前两天用新办的浦发卡买了台钢琴和几件衣服，今天看了下刷卡记录，不知道为什么多出了41元的超限费。原来我消费超过的上限（那为什么还叫“限”呢！？），浦发很客气的不通知就给我多刷了800多，当然它也为自己定个5%的小费。可是我十分的不领情，甚至是让我感觉就像吃个“屎苍蝇"，因为我根本不需要它多贡献的这800的“超限额”，限额就是限额，不能多刷就是不能多刷，我不喜欢用卡用的这么不明不白，我从来没有看到银行在做它的宣传时，提示还有这款可能造成歧义的“施舍条款”，对自己说的千好万好，为什么不宣传一下它的"屎苍蝇"。
我很重视我的信用，但我更不喜欢不明不白的消费，所以决定打浦发的800电话去消费这41元的怨气。说实话我态度是不好，这回浦发的callcenter表现还可以，在我消费了5分钟的怨气后，那边答应帮我申请免除这次超限费，表现不错，但我还是决定剪了我的浦发信用卡（当然，要还的钱还是要一分不少的还了），因为我怕它还有其它的"屎苍蝇"。
恭喜浦发排除了我这个刁蛮的小客户！
虽然常常发现自己碰到的很多问题在国外几年前就有人遇到过了，而且往往能通过Google找到大量相关资源。而且类似需求非常多的话，往往还会有很多Open Source的解决方案发布在SourceForge.net Apache.org上。
但也不要指望所有问题都能够直接在互联网上找到答案，因为复杂问题本身的解决有可能利用其他一些工具组合解决完成的。比如：我在解决多台服务器之间的日志合并统计过程中找到的Apache的日志轮循工具cronolog，在OutLook Express邮件的HTML归档过程中找到的mbx2mbox+mhonarc，以及在CVS的常用工具整理过程中找到的大量优秀应用等。
GNU很推崇"工具箱"哲学：因为很多复杂的问题都可以通过几个更简单的工具通过一定的组合加以解决的。而Perl往往就是粘合这些优秀工具的"胶水语 言"。这也是为什么Perl（或者说Perl的哲学）是任何一个程序员都因该学习并掌握的语言。 如果一个问题在Google上也找不到，有时候反思一下是不是自身需求本身的问题，因为只有合理的需求是发展的源动力：如果你发现提出需求目前很多系统中不支持，说明我们对其设计目标理解不够深入或者对问题的复杂度缺乏正确的估计造成的。来源：http://www.chedong.com/tech/study.html
How to influence other peoples?
Work at front, take a standard example; persuade somebody with reasonable reasone; encourage teamwork,lead my team, made my team member relying on my team; help each other.
Clear and nice expression skill. (6-7)
Never use terrible words, no un-professional behavior. (6-7)
Distribute the specific job that you are unfamiliar with to suitable guy. (6-7)
It's always risk to let your teammater run all thing, however, if you step in,you be put in somebady have no ideal... so I'd like to depend on our teammater's professional experience.(6-9)
Leadship is a sense and a little bit passion+smart and full concertration. (6-10)
Time show the winner, never can judge a book by cover. (5-2)
We need Plan B, we need flexibility or you never ever going to be successful.(5-2)
If your customer is vender/agent instead of final buyer, maybe they will focue on perfessional field more.(5-2)
To be good leaded befor lead other. (5-3)
Melt in your team, (6-7) and enjoy with your team and team culture. (6-8.9)
Respect myself and teamplayer. (6-7)
Pain will go away but film will be forever. (6-9)
Never use terrible words. (6-7)
Do not interrupt other's speaking if it is unnecessary. (6-7)
No challenge your team leader by oneself. (6-8)
First ideal often is final decision but sometimes it's disaster. How to control!? (6-8)
Special ideal has big risk or profit. (6-7)
Any ideal need a specific brief, lease words is best. (6-12)
2nd Feb, Eric.Wang
conception adjustment
改革过程可能需要策略与技术性妥协，但是信心不能动摇。逐步向自己想要的方向加速推近。
今天可能是困难的开始，但我宁愿现在是最困难的时期，起码这意味着还有个逐渐好转的盼头。
1st, Feb. Eric.Wang operate updated
EDS的Service Desk 终于Go live，一片混乱，但是明眼人一定看到希望，毕竟一切innovation都要有镇痛，不能因为痛了就去否定变化。
Maybe today is special day for my life.Maybe it's time to decide my life's innovation. The key is my action. if it is no change today is very normal.
软件发展的进化史一直围绕"复用技术"这一主题。继承前辈残酷竟争遗留下来的优秀基因（代码，模块，类，库...）发展自我已成为软件进化的重要法则。这种演化发展到现在让软件巨头们不再满足通过简单的复用代码与模块生产软件。
10年前IBM的广告就开始向我们传递这样信息：他帮助大家的方式开始直截了当"你的企业有什么问题？和我说，我就为你提供最合适的解决方案，我无所不能！"半个世纪的磨砺让巨人手中的软体本身也完成了模块化，他们开始更高层次的"复用"。他们有足够的能力复用软件、复制他们积累下来的知识与经验、共享他们庞大的社会资源与渠道；运用众多的系统架构师、咨询顾问、项目团队和the third-part verdor 的强大集成能力造就了他们"无所不能"的神话。
在这样的环境下像你我这样的个体又当如何！学习历史的过程让我们智慧，我们开始相信在漫长的软件繁衍的优胜劣汰中早已积淀下满足人们需求的基本原素。特别是OpenSource的兴起让这种思想更加具有现实意义。协同的去寻找实现某个应用的所有优秀模块；分析它们；通过我们的集成，实现最终想要的结果；记录下所有细节并被大家认同与最终应用成为了我们乐忠于去做的。
现在对于我们来说寻找，阅读，记录，粘合软件，协同工作，营销自我的能力也变的越来越重要，幸运的是，与过去相比有更多的方法与工具去支持我们的工作，Google,Blog,WiKi,xml,unix shell,perl和GNUToolBox哲学就是其中的佼佼者。
The Sarbanes-Oxley (SOX) Act was passed in July 2002 and was a direct reaction by the U.S. Congress to address the accounting scandals of late 2001 and early 2002. The purpose of the act is to reduce fraud and conflicts of interests, while increasing financial transparency and public confidence in the markets. The Act is best known for its requirement that the Chief Executive Officer (CEO) and Chief Finance Officer (CFO) of an organization are personally responsible for certifying financial results.
The Sarbanes-Oxley (SOX) Act itself is a very complex piece of legislation that has many sections, but the section most relevant to Information Technology (IT) is Section 404.
The IT Infrastructure Library (ITIL) has developed into the most powerful and widely accepted set of guidelines for achieving Best Practice in IT Service Management. These Best Practices for the delivery and support of IT Services can help a company document IT processes as required for Sarbanes-Oxley (SOX).
ITIL is a core part of the foundation of the Control Objectives for Information and Related Technology (COBIT) model. This is relevant because COBIT has been selected as the framework of choice for external auditors performing IT audits for Sarbanes-Oxley (SOX). With COBIT, many of the control objectives are covered within ITIL. Therefore the ITIL process guidelines and the COBIT control objectives are a powerful combination that can help accelerate Sarbanes-Oxley (SOX) compliance.
