C# Programming Training Classes in Redwood City, California

Learn C# Programming in Redwood City, California 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 C# Programming related training offerings in Redwood City, California: C# Programming Training

We offer private customized training for groups of 3 or more attendees.
Redwood-City  Upcoming Instructor Led Online and Public C# Programming Training Classes
20483: Programming in C# Training/Class 9 December, 2019 - 13 December, 2019 $2090
HSG Training Center
Redwood-City, California
Hartmann Software Group Training Registration
ASP.NET Core MVC Training/Class 16 December, 2019 - 17 December, 2019 $790
HSG Training Center
Redwood-City, California
Hartmann Software Group Training Registration
Object-Oriented Programming in C# Training/Class 16 March, 2020 - 20 March, 2020 $2090
HSG Training Center
Redwood-City, California
Hartmann Software Group Training Registration

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Gain insight and ideas from students with different perspectives and experiences.

Blog Entries publications that: entertain, make you think, offer insight

Applications are becoming more and more sophisticated as languages such as Python open the doors to the world of programming for people who have the creative vision but always felt actually writing code was beyond their grasp.

A large part of any programs success is based on how well it can react to the events which it has been programmed to understand and listen for.

A good example of an event would be when the user clicks a button on the applications window. What happens when that button is clicked?

Well, the first thing that happens is the operating system sends out a message to let any listening software know that the button was clicked. Next, your application needs to do something in response to that event.

Another blanket article about the pros and cons of Direct to Consumer (D2C) isn’t needed, I know. By now, we all know the rules for how this model enters a market: its disruption fights any given sector’s established sales model, a fuzzy compromise is temporarily met, and the lean innovator always wins out in the end.

That’s exactly how it played out in the music industry when Apple and record companies created a digital storefront in iTunes to usher music sales into the online era. What now appears to have been a stopgap compromise, iTunes was the standard model for 5-6 years until consumers realized there was no point in purchasing and owning digital media when internet speeds increased and they could listen to it for free through a music streaming service.  In 2013, streaming models are the new music consumption standard. Netflix is nearly parallel in the film and TV world, though they’ve done a better job keeping it all under one roof. Apple mastered retail sales so well that the majority of Apple products, when bought in-person, are bought at an Apple store. That’s even more impressive when you consider how few Apple stores there are in the U.S. (253) compared to big box electronics stores that sell Apple products like Best Buy (1,100) Yet while some industries have implemented a D2C approach to great success, others haven’t even dipped a toe in the D2C pool, most notably the auto industry.

What got me thinking about this topic is the recent flurry of attention Tesla Motors has received for its D2C model. It all came to a head at the beginning of July when a petition on whitehouse.gov to allow Tesla to sell directly to consumers in all 50 states reached the 100,000 signatures required for administration comment. As you might imagine, many powerful car dealership owners armed with lobbyists have made a big stink about Elon Musk, Tesla’s CEO and Product Architect, choosing to sidestep the traditional supply chain and instead opting to sell directly to their customers through their website. These dealership owners say that they’re against the idea because they want to protect consumers, but the real motive is that they want to defend their right to exist (and who wouldn’t?). They essentially have a monopoly at their position in the sales process, and they want to keep it that way. More frightening for the dealerships is the possibility that once Tesla starts selling directly to consumers, so will the big three automakers, and they fear that would be the end of the road for their business. Interestingly enough, the big three flirted with the idea of D2C in the early 90’s before they were met with fierce backlash from dealerships. I’m sure the dealership community has no interest in mounting a fight like that again. 

To say that the laws preventing Tesla from selling online are peripherally relevant would be a compliment. By and large, the laws the dealerships point to fall under the umbrella of “Franchise Laws” that were put in place at the dawn of car sales to protect franchisees against manufacturers opening their own stores and undercutting the franchise that had invested so much to sell the manufacturer’s cars.  There’s certainly a need for those laws to exist, because no owner of a dealership selling Jeeps wants Chrysler to open their own dealership next door and sell them for substantially less. However, because Tesla is independently owned and isn’t currently selling their cars through any third party dealership, this law doesn’t really apply to them. Until their cars are sold through independent dealerships, they’re incapable of undercutting anyone by implementing D2C structure.

Disruptive technologies such as hand-held devices, cloud computing and social media are rattling the foundations upon which traditional businesses are built. Enterprise customers have grown smarter at ensuring the latest technological trends work in their favor. Everyone is trying to zero in on their core competencies by employing commodity services to run their business.

Likewise, enterprise application vendors need to zero in on their core competencies and enhance more value to the businesses of their clientele by leveraging standards-based commodity services, such as IaaS and PaaS, provided by leaders in those segments (e.g. Amazon EC2, Google Cloud Platform etc.).

What else enterprises need to do is learn to adopt new and emerging technologies such as cloud, utility and social computing to build on them to penetrate new market avenues.

New small and medium-sized entrants into the market are constantly challenging enterprises given their ability to rapidly turnaround and address the requirements of the customers in a cost-effective manner. Additionally, these new advancements also affect how enterprises create, deploy, and manage solutions and applications. If you take the example of Force.com, for instance, you find that it’s a common war zone for enterprise application vendors to furnish SME markets with their applications, with the new entrants mostly having an edge.

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?

Tech Life in California

Largely influenced by several immigrant populations California has experienced several technological, entertainment and economic booms over the years. As for technology, Silicon Valley, in the southern part of San Francisco is an integral part of the world?s innovators, high-tech businesses and a myriad of techie start-ups. It also accounts for 1/3rd of all venture capital investments.
 I am always ready to learn although I do not always like being taught. Winston Churchill
other Learning Options
Software developers near Redwood City 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 California that offer opportunities for C# Programming developers
Company Name City Industry Secondary Industry
Mattel, Inc. El Segundo Retail Sporting Goods, Hobby, Book, and Music Stores
Spectrum Group International, Inc. Irvine Retail Retail Other
Chevron Corp San Ramon Energy and Utilities Gasoline and Oil Refineries
Jacobs Engineering Group, Inc. Pasadena Real Estate and Construction Construction and Remodeling
eBay Inc. San Jose Software and Internet E-commerce and Internet Businesses
Broadcom Corporation Irvine Computers and Electronics Semiconductor and Microchip Manufacturing
Franklin Templeton Investments San Mateo Financial Services Investment Banking and Venture Capital
Pacific Life Insurance Company Newport Beach Financial Services Insurance and Risk Management
Tutor Perini Corporation Sylmar Real Estate and Construction Construction and Remodeling
SYNNEX Corporation Fremont Software and Internet Data Analytics, Management and Storage
Core-Mark International Inc South San Francisco Manufacturing Food and Dairy Product Manufacturing and Packaging
Occidental Petroleum Corporation Los Angeles Manufacturing Chemicals and Petrochemicals
Yahoo!, Inc. Sunnyvale Software and Internet Software and Internet Other
Edison International Rosemead Energy and Utilities Gas and Electric Utilities
Ingram Micro, Inc. Santa Ana Computers and Electronics Consumer Electronics, Parts and Repair
Safeway, Inc. Pleasanton Retail Grocery and Specialty Food Stores
Gilead Sciences, Inc. San Mateo Healthcare, Pharmaceuticals and Biotech Pharmaceuticals
AECOM Technology Corporation Los Angeles Real Estate and Construction Architecture,Engineering and Design
Reliance Steel and Aluminum Los Angeles Manufacturing Metals Manufacturing
Live Nation, Inc. Beverly Hills Media and Entertainment Performing Arts
Advanced Micro Devices, Inc. Sunnyvale Computers and Electronics Semiconductor and Microchip Manufacturing
Pacific Gas and Electric Corp San Francisco Energy and Utilities Gas and Electric Utilities
Electronic Arts Inc. Redwood City Software and Internet Games and Gaming
Oracle Corporation Redwood City Software and Internet Software and Internet Other
Symantec Corporation Mountain View Software and Internet Data Analytics, Management and Storage
Dole Food Company, Inc. Thousand Oaks Manufacturing Food and Dairy Product Manufacturing and Packaging
CBRE Group, Inc. Los Angeles Real Estate and Construction Real Estate Investment and Development
First American Financial Corporation Santa Ana Financial Services Financial Services Other
The Gap, Inc. San Francisco Retail Clothing and Shoes Stores
Ross Stores, Inc. Pleasanton Retail Clothing and Shoes Stores
Qualcomm Incorporated San Diego Telecommunications Wireless and Mobile
Charles Schwab Corporation San Francisco Financial Services Securities Agents and Brokers
Sempra Energy San Diego Energy and Utilities Gas and Electric Utilities
Western Digital Corporation Irvine Computers and Electronics Consumer Electronics, Parts and Repair
Health Net, Inc. Woodland Hills Healthcare, Pharmaceuticals and Biotech Healthcare, Pharmaceuticals, and Biotech Other
Allergan, Inc. Irvine Healthcare, Pharmaceuticals and Biotech Biotechnology
The Walt Disney Company Burbank Media and Entertainment Motion Picture and Recording Producers
Hewlett-Packard Company Palo Alto Computers and Electronics Consumer Electronics, Parts and Repair
URS Corporation San Francisco Real Estate and Construction Architecture,Engineering and Design
Cisco Systems, Inc. San Jose Computers and Electronics Networking Equipment and Systems
Wells Fargo and Company San Francisco Financial Services Banks
Intel Corporation Santa Clara Computers and Electronics Semiconductor and Microchip Manufacturing
Applied Materials, Inc. Santa Clara Computers and Electronics Semiconductor and Microchip Manufacturing
Sanmina Corporation San Jose Computers and Electronics Semiconductor and Microchip Manufacturing
Agilent Technologies, Inc. Santa Clara Telecommunications Telecommunications Equipment and Accessories
Avery Dennison Corporation Pasadena Manufacturing Paper and Paper Products
The Clorox Company Oakland Manufacturing Chemicals and Petrochemicals
Apple Inc. Cupertino Computers and Electronics Consumer Electronics, Parts and Repair
Amgen Inc Thousand Oaks Healthcare, Pharmaceuticals and Biotech Biotechnology
McKesson Corporation San Francisco Healthcare, Pharmaceuticals and Biotech Pharmaceuticals
DIRECTV El Segundo Telecommunications Cable Television Providers
Visa, Inc. San Mateo Financial Services Credit Cards and Related Services
Google, Inc. Mountain View Software and Internet E-commerce and Internet Businesses

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 California 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 C# Programming programming
  • Get your questions answered by easy to follow, organized C# Programming experts
  • Get up to speed with vital C# Programming 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.