For Sale – HGST 8TB 7.2K 3.5″ SATA III Enterprise Hard Drive £149

This the HGST 8TB 7.2K 3.5″ SATA III Enterprise Hard Drive HDD 0F23267 HUH728080ALE600.

These are Enterprise so runs forever, been using a couple of these in my RAID. 10khours.

Selling to fund a project.

I’m near Angel, Islington in London

Price and currency: 165
Delivery: Delivery cost is not included
Payment method: PayPal BT
Location: London
Advertised elsewhere?: Advertised elsewhere
Prefer goods collected?: I have no preference

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Wanted – cheap laptop

Hi guys…..

So i went and spent loads of money on a nice slim hp laptop, me and the missus were going to get one each but her one worked fine, she dont like change so i took full pleasure in getting myself something nicer than 2 machines that weren’t as pretty

Long story short, my 1 year old has just learned to walk, and poured a glass of juice over her laptop. Were not gonna claim it on house insurance to avoid premiums, but i spend all the money a few months back on a nice new one. Not looking to spend a fortune. Just need something to get her buy, possible with good battery life

Anyone looking to sell

ps her old one was a hp pavilion with a passive cooled Pentium, 4gb ram, 256gb ssd, but the battery was a monster at 7-10 hours. She mainly uses it for uni work, so some light word processing , power point, internet , some spotify and the occasional sims 4 round up

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For Sale – MSI GTX 970 Gaming 4G

How old is it and has it been overclocked?

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For Sale – HP Pavilion Gaming Laptop

I have for sale:

HP Pavilion Gaming Laptop
15.6 Inch Screen
i5-6300HQ
Nvidia GeForce GTX950M 4GB
8GB RAM
1TB Hard Drive
120GB SSD
Windows 10

In used condition, some scuffs and marks. Main scuff from mouse usage next to track pad, as seen in pics. Works perfect otherwise.

Don’t have the original box, but will be boxed securely for postage. Comes with charger cable, which has just recently been replaced.

Looking for £350 delivered.

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Unit4 ERP software aims to prioritize people experience

Unit4 this week refocused its enterprise resource planning product, calling it the People Experience Suite, in an effort to make user experience an integral part of its enterprise resource planning platform.

Unit4 ERP product People Experience Suite is a cloud-based platform that combines functions of enterprise resource planning (ERP), human capital management (HCM) software and planning, and analytics software. According to the company, the suite improves the user experience, as well as enable non-IT specialists to run ERP tasks.

Unit4 ERP has an extendable architecture that allows non-IT personnel to change and configure services within the organization through localizations and best practice, work traditionally done by IT professionals. “This is all accomplished by providing low/no-code tooling that is easily accessible by citizen developers,” said Claus Jepsen, deputy CTO at Unit4.

The People Platform is an important component of the People Experience Suite, which provides tools for making Unit4 applications able to automate repetitive administrative tasks. It also lets enterprises integrate third-party applications and add customer extensions.

According to Jepsen, Unit4’s Extension and Integration Kit technologies enable the platform to integrate with any third-party application; however, in order to gain access to the technology a company needs to be a Unit4 partner. Meanwhile, customer extensions are “additions to the core ERP that fulfill specific customer needs, but aren’t seen as general applicable functionalities to be part of ERP,” Jepsen said.

David Wilson, founder and CEO t Fosway Group, said that although there are currently a lot of talk from other vendors about user experience, Unit4’s functional capability across the whole ERP space means it has the potential for more than just improving the user experience for companies and their employees.

The key difference between Unit4 and some other HCM vendors, Wilson said, is that its offering provides the capability to manage key business processes, as well as financials.

“So, whilst they are focusing on people experience, the scope of the experience will be wider than HR. … It also means Unit4’s analytics will be able to cross-analyze HR activity with business outcomes natively within the platform,” he said. “But obviously at the moment, it’s still a work in progress. It’s more of a statement of direction rather than necessarily a full deliverable reality today.”

Unit4’s competitors include Workday, NetSuite and SAP. Workday is a cloud-based ERP system vendor that specializes in HCM and financial management applications. Oracle NetSuite offers businesses of different sizes upgrades and customization. SAP’s ERP system enables enterprises to run their business processes, including accounting, sales, human resources and finance, in an integrated environment.

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AWS ups Java support, joins Java Community Process

Although it’s nearly 25 years old, the Java programming language has gained renewed interest lately from major cloud platform providers — namely, AWS and Microsoft.

For instance, this week AWS joined the Java Community Process (JCP), the governing body that manages the process of adding new features or specifications to the Java language and platform.

After more than 25 years being a workhorse programming language for enterprise applications and systems development, there is a ton of Java code out in the wild. And as more organizations move their Java workloads to the cloud, cloud platform providers are vying for those organizations to bring their Java apps to these vendors’ clouds.

‘You have to play nice with the community’

Amazon itself runs thousands of Java production services. And over the last few years, AWS has been courting Java developers in earnest.

“Java has the largest developer community, with between 10 million and 15 million developers,” said Holger Mueller, an analyst at Constellation Research in San Francisco. “If you want to attract enterprise workloads, you have to play nice with the community. And then you want to influence it on doing the ‘right’ things for the cloud era.”

In 2016, the company started building its own distribution of OpenJDK, the free and open source implementation of the Java Platform, Standard Edition. Amazon uses its OpenJDK distribution, known as Corretto, to run AWS and other Amazon services, said Yishai Galatzer, manager of the Artifacts and Languages Group in the AWS Developer Tools unit, in a blog post.

Galatzer’s team builds and distributes Amazon Corretto and built the Java Development Kit (JDK) that powers Amazon’s services, he said. Last year, Amazon released Corretto as an open source project.

In addition, Amazon began to contribute its patches to the OpenJDK project and also last year started to help maintain the OpenJDK 8 and OpenJDK 11 projects, Galatzer said. And with a focus on security, Amazon joined the Java Vulnerability Group to help address security issues in JDK 8 and JDK 11, he said. In that same vein, Amazon released in July its Amazon Corretto Crypto Provider, which implements standard Java Cryptography Architecture interfaces and provides high-performance cryptographic operations for all the OpenJDK operations, Galatzer said.

Now, with its membership in the Java Community Process, AWS has a direct line to influencing the future of Java — a matter of particular importance, as Java evolves to suit the requirements for cloud-native computing.

Amazon is trying to engage with the developer community, so it really makes sense to jump on the trend train.
Cameron PurdyCEO, Xqiz.it

“Amazon is trying to engage with the developer community, so it really makes sense to jump on the ‘trend train,'” said Cameron Purdy, CEO of Xqiz.it in Lexington, Mass., and former senior vice president of development at Oracle, where he oversaw key Java projects.

In recent years, AWS hired key Java experts, including Java creator James Gosling and Arun Gupta, who held core Java evangelism roles at both Sun Microsystems and Oracle after it acquired Sun in 2010.

Purdy says AWS’ interest in a role on the JCP seems quite natural for two reasons: “First, Amazon has hired some of the former Sun Java evangelism team, and they’re eager to engage with that community,” he said. “And second, Amazon now has their own distribution of the OpenJDK, so it makes sense to be involved.”

However, more cynical observers surmise that Amazon’s membership in the Java Community Process could be a condition of the company gaining the Java Technology Compatibility Kit license agreement that Amazon needs in order to claim that Corretto is a compatible OpenJDK implementation.

Moreover, Oracle gains as it gets Amazon’s brand attached to the JCP, and Amazon is now part of the patent non-aggression pact that supports Java.

Microsoft ramping up its Java presence

Meanwhile, Microsoft has made its own strong moves in the Java market, including its acquisition of jClarity in August to optimize its Azure cloud platform to run Java workloads. The jClarity acquisition also brings the core team behind the AdoptOpenJDK distribution of OpenJDK under the auspices of Microsoft.

Also, earlier in October, Microsoft and Pivotal teamed up to deliver Azure Spring Cloud, a service for Spring Boot apps designed to help developers build scalable microservices without the need to configure underlying infrastructure.

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Value-based care models hung up on lack of resources

A survey of more than 1,000 healthcare providers finds a lack of resources to be the biggest hurdle when shifting to a value-based care reimbursement model.

A value-based care model pays providers based on patient outcomes rather than the amount of services provided. The Centers for Medicare & Medicaid Services began promoting value-based care in 2008. Support for the initiative quickly followed with legislation, including the Affordable Care Act, which passed in 2010.

Despite the push, the shift to a value-based care rather than fee-for-service model has been slow — but steady. Indeed, data analytics company Definitive Healthcare LLC found that the number of U.S. states and territories with value-based care programs has risen from three in 2011 to 48 in 2018.

This year, the company surveyed more than 1,000 healthcare leaders to determine the state of value-based care, as well as what implementation will look like in 2020.

Value-based care: Barriers and accelerators

Kate Shamsuddin, senior vice president of strategy at Definitive Healthcare, said she was surprised that 25.3% of respondents pointed to lack of resources as the biggest barrier to implementing a value-based care model, given the initiative dates back to 2008.

Definitive Healthcare senior vice president of strategy Kate ShamsuddinKate Shamsuddin

“We would’ve anticipated that the number of resources required to support value-based care would’ve been increasing over time to support the success of these programs and initiatives,” she said. “So that was pretty surprising to see that at the top of the list as a barrier.”

Survey takers also pointed to “gaps in interoperability” and the “unpredictability of revenue stream” as barriers to implementing value-based care programs. “Changing regulations and policies” was another barrier identified by 16.2% of respondents.

Shamsuddin was struck by the “changing regulations and policies” barrier because of the amount of visibility the federal government has provided into policy implementation. Additionally, Shamsuddin said that while changing policies is listed as a barrier, 16.1% of respondents also selected it as a factor that is accelerating the adoption of value-based care.

Almost half, 44.8%, of survey respondents cited “appropriate provider compensation and incentives” as the biggest reason why adoption of a value-based care model moved forward within their organization. In a value-based care model, providers can receive bonuses for performing above-quality care standards. Yet they can also be penalized if their performance falls below those standards.

Shamsuddin said being able to adjust provider compensation and incentives is one way to ensure all stakeholders are “growing in the same direction” when implementing a value-based care program.

“That is one I think we’ll continue to see as an accelerator, especially with healthcare systems being a little bit more, let’s call it experimental, in how they’re willing to move away from the fee-for-service model,” she said.

What CIOs should pay attention to in 2020

As value-based care model implementation evolves in 2020, Shamsuddin said it will be important for healthcare CIOs to keep an eye on federal regulation and policy, which survey takers said was both a barrier and an accelerator.  

Additionally, one of the main areas that will cause change in value-based care program implementation is a growing understanding among providers of how accountable care organizations (ACOs) and bundled payment models such as the Medicare Shared Savings Program work, according to 31.1% of survey respondents.

ACOs and bundled payment models, or alternative payment models that require providers to take on risk and share in the losses and benefits of patient care, will “evolve and become easier to understand,” making it more likely for providers to transition to a value-based care model, according to the survey.

ACOs are associations of hospitals, providers and insurers that assume medical and financial responsibility for their patients; the Medicare Shared Savings Program is a voluntary program that encourages healthcare providers to come together as an ACO. The program provides different participation options to ACOs and allows them to take on varying levels of risk and responsibility for patients.

Consolidation within healthcare will also create what Shamsuddin called a “wild card” in how effective value-based programs will be. When two health systems are thinking about combining, Shamsuddin said it will require healthcare providers to be “open and strategic” around how they’re going to bring in value-based care initiatives during a merger.

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For Sale – Massive clearout, monitors, cisco, hdd’s, odds and sods

hi

i decided to clean up the computer room today and am selling off lots of old hdd’s i have lieing around, memory cards, odds and sods from various auctions i won – previous adverts on here. willing to sell as a take all if someone wants it all. in the process of decorating the house so missus wants it all GONE! Prices include shipping unless stated. bank transfer preffered or paypal gift or cash in person.

CPU:

Intel core i5 7400 retail £120
intel i7 930 £25
intel i7 960 £30
3 x Xeon 5670 £25 each
1 x xeon 5650 £20
4 x xeon 5345 £5 each

CPU bundle sale:
all these cpus for £40
pentium G2030
pent E5500
pent g645
pent g840
3 x G6950
1 x G6960

GPU:

Palit RTX 2080 jetstream edition refurb sealed in its boxed 6 mth warranty left £575

10 x HD 5450 1GB low profile cards £15 each

HDDs – all have been erased and error tested and bad sector ones have been destroyed:

HGST 4 TB refurb drive sealed anti static bag £75

western digital 2 TB SAS drive WD2001FYYG sealed anti bag £50
as above but 1 tb verion £30
9 x Toshiba 900 GB 2.5″ sas drives in caddies £80 each

1 x WD my book 8TB external drives new £135 each

3.5″ 500 gb seagate, £10

The following are all 2.5″ laptop hard drives:

seagate 1TB mobile hdd ST1000LM035 £25
WD blue 1TB WD10SPCX £25
Toshiba 1 TB MQ01ABD100 £25

Msata SSD drives:

4 x transcend TS128GMA340 128 gb drives £25 each
lite on 128 gb ssd LMT-128M6M £25

Macbook air ssd:

1 x toshiba 64 GB ssd for macbook – not sure what THNSNC064GMDJ £20

Server ram brand new:

1 x 8gb HP branded PC3L 10600 £75
2 x 4 GB HP PC3-10600R-9 kit £40 each
1 x 8GB PC4-2133P kingston server ram £60

2 x HP 4GB micro SDHC flash media kits £5 for both

Desktop/laptop Ram:
2gb samsung pc3 12800 sodimm. £4
2gb Elpida pc3 10600s sodimm £4
2 x 2 gb hynix pc3 10600 £4 each
2 x 4gb corsair vengeance 1600 mhz ddr3 sodimm £40
1gb kingston ddr2 667 ram £2
2 x 1gb samsung pc2 5300 £4
2 x 512mg ddr2 667 £2

2 x 8gb (16gb set) corsair vengeance 1866 mhz ram £50
4 x 2gb DDR2 800 low profile ram for AMD based systems only £10

1 x Lenovo thinkpad 65 watt charger tip 7.9 x 5.5mm. new £20
3 x Targus universal monitor stands £15 each

2 x Microsoft surface pro 3 docks new £70 each
4 x new acme microsoft surface pro cases in black £20 each
4 x new acme suface pro covers with red/orange strap £20 each
1 x Wiwu 13.3″ pocket sleeve laptop case grey new £20
4 x Wiwu black 14″ laptop bags black with diamond pattern design £20 each
1 x Wiwu black 15.6″ laptop bag as above £25
2 x Griffin power banks 10000 mah. £20 each

6 x Arctic cooler freezer 33 plus 2 fan models intel/amd inc A4 socket. as new. £30 each
3 x aerocool integrator 500 watt psus new sealed £30 each

Price and currency: 1000
Delivery: Delivery cost is not included
Payment method: bank transfer
Location: heybridge cm9 4ua
Advertised elsewhere?: Not advertised elsewhere
Prefer goods collected?: I have no preference

______________________________________________________
This message is automatically inserted in all classifieds forum threads.
By replying to this thread you agree to abide by the trading rules detailed here.
Please be advised, all buyers and sellers should satisfy themselves that the other party is genuine by providing the following via private conversation to each other after negotiations are complete and prior to dispatching goods and making payment:

  • Landline telephone number. Make a call to check out the area code and number are correct, too
  • Name and address including postcode
  • Valid e-mail address

DO NOT proceed with a deal until you are completely satisfied with all details being correct. It’s in your best interest to check out these details yourself.

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Failures must be expected in pursuit of digital innovation

Any CIO who expects employees to innovate must create a culture that accepts and even encourages failure along the way — something risk-averse executives understand but rarely put into practice.

“Culture is the software of the mind,” said Sandy Carter, vice president of Amazon Web Services, during a session at the Gartner IT Symposium in Orlando this week. “If an experiment failing comes with a price to pay, the culture of experimentation fails.”

That sentiment was reiterated time and again from prominent speakers during the Gartner conference, where IT leaders listened intently to advice on how to improve the pace of their organizations’ digital innovation efforts. In fact, lagging behind in digitization topped business leaders’ concerns in Gartner’s Emerging Risks Monitor Report released this week.

The research firm surveyed 144 senior executives across industries and found that “digitalization misconceptions” tops the list of concerns, while “lagging digitalization” ranks second. Last quarter’s top emerging risk, “pace of change,” continues to rank high, as it has in four previous emerging risk reports.

Sixty percent of the survey respondents said slow strategy execution and insufficient digital capabilities were top concerns for 2019, Gartner reports. Given the high stakes of digital innovation and the changes it brings, such projects certainly merit concern. Digitization projects lead to changes to business capabilities, profit models, value propositions and customer behavior, according to Gartner.

Think like a startup

In session after session at the IT Symposium, experts shared ways to hasten innovation — beginning with the top. It’s up to CIOs and other leaders to encourage innovative practices and to organize teams in ways that support digital innovation.

One example is team size. Big teams typically slow or completely stall the testing of new ideas, Carter said. She encourages keeping teams within companies small to maintain a startup feel, where interesting ideas are encouraged and actually implemented.

Gartner analyst Mark Raskino echoed that advice during his session on digital transformation mistakes to avoid. Executing on innovative ideas is a problem for big teams, which often spend too much time planning, he said.

Gartner analyst Mark Raskino shares digital transformation pitfalls to avoid.
Gartner analyst Mark Raskino tells IT Symposium attendees that digital innovation is often slowed by big teams who spend too much time planning and not enough time on execution.

“They’ll have one consulting firm come in, then they have a debate, set up a transformation program, they spend a couple of months on it, someone leaves the company, then another consultant comes in who redefines what digital is … you can see walls covered in plans that aren’t being executed by anybody,” Raskino told session attendees. “It’s a corporate disease, you’ve seen it before, and it has to stop.”

Lean startup thinking and taking action to create the minimum viable product gets you out of that trap, he added.

Large companies should also borrow from the startup mentality of growth mindsets — one of the “culture recoding” requirements for innovation, Raskino said.

“Unless upper and middle management is prepared to learn new stuff, and comfortable with doing that every day, it can’t expect anyone else in the organization to learn new things, and the organization becomes too stodgy,” Raskino said. “The more people we can get into that mindset, the more we can shift the cultural balance.”

Everyone must have ‘permission to disrupt’

Jennifer Hyman, co-founder and CEO of Rent the Runway, a privately held startup now valued at $1 billion, said innovation must be everyone’s responsibility.

Innovation is the responsibility of every group within the company, and every team has to be given permission to disrupt itself.
Jennifer HymanCo-founder and CEO, Rent the Runway

“Do not start an innovation team at your organization, because that team is doomed for failure,” Hyman said in a keynote, where she was interviewed by Gartner analyst Helen Huntley. “Innovation is the responsibility of every group within the company, and every team has to be given permission to disrupt itself.”

If a CTO or CIO is not given permission to fail, they won’t come up with innovative technology, she said.

“Innovation inherently means risk-taking. It inherently means that a portion of your revenue, or your systems, are going to go down, while something else is going right,” she said. RTR experienced this type of disruption during a major software upgrade last month, which caused short-term shipping delays but led to a 35% improvement in inventory availability.

Talking upfront about what is likely to suffer through the innovation process, at least in the short term, and committing to that process over the long term is critical, according to Hyman.

Jennifer Hyman, co-founder and CEO of Rent the Runway, at the Gartner IT Symposium
Jennifer Hyman, co-founder and CEO of Rent the Runway, discusses the company’s Closet in the Cloud service during the Gartner IT Symposium 2019.

“Sometimes large companies give up too quickly on innovation because they expect that the growth rate of that innovation is going to take off as if they were regular divisions within the company, but true disruption takes a really long time within an organization,” Hyman said. “It has to come from the top, it has to be a part of people’s goals, and failure and risk taking has to be encouraged.”

Indeed, innovation is about reinvention, and that could require very long-range thinking, Gartner’s Raskino said. Misreading how deep the change is going to be in an industry in five to 10 years is often where executive boards make their first mistake, he told attendees.

“You have to look a long way out and bring it back to the question of, ‘What competencies are necessary now and what assets do we need now, to secure that future?'” he said.

And companies shouldn’t expect to obtain the assets their employees need to execute a deep transformation by pulling from their existing budgets, he said.

“[Executives] think they will be able to rob a bit from this budget and save some from the existing IT budget to do digital,” Raskino said. “You can do digital optimization, potentially, within existing budgets, but if you think you are going to do a transformation, without net new investment somewhere, you’re fooling yourself.”

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