How to temporarily disable the user alerts in SharePoint 2007
Is there a way to temporarily disable the user alerts for all employees, after my minor change, enable the user alerts again?
1.
There is a simple stsadm command that will disable alerts: stsadm -o setproperty -pn alerts-enabled -pv False -url http://PortalName
Reference
http://technet.microsoft.com/en-us/library/cc263206.aspx
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2.
temporarily disable email notification while updating items so the system will not send out any unnecessary email.
disable alert, updates item, then enable alert back.
SPList tasklist = Web.Lists["Tasks"];
tasklist.EnableAssignToEmail = false; //This property makes sending mail disabled
tasklist.Update();
//Do all the update here
Item["Title"] = “New Title”;
Item.SystemUpdate();
tasklist.EnableAssignToEmail = true; //enable email notification
tasklist.Update();
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Structure |
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| Hard | Strategy |
Systems |
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Shared Values |
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| Soft | Skills |
Staff |
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Style |
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“Hard” elements are easier to define or identify and management can directly influence them: These are strategy statements; organization charts and reporting lines; and formal processes and IT systems.
“Soft” elements, on the other hand, can be more difficult to describe, and are less tangible and more influenced by culture. However, these soft elements are as important as the hard elements if the organization is going to be successful.
- Strategy: the plan devised to maintain and build competitive advantage over the competition.
- Structure: the way the organization is structured and who reports to whom.
- Systems: the daily activities and procedures that staff members engage in to get the job done.
- Shared Values: called “superordinate goals” when the model was first developed, these are the core values of the company that are evidenced in the corporate culture and the general work ethic.
- Style: the style of leadership adopted.
- Staff: the employees and their general capabilities.
- Skills: the actual skills and competencies of the employees working for the company.
IM1: Develop a high-level definition of investment opportunity.
IM2: Develop an initial program concept business case.
IM3: Develop a clear understanding of candidate programs.
IM4: Perform alternatives analysis.
IM5: Develop a program plan.
IM6: Develop a benefits realization plan.
IM7: Identify full lifecycle costs and benefits.
IM8: Develop a detailed program business case.
IM9: Assign clear accountability and ownership.
IM10: Initiate, plan and launch the program.
IM11: Manage the program.
IM12: Manage/track benefits.
IM13: Update the business case.
IM14: Monitor and report on program performance.
IM15: Retire the program.
Error:
The RSS webpart does not support authenticated feeds
Mark Arend: RSS Viewer web part and authenticated feeds
this appears to come down to an authentication issue, and NTLM’s lack of ability to delegate credentials. The solution: Kerberos
Mini SharePoint Calendar Script
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This is the DoD Clinger-Cohen list of CIO Competencies or focus areas. What I try to do is to list this areas and map each to a scheduled task that is measurable.
Competency: Title
Policy and Organizational: Department/Agency missions, organization, functions, policies, procedures
Policy and Organizational: Governing laws and regulations (e.g., the Clinger-Cohen Act, E-Government Act, GPRA, PRA, GPEA, OMB Circulars A-11 and A-130, PDD 63)
Policy and Organizational: Federal government decision-making, policy making process and budget formulation and execution process
Policy and Organizational: Linkages and interrelationships among Agency Heads, COO, CIO, and CFO functions
Policy and Organizational: Intergovernmental programs, policies, and processes
Policy and Organizational: Privacy and security
Policy and Organizational: Information management
Leadership/Managerial: Defining roles, skill sets, and responsibilities of Senior Officials, CIO staff and stakeholders
Leadership/Managerial: Methods for building federal IT management and technical staff expertise
Leadership/Managerial: Competency testing – standards, certification, and performance assessment
Leadership/Managerial: Partnership/team-building techniques
Leadership/Managerial: Personnel performance management techniques
Leadership/Managerial: Principles and practices of knowledge management
Leadership/Managerial: Practices which attract and retain qualified IT personnel
Process/Change Management: Techniques/models of organizational development and change
Process/Change Management: Techniques and models of process management and control
Process/Change Management: Modeling and simulation tools and methods
Process/Change Management: Quality improvement models and methods
Process/Change Management: Business process redesign/reengineering models and methods
Information Resources Strategy and Planning: IT baseline assessment analysis
Information Resources Strategy and Planning: Interdepartmental, inter-agency IT functional analysis
Information Resources Strategy and Planning: IT planning methodologies
Information Resources Strategy and Planning: Contingency planning
Information Resources Strategy and Planning: Monitoring and evaluation methods and techniques
IT Performance Assessment: Models and Methods GPRA and IT: Measuring the business value of IT, and customer satisfaction
IT Performance Assessment: Models and Methods Monitoring and measuring new system development: When and how to “pull the plug” on systems
IT Performance Assessment: Models and Methods Measuring IT success: practical and impractical approaches
IT Performance Assessment: Models and Methods Processes and tools for creating, administering, and analyzing survey questionnaires
IT Performance Assessment: Models and Methods Techniques for defining and selecting effective performance measures
IT Performance Assessment: Models and Methods Examples of and criteria for performance evaluation
IT Performance Assessment: Models and Methods Managing IT reviews and oversight processes
Project/Program Management: Project scope/requirements management
Project/Program Management: Project integration management
Project/Program Management: Project time/cost/performance management
Project/Program Management: Project quality management
Project/Program Management: Project risk management
Project/Program Management: Project procurement management
Project/Program Management: System life cycle management
Project/Program Management: Software development
Capital Planning and Investment Assessment: Best practices
Capital Planning and Investment Assessment: Cost benefit, economic, and risk analysis
Capital Planning and Investment Assessment: Risk management- models and methods
Capital Planning and Investment Assessment: Weighing benefits of alternative IT investments
Capital Planning and Investment Assessment: Capital investment analysis- models and methods
Capital Planning and Investment Assessment: Business case analysis
Capital Planning and Investment Assessment: Integrating performance with mission and budget process
Capital Planning and Investment Assessment: Investment review process
Capital Planning and Investment Assessment: Intergovernmental, Federal, State, and Local Projects
Acquisition: Alternative functional approaches (necessity, government, IT) analysis
Acquisition: Alternative acquisition models
Acquisition: Streamlined acquisition methodologies
Acquisition: Post-award IT contract management models and methods, including past performance evaluation
Acquisition: IT acquisition best practices
E-Government/Electronic Business/Electronic Commerce: Strategic business issues & changes w/advent of E-Gov/EB/EC
E-Government/Electronic Business/Electronic Commerce: Web development strategies
E-Government/Electronic Business/Electronic Commerce: Industry standards and practices for communications
E-Government/Electronic Business/Electronic Commerce: Channel issues (supply chains)
E-Government/Electronic Business/Electronic Commerce: Dynamic pricing
E-Government/Electronic Business/Electronic Commerce: Consumer/citizen information services
E-Government/Electronic Business/Electronic Commerce: Social issues
IT Security/Information Assurance: Fundamental principles and best practices in IA
IT Security/Information Assurance: Threats and vulnerabilities to IT systems
IT Security/Information Assurance: Legal and policy issues for management and end users
IT Security/Information Assurance: Sources for IT security assistance
IT Security/Information Assurance: Standard operating procedures for reacting to intrusions/misuse of federal IT systems
Enterprise Architecture: Enterprise architecture functions and governance
Enterprise Architecture: Key enterprise architecture concepts
Enterprise Architecture: Enterprise architecture development and maintenance
Enterprise Architecture: Use of enterprise architecture in IT investment decision making
Enterprise Architecture: Interpretation of enterprise architecture models and artifacts
Enterprise Architecture: Data management
Enterprise Architecture: Performance measurement for enterprise architecture
Technical: Emerging/developing technologies
Technical: Information delivery technology (internet, intranet, kiosks, etc.)
Technical: Desk Top Technology Tools
PM1: Maintain a human resource inventory.
PM2: Identify resource requirements.
PM3: Perform a gap analysis.
PM4: Develop a resourcing plan.
PM5: Monitor resource requirements and utilization.
PM6: Establish an investment threshold.
PM7: Evaluate the initial program concept business case.
PM8: Evaluate and assign a relative score to the program business case.
PM9: Create an overall portfolio view.
PM10: Make and communicate the investment decision.
PM11: Stage-gate (and fund) selected programs.
PM12: Optimize portfolio performance.
PM13: Re-prioritize the portfolio.
PM14: Monitor and report on portfolio performance.
This article explains 10 popular false justifications for adopting ITIL as a service management strategy. While change can scare many, it is my opinion that the organization map the processes to the adhoc policies already in place. Process improvement in service management can be made by attacking each area individually by adding measurements and governance to each of the process groups.
Cool tool for building CAML queries for SharePoint lists.
This article points out the changing role of the CIO as technology move to a distributed cloud environment, moving away form the desktop, and bringing your own device.
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