All the best for the New year from the Reseau Team.
Look forward to what the year brings.
Reseau is wishing you a safe & happy holiday season!
For our valued clients who are wondering our open times, our office remains open (except for public holidays), and our after-hours team will still be on call and monitoring your services remotely!
Reseau is proud to be part of the Telstra Small Business Expo, Thursday and Friday this week.
For free entry, register here prior to Thursday.
Visit us at our booth to enter into our fantastic competition for your chance to win:
– 5 Night Accommodation for 2 at Peppers Resort
– Airfare for 2 People including Airport Transfers
– $200 Spa Treatment
Gearing up for another solid year, Réseau has bolstered the team with a few new star performers. Thanks to our valued clients and their consistent growth, we have in turn grown the Réseau family to ensure we can service them to the level they require and beyond. Click here http://www.reseau.com.au/our-team/ to put some names to faces!
We anticipate even stronger growth on the horizon and are yet again on the look out for passionate individuals who would love to join our team.
If you (or someone you know) are interested, please email us at email@example.com or simply give us a call on 08 6311 3600
Managing Director Alfa Aminudin and Technical Director Chris Uchanski are proud to announce that Réseau has placed 78 in the BRW Fast 100 for 2012.
“We are extremely pleased with this award, given the challenges of staff retention in this economic environment. Our highly collaborative team culture has given us a true competitive edge as it has promoted innovation” he said.
“The award means a lot to the team and serves as a visible milestone of our achievements” he added.
Réseau has won major clients, competing against much larger players. Some clients have expanded from zero to billion dollar market capitalisation and relied on the technical solutions we have delivered to fuel that growth.
Starting as a zero dollar start-up, over the past five years Réseau has delivered impressive year on year growth and has been recognized with the following awards:
• BRW’s Fast 100 2012
• BRW’s Fast Starters 2012
• CRN Fast 50, for the fastest growth 4 years running
• Smart Company’s Smart 50, 2011
• Smart Company’s Hot 30 under 30
For more information please contact Réseau (08) 6311 3600.
Radio took 38 yrs to get 50 million users, Angry Birds Space took 35 days [Infographic] http://j.mp/UTiTPz
How long does it take to reach 50 million users?
Telephone ~ 75 years
Radio ~ 38 years
Television ~ 13 years
Internet ~ 4 years
Facebook ~ 3.5 years
iPod ~ 3 years
AOL ~ 2.5 years
Draw Something app ~ 50 days
Angry Birds Space app ~ 35 days
By Juha Saarinen on Jun 7, 2012 8:02 AM (6 days ago)
Social networking site LinkedIn has confirmed user accounts have been breached after a file containing almost 6.5 million passwords was leaked to a Russian internet forum.
After initially investigating reports of the breach at about 11pm AEST, LinkedIn director Vincente Silveira confirmed that “some of the passwords that were compromised correspond to LinkedIn accounts”.
Some users reported finding their password as hashes on the leaked list, a 118 MB ZIP file posted online sometime overnight.
BBC News reported that the alleged hackers were seeking help to decrypt the password file.
Silveira said affected users would be prompted to change their passwords when they next logged into the social network and would receive further information on the issue in near future.
“It is worth noting that the affected members who update their passwords and members whose passwords have not been compromised benefit from the enhanced security we just recently put in place,” Silveira said.
The enhanced security, he said, included hashing and salting of password databases, a measure security researchers said was not available on the passwords leaked overnight.
Both Silveira and F-Secure’s Mikko Hypponen warned users to “prepare for scam emails about Linkedin password changes, linking to phishing sites”.
The breach comes less than a day after researchers discovered poor security practices in LinkedIn’s iOS app, which appeared to send detailed calender entries entered by users – including times, addresses and personal meeting notes – to its servers without encryption.
Adi Sharabani and Yair Amit said transmission of the calendar entries took place without prompting or warning users.
LinkedIn denied the notion of information being transmitted without user approval.
“In order to provide our calendar service to those who choose to use it, we need to send information about your calendar events to our servers so we can match people with LinkedIn profiles,” mobile product head Joff Redfern said.
“That information is sent securely over SSL and we never share or store your calendar information.”
The social network committed to stop sending data from user-added meeting notes in the iOS app to LinkedIn servers, Redfern said.
LinkedIn reports some 150 million users currently.
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Google’s Australian and New Zealand services were hobbled briefly last night due to a power outage at one of the Sydney data centres where the internet giant has peering points.
Several produced trace routes that initially showed Google timing out, before traffic was rerouted via locations in Asia and the United States.
A Google Australia spokesman confirmed the cause was a “power outage in a Sydney facility that took down some of our networking infrastructure”.
“We sincerely apologise to those who had difficulty connecting to Google until service was fully restored around 9pm, and to those who may have experienced slow connections for a couple of hours after that,” the spokesman told iTnews.
“Everything is now back to normal.”
Google is known to have a handful of racks of gear, mostly for peering purposes, housed within PIPE Networks’ PPC-1 cable landing facility in Sydney’s northern suburbs.
The facility is also home to servers from Victorian hosting firm VentraIP, which also suffered problems during the cable landing station power outage last night.
VentraIP reported that it lost power to the PPC-1 data centre, “as did another big client you probably know of by now”.
At the time, it refused to disclose the identity of that client, though when quizzed if it were Google, noted: “If they’re down at the moment too, who knows?”
iiNet representative David Harmsworth confirmed that problems reaching Google’s Australian web properties appeared to be on the web giant’s end.
“We have our own Google caches that we host within our network – these are running and serving some traffic, but are down on traffic compared to normal for some reason,” Harmsworth noted.
“Checking out other graphs at my disposal, it appears that Google themselves aren’t sending much traffic out their peering points in NSW.”
Mains power was restored to the PPC-1 facility at about 9pm, according to an issue advisory by VentraIP.
However, VentraIP noted its servers were not protected by uninterruptible power supplies (UPS) immediately following the incident. That issue was resolved just before midnight.
iTnews has sought access to a post-incident report from PIPE.
Updated 7/6, 12.28pm with Google’s confirmation of the cause of last night’s accessibility issues.
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Bankwest’s three-year project to adopt Agile software development practices nearly fell off the rails last year, forcing transformation managers to rethink its approach to change.
The Perth-based Commonwealth Bank subsidiary considered dumping inefficient, costly, milestone-based ‘waterfall’ practices for the iterative Agile approach after a 2009 review.
According to Agile transformation lead Sandra Dalli, waterfall projects had taken the bank 12 to 24 months to deliver.
“We once spent $3 million to build a set of requirements – but the customer had spent so much that they didn’t want to spend any more actually delivering the system,” she noted.
Dalli and Agile practice leader Sarah McAllister initially spent six months trying to convince the development team to adopt the methodology, to no avail.
So they made a play for executive support, taking several Bankwest executives to visit high-profile Agile shop Lonely Planet in 2010.
That year, Bankwest executives announced that half of its projects would be built using Agile methods by the end of 2012.
Dalli and McAllister told the recent Agile Australia conference that commitment from executives drove some early wins, with Agile project management ‘card walls’ appearing around the company.
Developer teams started listening, projects started running more smoothly, staff began breaking out of functional silos to organise themselves into project groups, they said.
Then came Project Agile – a move by McAllister and Dalli to leverage the growing momentum to completely overhaul Bankwest’s project management practices in the space of about nine months.
“It was about six months before they [plans] started to die,” Dalli explained. “Without the passion, people didn’t understand Agile or the value that was in it for them. So they lost interest.
“We learned that we had built an operating model of changes we wanted to happen, that was too big for us.”
Investigations revealed that many staff were mentally organising their work into Agile and non-Agile processes, alternating between Agile and waterfall-style behaviours.
“They didn’t understand that they didn’t have to wait for an Agile project to get value in delivering something this way,” McAllister recalled.
“Our people were getting really frustrated – and we were at risk of losing them, and losing the energy we had built in the early days.”
People, not methodology
Transformation leaders kicked of a five-month series of ‘Agile 101’ training courses last year to revive the flagging project.
Trainers focused on teaching Agile as an organisation culture rather than project management methodology, promoting Agile practices as well as values from “a more holistic point of view”.
But there were still holdouts. A “deep dive analysis” revealed that training “had missed the middle layer,” McAllister said. “There was still apprehension about change.”
Bankwest pinned the apprehension on the scant focus on people management to date. Those who were naturally inclined towards Agile embraced it enthusiastically, but holdouts were still falling into old patterns.
A people change consultant ran a new set of training programs to foster a new approach to Agile, with proponents focusing on selling ‘user stories’ designed to relate Agile ideas to all kinds of different roles.
“We started to see little pockets of Agile popping up and less reliance on the Agile coach,” McAllister recalled.
An experimental focus on the company’s e-commerce business group “built the capability in that area, so we could walk away and know they would be self-sufficient,” she said.
“They found their own way of applying Agile, and were trying to be innovative: rather than delivering projects, they were trying to deliver work.”
Since reworking its Agile effort as a people-empowerment strategy, BankWest has seen the card walls sprouting once again.
Seventy percent of IT and business staff have worked through fortnightly Agile training, while one recent count saw over 90 physical card walls and 500 sets of cards being used by individuals or operational teams.
Many of these teams, Dalli says, are outside of the IT organisation – reflecting the extent of the Agile change across the company, and confirming the most significant lesson learned to date.
“You don’t have to be on an Agile project to be agile,” she explained.
“In the end, it’s people that drive change – and you really need to tell people on the ground that they can apply Agile principles to anything. It’s not about one thing you do; it’s everything you do.”
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