We caught up with the Black Rock on the return. This was too dry this season. Definitely we could see it's potential when it is full running. Noticed many small lizards on the down trip. Noticed few areas of minor rock (1 inch rocks) slides. We got to be careful in the rainy seasons.

On the way down, we reach the Granuja Falls that has no marks from the trail - but there is a sign board near the falls. Following the falls we reached the road. Cross the road/bridge and get on the Swenson Creek trail. We yanked out to the picnic area and to the parking lot.

The water Falls trail seem to start closer to the camping area.

I believe we should have gone further down the Swenson creek trail and might have noticed Uvas Falls when Swenson joins Uvas. May be we can take care of this on our next trip - hopefully when the water is flowing in larger quantities.

At upper falls, we did not have much energy to continue towards the contour canyon - to reach the Triple Falls. We skipped this falls totally for this time.

Next potential trips are to
Big Basin park – it is 12 miles round trip and it is strenuous due to long trip.
Mt. Diablo on the east bay
North Bay

berry creek falls

In Big Basin, Santa Cruz county. !2 mile hike - 5 1/2 to 6 hours hike. The height is not the issue - it is the length combined with 500-600 ft climb. There is a 50% biking route.

http://www.bigbasin.org/trailsberrycreekfalls.html
http://www.waterfallswest.com/ca-berry-creek-falls.html
http://www.icogitate.com/~tree/redwood.trail.intro.htm
http://www.localhikes.com/Hikes/BerryCreekFalls_7362.asp
http://www.thebackcountry.org/berrycreek/index.htm
http://www.bahiker.com/southbayhikes/bbrdo.html
http://kevingong.com/Hiking/Berry.html
http://sanfrancisco.citysearch.com/profile/11493718/boulder_creek_ca/berry_creek_falls_trail.html
http://gorp.away.com/gorp/activity/hiking/hik_big_basin2.htm
http://www.weeklywalker.com/Walks%20by%20county/Santa%20Cruz%20County/Big%20Basin_The%20Ultimate%20Thanksgiving%20Feast.htm
http://www.weeklywalker.com/Walks%20by%20county/Santa%20Cruz%20County/Berry%20Creek%20Falls.htm
http://www.art.com/asp/sp-asp/_/pd--10225116/Berry_Creek_Falls.htm
http://www.mnn.net/berry.htm
http://110am.com/php-bin/list_dir.php?cwd=berry_creek_falls
http://www.virtualparks.org/scenes/ZsmIinw7Egul_ry6sEJfFVA.html
http://www.bigbasin.org/trails.html
http://www.bahiker.com/slideshows/south/bbrdopics.html
http://www.trails.com/tcatalog_trail.asp?trailid=HGS164-100
http://www.webshots.com/g/33/617-sh/26082.html
http://www.goldengatephoto.com/westus/waterfall.html
http://www.terragalleria.com/california/picture.usca9490.html
http://www.southcoast.net/rbrady/brycrk.html
http://www.cyberhikes.com/HBBP0434.HTM
http://www.trilithon.com/pagespersonal/bigbasinpicture01.html
http://www-us.flickr.com/photos/airplane_journal/26864719/
http://www.parks.ca.gov/pages/735/files/transcriptbigbasinredwoodssptour.pdf
http://www.ocliw.com/things/weekdays/berryCreekFalls/
http://www.fedak.net/albums/BerryCreekFalls-page3.html
http://www.ericwpreston.com/berrycreek1.html
http://www.thetrailmaster.com/articles/toptenwaterfalls.html
http://www.istockphoto.com/file_closeup/nature/flora/plants_trees/286106_berry_creek_falls.php?id=286106
http://www.cs.umd.edu/~jfoster/Photos/Bay%20Area/pages/R08-09.html
http://felixwong.com/gallery/gallery.cgi?Category=82
http://www.art.com/asp/mountshop/default-asp/_/pd--10225116/sp--C/Berry_Creek_Falls.htm
http://bayinsider.ktvu.com/recreation/guides/hiking/hikes_big_basin.html
http://www.webself.com:16080/~fomfok/FOMFOK2000/000401/bigbasinfalls.html
http://csociety.ecn.purdue.edu/~sergent/photos/2000/Big%20Basin%20(Berry%20Creek%20Falls)/
http://www.infohub.com/forums/showthread.php?t=2247&page=1
http://www.sfgate.com/cgi-bin/object/article?f=/c/a/2003/04/03/SP37408.DTL&o=1
http://www.qbabe.com/archive/o_berryCreekFalls.html
http://www.sfoac.com/cgi/details.cgi?control=269
http://www.parks.ca.gov/default.asp?page_id=859
http://www.mitcnc.org/www/Events_Single.asp?eventID=1065http://www.thebackcountry.org/berrycreek/index.htm

http://crypto.stanford.edu/~eujin/pics/bigbasin2003/berrycreek.html
http://www.paulandsteph.com/gallery/bigbasinfeb2005
http://mishalov.net/big-basin-4mar04/big-basin-4mar04.html
http://www.prade.net/nicolas/we/20011121.html
http://www.chainreaction.com/waddellcreek.htm
http://felixwong.com/gallery/gallery.cgi?Category=41
http://lomaprieta.sierraclub.org/lp0102_Waterfalls.html
http://www.mymaps.com/nwfalls/cn/cn11.htm
http://www.tow.com/photogallery/2001/20011025_skyline_to_sea/
http://www.mountaintravelguide.com/California/SantaCruz/Hiking/BerryCreekFallsTrail.htm
http://www.californiawaterfalls.com/review_waterfalls.htm
http://www.napanews.com/templates/index.cfm?template=story_full&id=64E07AA8-58C6-4D4F-A55E-8A45FB9C4BE7
http://www.santacruzsentinel.com/archive/2005/May/29/local/stories/01local.htm


http://www.pacifictrailruns.com/BBR_Course_Description.htm

Santa Clara, Santa Cruz,

Santa Clara, Santa Cruz,
http://www.findarticles.com/p/articles/mi_m1216/is_n4_v190/ai_13812469

Winter waterfalls
http://lomaprieta.sierraclub.org/lp0102_Waterfalls.html

San Pedro Valley Park

http://kevingong.com/Hiking/200401BrooksFalls.html

Murietta Falls

http://kevingong.com/Hiking/HenryCowell.html
http://kevingong.com/Hiking/Berry.html

North bay falls
http://www.bahiker.com/northbayhikes/cataractfalls.html

http://lomaprieta.sierraclub.org/lp0102_Waterfalls.html




Wimble Scale?

Company - start new or join another

My friend is wanting me to join his company as partner instead of me starting my own. I am not sure the difference. He is in Ohio and I am in the golden state. He is currently running Under a Dollar shop.

Buying home

There are new homes coming up on 580 east of 680 intersection. If the homes are less than 300K, may be buy and hold for years. Move in after 3 years when more families have moved in.

May be at Tracy - use it as vacation (@ Tracy - bad idea). Or rent it to folks who want to get away from the busy bay area.

The mortgage guy told about Merced homes - that are really low cost.

Uvas Canyan Waterfalls

Uvas Canyan water falls

Waterfall loop nature trail guide

http://www.webself.com:16080/~fomfok/FOMFOK2000/000520/UvasCanyon.html

http://www.kevingong.com/Hiking/200504UvasCanyon.html
http://www.mnn.net/waterloop.htm
http://www.bahiker.com/southbayhikes/uvas.html
http://3dparks.wr.usgs.gov/3Dbayarea/html/UvasCanyon.htm
http://www.waterfallswest.com/region_ca_sf.html
http://www.webself.com:16080/~fomfok/FOMFOK2004/2004.01.04/20040104.html
http://www.webself.com:16080/~fomfok/FOMFOK2003/2003.02.02/20030202.html
http://app.donji.com/mt/archives/000035.html
copycat?
http://wimble.org/~fomfok/Blog/archives/2005/01/january_15_2005_1.html

http://www.wildrecovery.org/PDF/WR_Flier_Sep-Oct_2001.PDF
http://www.bayareaquests.com/Morganhill.htm
http://pages.prodigy.net/rhorii/sccparks.htm
http://www.pbase.com/bhill94087/uvas_canyon__11132004
http://dorothyphoto.typepad.com/photos/uvas_canyon_11072004/
http://dorothyphoto.typepad.com/photos/uvas_canyon_11072004/20041107_uvas_canyon_mg_0325p.html
http://phil.photosite.com/Outdoors/31305_uvas/
http://gilroydispatch.com/printer/article.asp?c=35835
http://www.reinigohananui.com/Photography/Flash/Uvas.html
http://www.watergrass.com/hiking/hiking032.html
http://www.reinigohananui.com/Photography/Flash/Uvas.html
http://www.iqon.net/recreation/hike/hike.jsp?id=3nnwcyyy

Innovative Mortgage suggestions

All Fund Mortgage
Licensed Mortgage broker & Lender
Nirmalya Modak
Marketing Director
Consultant - Loan & Finance
Branch/Processing Centre - 4214
3940 Freedom Circle, Suite 106
Santa Clara, CA 95054-1204, USA
nmodak@allfundmortgage.com
www.nmodak.allfundmortgage.com
408.200.7487(W)
408.829.0041(C)
408.270.0676(Voicemail)
408.521.9199(fax)

Instead of keeping excess equity in your home, you can put it to use.
Ensure that you maintain only 20% of the home's current value you own. have the rest of 80% through lenders. Don't pay a dime towards your principle part of the loan. Pay only the interest - it makes sense from tax incentive perspective as well.
Pull out the equity and invest in income real estate properties. The net equity you would have in 2 years is more than if you kept your equity in your home.

$434,000 5/1 arm - interest only - monthly payment of $1898/- (Cost of mortgage purchase - $2422/-)
$534,000 1year lockin - arm after 1 year - interest only - $1717/- monthly

QA candidate help

Candidate looking for QA posiiton.... While I can't guarentee placement at this point, I can add value to the candidate in terms of increasing the morale to face the interview. Also try to enhance the resume (with out trying to tell lies). May be take a moke interview and give feed back. If you think this would help the candidate wife, let me know and I can help.

preparation before H1B arrives

Have you started scanning the potential employers, positions, pay? Have you decided on your expected salary from your emploer? The H1B docs may say a number - the actual salary negotiated will most likely be different. You have some more home work to do.... Sorry, I keep giving you more and more work - hey it is better to get a head start instead of getting surprises - when actual event occurs.

We are in Aug right now. The H1B for 2006 opens in October 1st. 2005 for ~65,000 visa approvals. I guess your papers can make it to the 2006 quota fine. I want to see that you are getting placed in the project before the Thanks Giving holidays. If we miss that, we risk the placement dragging until Jan 2nd week (after all the holiday season - Thanks Giving, Christmas, New Year). So, we have to be prepared in every possible way by October 2005.

Until October, plan on spending 3-6 hours every working day to be working on technology stuff. This will get you prepared for the upcomming interviews. How is your multiple resume going on?

--Did we mention that the main H1B documents are required for converting the H4 Visa to H1B.

Language Resources

Google
AltaVista BableFish
World Lingo
SunRain Gives Chinese technical terms translations

Terminologies

Voice Talent
Voice Actors (radio announcers are poor choice)
directors
dialogue specialists

Uses of translation services in the domain of:
speech recognition personas
IVR prompts
auto attendant greetings
Telematics
Talking Email
broad communications campaigns
automatic call distributor
automated customer self-service
GPS Navigation

'believable and sincere voice'

Voice recording steps:
Scripting
Persona Grade Voice Prompts Recording
Persona Grade Voice Prompts Post-Production

concatination of segments in to phrases in different methods
In-Context Recording
Knowledge of Context Recording
Touchtone List.

While translating we need:
Glosary of terms
- words
- phrases
- accronyms

User manual & requirements document can help in understanding the technical terms

If English->new language->English returns the same word/phrase, there is a possibility of a good translation.

Bowling

For bowling you need the right shoes and right ball - apart from skills.

My choice was Shoe: 6.5; Ball 8lb Medium