Microsoft Windows Server Training Classes in Yonkers, New York

Learn Microsoft Windows Server in Yonkers, NewYork and surrounding areas via our hands-on, expert led courses. All of our classes either are offered on an onsite, online or public instructor led basis. Here is a list of our current Microsoft Windows Server related training offerings in Yonkers, New York: Microsoft Windows Server Training

We offer private customized training for groups of 3 or more attendees.

Microsoft Windows Server Training Catalog

cost: $ 2190length: 5 day(s)
cost: $ 2090length: 5 day(s)
cost: $ 2190length: 5 day(s)
cost: $ 2190length: 5 day(s)
cost: $ 2090length: 5 day(s)
cost: $ 3200length: 9 day(s)
cost: $ 490length: 1 day(s)

.NET Classes

Exchange Server Classes

Windows 10 Classes

Windows 8 Classes

cost: $ 2190length: 5 day(s)
cost: $ 2190length: 5 day(s)

Course Directory [training on all levels]

Upcoming Classes
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IT Outsourcing came to foray as a means for corporations to focus on critical business operations while having a specialized IT company take over the responsibility of managing the IT infrastructure and application development. For corporations especially in the developed countries, IT outsourcing provided two fold advantages, one was access to a highly talented pool of engineers and that too at a lower cost since countries like India were quickly growing their stature as an IT outsourcing hub.

IT Outsourcing is now as mainstream as ever and almost every leading organization outsources some or all parts of its IT infrastructure to a specialized company. It makes pure business sense and with tightening budget controls, IT outsourcing has become one of the strategic cost reduction driver for most organizations. Moreover, IT outsourcing is no more restricted to companies in USA & Europe outsourcing their IT projects to countries like India. Domestic companies within India itself actively use IT outsourcing including the Indian government like the India Post project given to TCS.

Is it then a no brainer that IT Outsourcing is critical to your business? Well, if it is cheaper and does not seem to have any inherent disadvantages why not!! Not really, IT Outsourcing despite proven benefits has its limitations and you should be cognizant be of the same before considering outsourcing your IT operations.

·         Limitations in estimating the actual cost of IT outsourcing:Let’s tackle the biggest driver of IT Outsourcing-Cost Savings. For anyone to estimate the cost savings from IT Outsourcing one needs to be able to predict the cost of outsourcing which then helps understand the cost savings from the same. Yes, at a higher level it is a matter of a simple $ per man-hour costs and IT outsourcing will appear to be cheaper in almost all cases. However, “hidden costs” are commonplace with IT outsourcing and it can be immensely difficult to accurately predict these hidden costs. For example, you need to be able to identify the costs of transitioning your in-house IT to an outsourcer, management overhead needed to manage the outsourcing relationship etc. In addition, IT outsourcing contracts are fixed at the start of the contract and as a result any additional requirement/change tends to be charged additionally. It is no surprise that IT requirements can change frequently and if your outsourcing contract doesn’t account for flexibility, you might be limited in the actual cost savings you might make. There is no surprise that there have been so many instances of IT outsourcing projects overshooting their budgets by a huge margin such as the one government shared services project going 500 million pounds over budget

A project manager acts as the primary link between business and technical teams. A project manager is responsible for maintaining the project schedule, developing project estimates, working with external teams and tracking project issues. The project manager belongs to either the technical team or the project management office (PMO). The project manager works with business teams, technical teams, business counterparts, testing resources, vendors and infrastructure teams.

A project manager is often challenged with diagonally opposite views from the business side and technical side. A project manager’s success depends on balancing the needs and emotions of both sides.

Understanding the Requirements
A project manager must familiarize with the project’s requirements as defined by the business or product managers. This will help you understand the business vision behind the project. You will need this knowledge while negotiating with the technical teams.

Understanding the Technical Landscape
A project manager must also understand the technical systems, resource skills and infrastructure capabilities available for the project. Business teams come up with expectations that are sometimes beyond the capabilities of the technology team. It is the responsibility of the project manager to understand the technical capabilities available to the project.

Walkthrough of Business Requirements
This is a critical step in the project delivery process. The project manager must invite members from the business team, technical team, testing team, infrastructure team and vendors. The project manager must encourage the various stakeholders to ask questions about the requirements. Any prototypes available must be demonstrated in this meeting. The project manager must find answers to all questions resulting from the requirements walkthrough. The project manager must get the final version of the requirements approved by all stakeholders.

Managing Conflicts in Timelines and Budgets
All project managers will face the conflicts arising from shortened timelines and limited budgets. Business teams typically demand many features that are nearly impossible to deliver within short timeframes. The project manager must work with business and technical teams to prioritize the requirements. If the project is executed in a product development organization, then the project manager could utilize agile methodologies to deliver projects incrementally. In this case, the project manager may be required to act as a scrum master to facilitate scrum meetings between various stakeholders.

The Art of Saying “No”
As a project manager, you may be forced to say “no” to demands from both business and technology teams. However, it is important to create a win-win situation for all parties when you are faced with conflicting demands. You can work with the stakeholders individually before bringing all parties together. Most stakeholders prefer to work together. The success of a project manager depends on how effectively he or she can bring out the best in everyone, driving everyone towards a common goal.

Finally, the job of a project manager is not to satisfy the demands from all corners. The project manager must identify the essential deliverables that will meet the business needs, with a solid understanding of what is possible within the limits of technology.

 

Related:

Smart Project Management: Best Practices of Good Managers

Is Agism an Issue in IT?

.NET is a highly popular programming language from Microsoft that continues to rock the IT industry since its inception almost twelve years ago. Simply stated, it is a development framework comprising of multiple modules that helps in creating Web Applications, Windows Applications as well as Mobile Applications. The demand for .NET programmers saw a definite surge in the last decade - thanks to the evolution of the smart phones.

Listed below are some of the recent and prevalent aspects of .Net

ASP .NET - Web API

Microsoft considers Web AP I as the future of ASP .NET. The world of web is heading towards a simpler, lightweight, REST based services. Web API makes it possible with the ASP.NET MVC without the heavy lifting that WCF requires. jQuery could be utilized for displaying results in front end of the page as shown in the example in Microsoft site.

In recent decades, companies have become remarkably different than what they were in the past. The formal hierarchies through which support staff rose towards management positions are largely extinct. Offices are flat and open-plan collaborations between individuals with varying talent who may not ever physically occupy a corporate workspace. Many employed by companies today work from laptops nomadically instead. No one could complain that IT innovation hasn’t been profitable. It’s an industry that is forecasted to rake in $351 billion in 2018, according to recent statistics from the Consumer Technology Association (CTA). A leadership dilemma for mid-level IT managers in particular, however, has developed. Being in the middle has always been a professional gray area that only the most driven leverage towards successful outcomes for themselves professionally, but mid-level managers in IT need to develop key skills in order to drive the level of growth that the fast paced companies who employ them need. 

What is a middle manager’s role exactly? 

A typical middle manager in the IT industry is usually someone who has risen up the ranks from a technical related position due to their ability to envision a big picture of what’s required to drive projects forward. A successful middle manager is able to create cohesion across different areas of the company so that projects can be successfully completed. They’re also someone with the focus necessary to track the progress of complex processes and drive them forward at a fast pace as well as ensure that outcomes meet or exceed expectations.

What challenges do middle managers face in being successful in the IT industry today? 

While middle managers are responsible for the teams they oversee to reach key milestones in the life cycle of important projects, they struggle to assert their power to influence closure. Navigating the space between higher-ups and atomized work forces is no easy thing, especially now that workforces often consist of freelancers with unprecedented independence. 

What are the skills most needed for an IT manager to be effective? 

Being educated on a steady basis to handle the constant evolution of tech is absolutely essential if a middle manager expects to thrive professionally in a culture so knowledge oriented that evolves at such a rapid pace. A middle manager who doesn't talk the talk of support roles or understand the nuts and bolts of a project they’re in charge of reaching completion will not be able to catch errors or suggest adequate solutions when needed. 

How has the concept of middle management changed? 

Middle managers were basically once perceived of as supervisors who motivated and rewarded staff towards meeting goals. They coached. They toggled back and forth between the teams they watched over and upper management in an effort to keep everyone on the same page. It could be said that many got stuck between the lower and upper tier of their companies in doing so. While companies have always had to be result-oriented to be profitable, there’s a much higher expectation for what that means in the IT industry. Future mid-level managers will have to have the same skills as those whose performance they're tracking so they can determine if projects are being executed effectively. They also need to be able to know what new hires that are being on-boarded should know to get up to speed quickly, and that’s just a thumbnail sketch because IT companies are driven forward by skills that are not easy to master and demand constant rejuvenation in the form of education and training. It’s absolutely necessary for those responsible for teams that bring products and services to market to have similar skills in order to truly determine if they’re being deployed well. There’s a growing call for mid-level managers to receive more comprehensive leadership training as well, however. There’s a perception that upper and lower level managers have traditionally been given more attention than managers in the middle. Some say that better prepped middle managers make more valuable successors to higher management roles. That would be a great happy ending, but a growing number of companies in India’s tech sector complain that mid-level managers have lost their relevance in the scheme of the brave new world of IT and may soon be obsolete.

 

 

 

Tech Life in New York

City The Big Apple is home of two of the world?s largest stock market exchanges, the New York Stock Exchange and NASDAQ. As a leading business center in the United States, New York has more Fortune 500 headquartered companies than any other city. Technology is blossoming in the Big Apple as major internet conglomerates like Google move their offices into ?telecom hotels? such as the 311,000 square feet office space downtown. As in any other city there are pros and cons of living in New York City. For instance, there is so much to do, it?s easy to get around with the transit system, it?s safe, convenient, and has plenty of job opportunities. On the other hand, it can be overwhelmingly expensive, overcrowded, a bit impersonal and fast paced. New Yorkers enjoy Central Park, multi cultural activities and food, theatre, film festivals, farmers markets, fashion and anything else they could possibly think of...it?s all there.
Operating systems are like underwear ? nobody really wants to look at them. Bill Joy
other Learning Options
Software developers near Yonkers have ample opportunities to meet like minded techie individuals, collaborate and expend their career choices by participating in Meet-Up Groups. The following is a list of Technology Groups in the area.
Fortune 500 and 1000 companies in New York that offer opportunities for Microsoft Windows Server developers
Company Name City Industry Secondary Industry
NYSE Euronext, Inc. New York Financial Services Securities Agents and Brokers
Anderson Instrument Company Inc. Fultonville Manufacturing Tools, Hardware and Light Machinery
News Corporation New York Media and Entertainment Radio and Television Broadcasting
Philip Morris International Inc New York Manufacturing Manufacturing Other
Loews Corporation New York Travel, Recreation and Leisure Hotels, Motels and Lodging
The Guardian Life Insurance Company of America New York Financial Services Insurance and Risk Management
Jarden Corporation Rye Manufacturing Manufacturing Other
Ralph Lauren Corporation New York Retail Clothing and Shoes Stores
Icahn Enterprises, LP New York Financial Services Investment Banking and Venture Capital
Viacom Inc. New York Media and Entertainment Media and Entertainment Other
Omnicom Group Inc. New York Business Services Advertising, Marketing and PR
Henry Schein, Inc. Melville Healthcare, Pharmaceuticals and Biotech Medical Supplies and Equipment
Pfizer Incorporated New York Healthcare, Pharmaceuticals and Biotech Pharmaceuticals
Eastman Kodak Company Rochester Computers and Electronics Audio, Video and Photography
Assurant Inc. New York Business Services Data and Records Management
PepsiCo, Inc. Purchase Manufacturing Nonalcoholic Beverages
Foot Locker, Inc. New York Retail Department Stores
Barnes and Noble, Inc. New York Retail Sporting Goods, Hobby, Book, and Music Stores
Alcoa New York Manufacturing Metals Manufacturing
The Estee Lauder Companies Inc. New York Healthcare, Pharmaceuticals and Biotech Personal Health Care Products
Avon Products, Inc. New York Healthcare, Pharmaceuticals and Biotech Personal Health Care Products
The Bank of New York Mellon Corporation New York Financial Services Banks
Marsh and McLennan Companies New York Financial Services Insurance and Risk Management
Corning Incorporated Corning Manufacturing Concrete, Glass, and Building Materials
CBS Corporation New York Media and Entertainment Radio and Television Broadcasting
Bristol Myers Squibb Company New York Healthcare, Pharmaceuticals and Biotech Biotechnology
Citigroup Incorporated New York Financial Services Banks
Goldman Sachs New York Financial Services Personal Financial Planning and Private Banking
American International Group (AIG) New York Financial Services Insurance and Risk Management
Interpublic Group of Companies, Inc. New York Business Services Advertising, Marketing and PR
BlackRock, Inc. New York Financial Services Securities Agents and Brokers
MetLife Inc. New York Financial Services Insurance and Risk Management
Consolidated Edison Company Of New York, Inc. New York Energy and Utilities Gas and Electric Utilities
Time Warner Cable New York Telecommunications Cable Television Providers
Morgan Stanley New York Financial Services Investment Banking and Venture Capital
American Express Company New York Financial Services Credit Cards and Related Services
International Business Machines Corporation Armonk Computers and Electronics Computers, Parts and Repair
TIAA-CREF New York Financial Services Securities Agents and Brokers
JPMorgan Chase and Co. New York Financial Services Investment Banking and Venture Capital
The McGraw-Hill Companies, Inc. New York Media and Entertainment Newspapers, Books and Periodicals
L-3 Communications Inc. New York Manufacturing Aerospace and Defense
Colgate-Palmolive Company New York Consumer Services Personal Care
New York Life Insurance Company New York Financial Services Insurance and Risk Management
Time Warner Inc. New York Media and Entertainment Media and Entertainment Other
Cablevision Systems Corp. Bethpage Media and Entertainment Radio and Television Broadcasting
CA Technologies, Inc. Islandia Software and Internet Software
Verizon Communications Inc. New York Telecommunications Telephone Service Providers and Carriers
Hess Corporation New York Energy and Utilities Gasoline and Oil Refineries

training details locations, tags and why hsg

A successful career as a software developer or other IT professional requires a solid understanding of software development processes, design patterns, enterprise application architectures, web services, security, networking and much more. The progression from novice to expert can be a daunting endeavor; this is especially true when traversing the learning curve without expert guidance. A common experience is that too much time and money is wasted on a career plan or application due to misinformation.

The Hartmann Software Group understands these issues and addresses them and others during any training engagement. Although no IT educational institution can guarantee career or application development success, HSG can get you closer to your goals at a far faster rate than self paced learning and, arguably, than the competition. Here are the reasons why we are so successful at teaching:

  • Learn from the experts.
    1. We have provided software development and other IT related training to many major corporations in New York since 2002.
    2. Our educators have years of consulting and training experience; moreover, we require each trainer to have cross-discipline expertise i.e. be Java and .NET experts so that you get a broad understanding of how industry wide experts work and think.
  • Discover tips and tricks about Microsoft Windows Server programming
  • Get your questions answered by easy to follow, organized Microsoft Windows Server experts
  • Get up to speed with vital Microsoft Windows Server programming tools
  • Save on travel expenses by learning right from your desk or home office. Enroll in an online instructor led class. Nearly all of our classes are offered in this way.
  • Prepare to hit the ground running for a new job or a new position
  • See the big picture and have the instructor fill in the gaps
  • We teach with sophisticated learning tools and provide excellent supporting course material
  • Books and course material are provided in advance
  • Get a book of your choice from the HSG Store as a gift from us when you register for a class
  • Gain a lot of practical skills in a short amount of time
  • We teach what we know…software
  • We care…
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Interesting Reads Take a class with us and receive a book of your choosing for 50% off MSRP.