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();

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.

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

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http://geekswithblogs.net/ryanc/archive/2008/12/09/127769.aspx

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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.

Process Group:   Title   

Service Strategy: Financial Management for IT Services

Service Strategy: Service Portfolio Management

Service Strategy: Demand Management

Service Design: Service Level Management

Service Design: Capacity Management

Service Design: Availability Management

Service Design: IT Service Continuity Management

Service Design: Information Security Management

Service Design: Service Catalog Management

Service Design: Supplier Management

Service Transition: Knowledge Management

Service Transition: Change Management

Service Transition: Release & Deployment Management

Service Transition: IT Service Asset and Configuration Mgmt.

Service Transition: Service Validation & Testing

Service Operation: Request Fulfillment

Service Operation: Incident Management

Service Operation: Problem Management

Service Operation: Access Management

Service Operation: Event Management

Continual Service Improvement: Service Measurement

Continual Service Improvement: 7-Step Improvement Process

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The U2U CAML Query Builder provides a visual interface to building SharePoint CAML xml statements for the where clause.

http://www.u2u.net/res/Tools/CamlQueryBuilder.aspx

I’m interested in the shift away from the desktop and the dominance of Microsoft. Microsoft will continue to dominate the enterprise as they continue to focus on consulting services and pushing the MS stack.

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