Do not use Astute Finance…
I used them to reclaim PPI and I ended up having to do all the leg work myself. Waste of time.
10 emails to firstname.lastname@example.org went unanswered. They are a shambles of a company.
Do not use Astute Finance…
I used them to reclaim PPI and I ended up having to do all the leg work myself. Waste of time.
10 emails to email@example.com went unanswered. They are a shambles of a company.
I can’t argue with him. I think GNOME lost its way when it decided to move from its excellent 2.x release series to a barely usable GNOME 3.x line in 2009. Like many Linux users, I loved GNOME 2.x and hated GNOME 3.x. I’m far from the only one who disliked GNOME 3.x that strongly. Linus Torvalds, Linux’s father, would like to see GNOME forked and the current GNOME 3.x buried.
It’s not like this was hard to predict. When GNOME first announced that it was going to take a very different direction with GNOME 3, many GNOME supporters doubted this path’s wisdom. By October 2010, Mark Shuttleworth, founder of Canonical, Ubuntu‘s parent company decided to create another Linux desktop, Unity, instead of using the GNOME 3.x shell. While Ubuntu Unity has it critics, GNOME 3.x has lost many, indeed probably most, of its users.
By July 2012, of all the major Linux distributors only Fedora remains a steadfast GNOME 3.x supporter. There’s a reason for that: Otte states that GNOME is a Red Hat project.
“If you look at the Ohloh statistics again and ignore the 3 people working almost exclusively on Gstreamer [an open-source multimedia framework] and the 2 working on translations, you get 10 Red Hat employees and 5 others. (The 2nd page looks like 6 Red Hat employees versus 8 others with 6 translators/documenters.) This gives the GNOME project essentially a bus factor of 1.”
Bus factor? It’s engineering/developer slang for how many people would need to be hit by a bus before a project would be dead. The lower the number, the more likely it is that the project is too fragile and could easily die. In other words, if Red Hat ever decided that GNOME wasn’t worth investing in, the project would be dead in the water. You can see why Otte thinks this when he also observed that core developers are leaving and that GNOME is understaffed.
What’s more important though is that “GNOME has no goals. I first noticed this in 2005 when Jeff Waugh gave his 10×10 talk. Back then, the GNOME project had essentially achieved what it set out to do: a working Free desktop environment. Since then, nobody has managed to set new goals for the project. In fact, these days GNOME describes itself as a “community that makes great software”, which is as nondescript as you can get for software development.” He’s right. That’s not exactly inspiring.
Otte is also painfully aware that:
And, that even people inside the GNOME community feel like they’re not even being given a chance to say anything about GNOME changes, never mind being heard.
Still, as depressing as Otte’s take is, others point out that “GNOME is also about much more than the desktop environment software that constitutes the project’s hallmark product. The team creates an array of related applications, like the Evolution email client and Banshee media player, for which demand will likely remain constant even if more users move away from the GNOME shell interface. Don’t expect the project to sink into obsolescence anytime soon.”
In addition, several of the desktop interfaces that have been replacing pure GNOME, such as Ubuntu and Mint’s Cinnamon are based on GNOME. Meanwhile, at the annual GNOME developer meeting, GNOME developers Xan López and Juan José Sánchez still have big dreams for GNOME. They propose releasing GNOME 4.0 in March 2014 and have set a target of 20% market share for the desktop by 2020.
Sorry guys, that’s not going to happen.
While I wouldn’t call the GNOME programmer get-together, as Otte does, a “self-congratulating echo chamber,” I also can’t see GNOME in and of itself becoming important to the Linux desktop again. GNOME is going to stay important, but it’s no longer going to be leading the way on the Linux desktop. GNOME’s day as a leader is done.
Fedora 17 GNOME 3.4: Return to a useful Linux desktop (Review)
Microsoft last week released an updated monitoring pack for System Center 2012 running on Windows Server 2008 that provides reporting capabilities for Unix and Linux servers.
The pack, called “System Center Monitoring Pack for UNIX and Linux Operating Systems,” was originally released in May, but it was updated on July 24. The monitoring pack works with System Center 2012 running on Windows Server 2008 R2 and Windows Server 2008. It’s available at Microsoft’s download center page here.
IT pros can use the monitoring pack with System Center Operations Manager 2012 to check the “processes, resources, and server agents” of Unix and Linux servers, according to Microsoft’s description. It checks server health, availability and performance, plus it has reporting capabilities and views to enable “near real-time diagnosis and resolution of detected issues.”
The Unix and Linux servers that are supported by the monitoring pack include IBM’s AIX, HP-UX, Red Hat Enterprise Linux, Oracle’s Solaris and SUSE Linux Enterprise Server.
Microsoft’s Unix and Linux monitoring pack also supports the adding of the “Audit Collection Services for UNIX/Linux Management Packs,” according to Microsoft’s description. This management pack works with System Center Operations Manager. It can collect records based on audit policies set by IT pros, according to this TechNet library article.
It’s also possible to run Unix and Linux scripts via Operations Manager 2012. According to a Microsoft forum post, that capability was integrated into the final Operations Manager 2012 product. When Microsoft released Operations Manager 2012 in November, it described the Unix and Linux scripting capabilities as happening through Microsoft’s PowerShell scripting environment.
The System Center Monitoring Pack for UNIX and Linux Operating Systems isn’t yet supported on Windows Server 2012, which is currently at the “release candidate” test stage. Even the currently released System Center 2012 product isn’t yet supported on Windows Server 2012, except via a service pack that’s at the testing stage. The two products — System Center 2012 and Windows Server 2012 — will work together when Microsoft releases Service Pack 1 of System Center 2012.
Microsoft released its second community test preview of System Center 2012 SP1 in June and is planning a beta release for sometime in the second half of this year.
Windows Server 2012 is expected to be available as a final product in September.
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Unix System Administrator / System Engineer online hosting environment Redhat centOS unix stack / Ubuntu / Unix / Linux (Redhat) / Oracle / MySQL / Open source: Small innovative UNIX/LINUX team wi
Unix System Administrator / System Engineer – online hosting environment – Redhat centOS unix stack / Ubuntu / Unix / Linux (Redhat) / Oracle / MySQL / Open source: Small innovative UNIX/LINUX team within a well thought of blue chip organisation – is seeking a Unix Systems Admin/Engineer with excellent interpersonal skills to support a fast paced development studio and work in a varied project and BAU focussed role within their Unix based online hosting environment. Candidates will have experience system administrating Unix (Redhat centOS unix stack is the main essential skill) with trouble shooting skills, ideally capability in shell scripting along with performance monitoring and tuning. VMWare is quite a big focus at the moment so skills here are highly beneficial. Working on servers which need to be available 24/7 and ensuring quality and continuity for esoteric and complex applications on bespoke platforms Keywords: SSH, TCP/IP, UDP, HTTP, Troubleshooting (sar, tcpdump, nmap), Oracle, MySQL, Linux (redhat)
Working for an employer who takes pride in caring for their employees, providing a positive and progressive working environment and structured career progression. Working within a team with a good team ethic who value people who are innovative and capable of picking things up quickly and people who have ideas. If you value a team ethos which is supportive and challenging and a dynamic and enthusiastic working environment then you will be at home here.
Think this could be the role for you and would like to find out more? If you have a solid experience in Unix Systems in an administration or engineering role then I urge you to submit your CV through the portal of directly to me at Duncan.firstname.lastname@example.org. The JM Group is acting as an employment agency with relation to this vacancy.
Dell is expanding the range of laptops with Linux, with its new Precision mobile workstations being offered with Red Hat Enterprise Linux 6 OS as an option.
The company announced two models, the Precision M4700, which has a 15.6-inch screen, and the Precision M6700, which has a 17.3-inch screen. Dell will offer Windows 7, but is also offering Red Hat Enterprise Linux 6 for specific regions. Dell did not provide information on the countries in which RHEL would be available.
The company over the last few years had scaled down its Linux offerings on laptops, saying the OS is targeted at specialist users. But Linux is staging a comeback on Dell’s laptop, with the company planning to offer the XPS 13 thin-and-light laptop with Ubuntu 12.04, code-named Precise Pangolin, later this year. Dell is also pushing Linux to companies moving away from legacy Unix servers to industry standard servers.
The new Precision laptops run on Intel’s latest third-generation Core i5 and i7 processors code-named Ivy Bridge. With powerful processing capabilities, multiple storage slots, and memory support for up to 32GB, the laptops are for users looking to run demanding graphics and scientific applications.
Dell claims the Precision M6700 is the industry’s “lightest 17-inch mobile workstation.” With a nine-cell battery, the laptop weighs 3.52 kilograms and is priced starting at US$2189.
A special M6700 edition called Covet will be available with an optional 3D screen and glasses from graphics company Nvidia, which could be useful for programs such as CAD/CAM. The price for the laptop starts at $3,579.
The M4700 weighs roughly 2.78 kilograms with a six-cell battery and is priced starting at $1649.
The laptops have optional Nvidia Quadro or Advanced Micro Devices’ FirePro graphics card to boost imaging or scientific applications. The laptops can show images at a high-definition 1920 by 1080-pixel resolution, or buyers can choose lower-resolution screens. Through VGA, HDMI (high-definition multimedia interface) and DisplayPort video ports, the laptops provide multiple monitor connection options.
The laptops offers three storage slots where users can combine a 512GB solid-state drive, a 256GB SSD and a 750GB hard drive. Standard laptops today come with 256GB SSDs, but newer high-performance laptops are being offered with 512GB SSDs, such as Apple’s latest 15.4-inch MacBook Pro with Retina display.
The Precisions have USB 3.0 ports and USB 2.0/eSATA ports, and the laptops can be remotely managed and secured by system administrators through on-chip VPro management technology. The laptops can withstand high temperatures, altitude and shock, according to Dell.
Agam Shah covers PCs, tablets, servers, chips and semiconductors for IDG News Service. Follow Agam on Twitter at @agamsh. Agam’s e-mail address is email@example.com
Instead of leading 30,000 employees at a beleaguered Sun Microsystems, Jonathan Schwartz is now leading just a dozen at his new startup, CareZone
But Schwartz remains the same. True to the provocateur culture that helped keep Sun in the headlines despite a relatively small advertising budget, Schwartz clearly relishes holding forth about the trends that will separate the computing industry’s winners and losers.
Among some opinions Schwartz shared in a recent interview: that Macs will once again seriously compete with Windows for PC market share, that Oracle lost a chance to innovate rather than just litigate in the mobile software market, and that the fortunes of Linux and Amazon underscore his two biggest regrets at Sun.
Sun acquired Schwartz’s earlier startup, Lighthouse Design, in 1996. He rose through Sun’s ranks, leading the server maker’s acquisitions, its ill-fated partnership with Enron, its software group, and eventually the entire company. After a decade failing to recover its dot-com glory, he sold Sun to Oracle in 2010 then went quiet after stepping down with a good-bye haiku.
Oracle saw Sun’s Java software differently than Schwartz. Java combines a programming language, programming tools, and accompanying software into a foundation that lets Java programs run across many devices, and Sun had led an alliance of companies that successfully spread it across Internet servers and mobile phones.
Google almost became a Java ally when it needed something to help its
Android mobile operating system span many devices. Instead, Google plucked what it liked from Java but left behind the brand name and its promise of app compatibility. Schwartz wasn’t happy but let the issue lie. After acquiring Sun, though, Oracle sued Google for copyright and patent infringement. When Oracle’s lawsuit flopped, Schwartz looked more like a prophet than a pushover.
The fast-talking ponytailed capitalist do-gooder from San Francisco now is promoting CareZone, a socially networked information-sharing utility — a subscription service Schwartz hopes will “help you connect with your loved ones, your siblings, your spouse, to get organized and stay connected with the stuff that matters.” He chatted with CNET News’ Stephen Shankland in a restaurant not far from the San Francisco home where of his dozen employees now work, and here’s an edited transcript of the conversation.
With CareZone, why not just use Google Docs or some other service and share it with your babysitter, your nurse, your hospice program?
Schwartz: People keep information in Dropbox, they keep it in Evernote, in Google Docs, in Microsoft Excel, they keep it in e-mail. The point is they keep it all over the place. What we do is provide you with a purpose-built environment oriented for this. If you want to keep a journal, a set of private notes or public notes, documents, medicines, contacts, and have them securely shared in an ad-free environment that’s totally private and walled off, that’s what we provide.
Ad-free and walled off? So do you think you’ll be more impervious to some of the unpleasant side effects of running an online business, like advertising?
Schwartz: Inevitably if you’re in the world of social media, you have this conundrum to deal with, which is that privacy is anti-revenue. The more private Facebook is, the lower their revenue it gets, because Facebook gets money by selling access to you to advertisers. That’s neither good nor bad, but it’s a different model than I want to pursue with my parents or with my children. I want that to be in a private place where I control who’s got access.
When you started CareZone, it’s a very different environment from when you started Lighthouse Design or when you were at Sun. How much easier is it today to do a startup than five, ten, or fifteen years ago because of Amazon Web Services and SalesForce.com and things like that?
Schwartz: Immeasurably easier. Our single largest expense second to payroll is visiting the Apple store. I can’t think of any other line item that even comes close. We use all the latest and greatest available services from all the best vendors you can think of. We don’t have to pay for and take delivery of a data center, because we can buy all the services off the Web.
What’s the difference running a business when you’re pitching products to consumers instead of big businesses?
Schwartz: A third of our business [at Sun] was financial services. The biggest difference is at CareZone I have perfect data. I have really smart people who build very measurable things. Every morning I wake up and I get my automated feed that happened yesterday. Every interaction, every registration, every invite. At Sun, it would be great if every 90 days I got the same amount of information. There’s so little data compared to what I have. The infrastructure at CareZone is built on the assumption that we’ll be measuring it all the time. When we make decisions — does this work or that work — I get feedback. I can tell within 48 hours whether it actually worked.
One thing you did at Sun was the [Solaris] “release train,” with quarterly updates and a subscription model. Are we moving to a world where software is continuously updated and nobody ever knows what version they’re running? Where does that work and where does that not work?
Schwartz: For me, there’s really a very fine line between media companies and technology companies. A technology company that’s defined by the last product they built, that has to rely upon that for all future revenue, is like a newspaper company that has published a bunch of stories and now hopes they can sell them for the next 12 months. It just doesn’t happen. Every day there’s new competition, there are new opportunities. For the consumer Web, I don’t think that model can work.
The model that does work is inevitably going to be a blend of just go update the Web page [and] we’ll give you a runtime that’ll go on your
iPhone via the App Store or your Mac or your new
tablet, and we’ll keep it up to date for you. You’ll have the ability to run off the grid so if you’re in the subway tunnel or at your grandmother who doesn’t have Internet connectivity, you can still get access to CareZone.
I think that will work for the vast majority of consumer applications. Are you going to update the software on your [Airbus] A380 all the time, every day? I sincerely doubt it. They have very different standard of quality. In a consumer world, they just want to know that it’s good enough. They want to know that some things are flawless — security and privacy being the two most important to us. But we’re not running Bank of America. That’s what Sun and Oracle are all about. They have to worry about the 911 network never being down.
You were one of the prominent people involved in the Google-Oracle lawsuit [called by Google to testify]. For now, that case largely fell in Google’s favor.
Schwartz: I’m not going to opine on who was right and who was wrong. It wouldn’t have mattered who called me to testify, my testimony would have been the same. All I knew is [at Sun] we wanted everyone to pick up Java out of self-interest. If they did, we would have a greater shot at making money in other related places.
You can’t stand on both sides of the open-source dividing line. You can’t say, “I want everyone to go pick up my software and use it around the world — except for the people who are going to make money. I want them to come pay me first.” I thought the judge was very clever. Good thing he was also a programmer so he could go and implement RangeCheck [a function in Java that’s also used in Android that was a source of contention in the case]. I thought the outcome was fair and right.
Is Java is stronger or weaker as a result of Google and Android? [Android uses many Java functions and the general Java approach.]
Schwartz: That’s not my world anymore. I would like to see Oracle invest more in Java. I would like to see them doing more with Java running on handsets. I think there was a great opportunity for Oracle to get out there and lead the market.
There’s no doubt at all that given the success of Java, the pervasive adoption around the world coupled with one of the most successful companies on Earth, that they could have delivered amazingly. It was their choice not to. To disinvest in all the work we did at Sun — what’s going on with Java ME [Micro Edition, for phones and other smaller devices], JavaFX [a variant of Java designed to ease compatibility problems] — there’s a whole bunch of stuff that’s ripe to bring to the marketplace. Sure, you can say it won’t work, but it still was a valuable business.
It was a choice. I’m not going to cast aspersions on Oracle. They have to decide what’s best for their shareholders. They spent an awful lot of time and energy litigating. If they’d spent that energy building a great handset or a great developer platform for mobile devices, there could have been a different outcome.
It’s what you faced at Sun when Google went its own way without taking a Java license: litigate or innovate.
Schwartz: It’s exactly that. But you have to remember that just because you don’t want something to happen doesn’t mean it’s not going to happen. One day somebody will write an interesting analysis of the last 10 years of that company’s life, but the single biggest threat at Sun was its single biggest opportunity. Linus [Torvalds, founder and leader of Linux, which competes with Sun’s Solaris version of Unix] wanted access to the Solaris source code. At the time, management said no, and it created its own [the OpenSolaris project]. Imagine what would have happened if Sun had said, “We’re going to make the code available under this license. Now let a thousand flowers bloom.” [Linux seller] Red Hat is now worth more than Sun was.
When you were launching CareZone, did you consider whether the patent system favors the incumbents who have big portfolios? Did you go out and look at who had patents on something that might bear what CareZone is doing?
Because of willful infringement? [A court finding that patent infringement was willful — in other words done knowingly — means that the infringer must pay triple the monetary damages than if infringement wasn’t willful.]
Schwartz: Absolutely. I don’t think the patent system favors incumbents. I think the patent system favors non-operating entities [also known as non-practicing entities, or NPEs, which buy patents and license them, sometimes under legal pressure, but which don’t have a technology business that might give another company a patent infringement counterclaim]. That’s what’s really scary, because now you’ve got somebody who’s got nothing to lose. Nathan Myhrvold [former Microsoft chief technology officer and co-founder of patent licensing firm Intellectual Ventures] is a very, very, very smart man. He may be the wealthiest man on Earth when all is said and done. Congratulations on arbitraging the patent system.
Do you think with Google and some of the recent decisions in the Apple patent lawsuits that some of the wind will go out of the sails of patent litigation? There’s been a lot of litigation, and it doesn’t seem to have really moved the needle.
Schwartz: If you look at the server market, there’s one dominant patent holder who wields it like a cudgel.
International Business Machines?
Schwartz: IBM. When they could, they’d bop you on the head and say you’re stepping all over our patents, you need to send us a bunch of money. Reams and reams of companies did it. Then IBM ran up against a wall, because the next big set of people they could sue would be their customers. So basically they quiesced that activity. The places that did not quiesce that activity were the carriers and the mobile handset manufacturers. The carriers were vicious and voracious, as were the standards bodies. It was never really a factor in enterprise IT. I mean, it was in the IBM days, but their core business wasn’t suing people. For a lot of guys in the mobile handset business, that was just standard operating procedure.
How successful do I think they’ll be? Not particularly very successful. I think they will create lots of heat and not a lot of light, and I don’t think it’ll be a line item on anybody’s income statement. But it’s a chip to play. It’s your ante. You’ve got to get out there and sue the crap out of everybody else out there.
We have a policy [at CareZone]. You will never read a patent. Never. Only your own.
If my memory serves me, your name is on a patent [application] for charging per-person, per-year subscription payments for software. Are you going to go after Google now that they charge $50 per person per year for Google Apps? That could be a nice revenue stream for you.
Schwartz: We revoked that patent. I don’t think it passed the red-face test. Patent litigation is not how I want to make a living. It’s not the legacy I want to pass on to my children.
When you buy Microsoft Office, you buy a perpetual license. What do you think about people who still sell a perpetual license?
Schwartz: I think there a couple reasons that gets harder and harder. One of them is pricing. When you’re a CIO, you want to get down to how much is supporting going to cost? If the vendor has done the work for you, they’re more likely to get your business. But if [the vendor offers] some big mushy thing plus x percent plus y percent — how do you know? Companies like SalesForce and Google say, “Here’s the price. Add it up.” It makes it a lot easier to make a decision, as opposed to having to meet with the sales director, go golfing, and hang out on somebody’s yacht.
Adobe has just begun making this transition with its Creative Suite, charging $50 per month if you sign up for a year to the Creative Cloud subscription.
Schwartz: They’re a really really smart company, and they are unique in that although they have a tremendous enterprise revenue stream, they tend to sell to the users — the designers, at least on the creative side.
[Price] transparency is your friend. If you’re competitive, you want everybody to know how competitive you are. It’s only when you have something to hide that you want to hang out in the background and try to avoid letting people know what your product prices are.
At Sun, you were into utility [pay-as-you-go pricing for server capacity with the Sun Grid]. Why did that happen at Amazon, with Amazon Web Services, and not at Sun?
Schwartz: There are probably two things I regret. One is I didn’t GPL ZFS [in other words, release Solaris’ Zettabyte File System under the GNU General Public License, the prominent free and open-source software license that governs the Linux kernel. Sun chose its own incompatible license instead so ZFS couldn’t be incorporated into Linux.]
So it wasn’t in Linux, where it would be relevant, but instead walled off in a little Solaris domain where it was in a little niche?
Schwartz: Yes. That’s one. The other is some of the choices I made when we started delivering that product per CPU-hour. We made a classic mistake. I made the mistake. We went after some of the largest customers in the world. Amazon went after the smallest customers in the world.
Schwartz: Right. And developers. Now they are the global leader. I’m not even sure who’s second, because I’m not sure it matters. You have IBM and HP and a whole bunch of other companies saying, “Ooh, wow, let’s hang out with Morgan Stanley and sell them a computing cloud.” Wrong answer. Now you have nine months of a procurement process, three months with the security department, four months with the IT group that’s in charge of making the decision — and Amazon just got another 200,000 customers.
We had that instinct in every other part of our business. We didn’t in this, and it was a mistake. It was a big mistake.
What phone do you have, and what computer do you have?
Schwartz: I have an iPhone 4S because there is no iPhone 5. I have a MacBook Air. I work in a company that’s 100 percent MacBook.
Why is that?
Schwartz: Because they enable people to get their jobs done. It’s just easier to get work done. I want to spend time communicating with people, creating content, interacting with customers. I don’t want spend it futzing around with some obscure bug in some other operating system or dealing with some special new antivirus protection that that company’s trying to shove down my throat.
That’s definitely an inspiration for most companies these days. You want to be an invisible utility.
Do you think the PC market share will open up again. Will it be like the 1980s again when Apple and Macs had a chance against Microsoft?
Schwartz: There’s no question in my mind that market will heat up all over again… If you go to an employee and say, “You’ve got two choices. I’ll give you an iPad or I’ll give you that last-generation x86 box,” they’ll take an iPad. The price of an iPad is $400 or $500, and the price of IT and connectivity is plummeting. I have always said enterprises have to follow their employees. Why did PCs end up in the enterprise? Because employees wanted to take their work home or wanted to bring things from home into work, and you couldn’t do that with your 3270 terminal [a “dumb terminal” connected to a central server]. It’s all well and good if you control your employee domain, but the moment you start opening up your services to consumers, you don’t control the domain anymore, which means you have to prioritize dealing with heterogeneity.
You positioned the choice as between an x86 machine and an iPad, not between an x86 machine and a MacBook.
Schwartz: I think they’re related, because they’ll all be the same user experience. It already is going in that direction. I think the discussion over chip architecture is inconsequential, because no customer I know wants to say, “Oh, look at the new iChip in my device.” They don’t care. They care about the user experience.
So Intel Inside [Intel’s marketing campaign to promote computers using its processors] was a blip?
Schwartz: I think it was a blip.
From a day when consumers cared about what microprocessors were inside their computers.
Schwartz: I’m not sure they ever really cared. ARM [an Intel rival strong in mobile computing] is probably proof in the pudding. What [consumers] cared about was getting their work done. Intel happened to have a near-monopoly on most of those devices, so if they stuck the brand on the side, that was very clever follow-on marketing.
End-user experiences are the singular thing that matter. End-user experiences happen to be powered by microprocessors, but end-user experiences are the thing that’s going to blow up the PC market — if it hasn’t already been blown up.
The question for some of the big PC vendors is, I see some of their ads in the paper advertising their new thin this or that. But what’s the compelling user experience?
What’s it do for me?
Schwartz: They don’t have an answer for that.
They haven’t had to do that marketing. They haven’t had to carry that water for years and years. That’s what Microsoft did.
Schwartz: And they didn’t have the gross margins either. Now they’re caught between a rock and a hard place. Microsoft is increasingly going to get into the hardware space. So where do [PC makers] have the expertise or the gross margins to develop the expertise?
The CUPS developers have released version 1.6.0 of the print server for Unix systems. The update, which arrives one year after the release of the last stable version, adds support for automatic printer sharing and discovery with Bonjour, adds colour management support, and deprecates several printer options.
After being held up by legal concerns for a while, the developers have now integrated support for Bonjour (using Avahi) into CUPS. Several Linux distributions have shipped versions of CUPS with this support patched in, but with the release of CUPS 1.6 these capabilities will be available natively. The developers have also added support for colour management and ICC profiles in the print server on systems with colord and D-Bus.
Other new features in this release include support for password authentication and the ability to set a default username for the server. The printing filters have been removed from the project and are now included in a separate cups-filters project which is being hosted by the Linux Foundation. The developers have also announced that several printer options have been deprecated entirely.
More details of the changes and features in the release are available in the documentation hosted on the project’s web site. The source code for CUPS 1.6 is also available for download and is published under the GPLv2, with exceptions for Apple operating systems and the OpenSSL toolkit.
HAWTHORNE, N.Y.–(BUSINESS WIRE)–
Inc. today announced that organizations are increasingly
leveraging its RDP solution, HOBLink JWT, for flexible
access to a Remote Desktop Server (formerly Windows Terminal Server),
VDI or desktop systems. Moreover, well-known software manufacturers have
integrated HOBLink JWT into their own solutions, citing the solution’s
ease-of-use and best-of-class functionality. HOBLink JWT is a Java-based
Remote Desktop Protocol (RDP) client which provides platform-independent
remote access to applications. From an IT management perspective,
HOBLink JWT allows users to conveniently and securely access centralized
applications and data from any client independent of its operating
system (Apple Mac OS X, UNIX/Linux, Microsoft, etc.).
Companies today are increasingly facing internal as well as external
challenges. Only organizations that design work processes effectively
and protect company knowledge will be able to preserve and again
competitive advantages. As a result, more and more companies have
addressed current IT trends such as cloud computing or mobile
workplaces. In order to fully realize these concepts, a central storage
of company data and applications is critical. Additionally, secure and
flexible access to data must be guaranteed at all times. To this end,
HOB provides an ideal solution with HOBLink JWT, an innovative
RDP client for flexible access to a Remote Desktop Server.
Advantages of HOBLink JWT
For the mobile workforce, who desires to work flexible at the company,
during business trips or directly during client visits, HOBLink JWT is
an ideal solution to remotely access Remote Desktop Server, VDI, or
desktop systems via RDP. Optionally, users can access Macs or graphical
Linux/Unix interfaces. Even if a desktop PC is turned off, users may
power it on remotely – this is possible with the integrated
“Wake-on-LAN” module which saves energy costs and supports green IT.
Since HOBLink JWT can be easily integrated into existing IT
infrastructures, previous investments are protected. Moreover, HOBLink
JWT is compatible with third-party environments such as thin clients,
appliances and cloud portals. Additionally, centrally storing company
data and applications increases data security, ensures a higher level of
control and eases administration. Company resources are always protected
by the use of modern authentication mechanisms as well as encryption
“Since the advent of the Windows Terminal Server (now called Remote
Desktop Server), users have enjoyed the benefits of accessing
applications residing on a central server,” explained Klaus
Brandstätter, CEO of HOB, Inc. “Our HOBLink JWT is an innovative RDP
solution that goes one step further by offering central installation and
administration through Java technology.”
About HOB, Inc.
HOB, Inc. is a fully owned subsidiary of the software development and
network service provider, HOB GmbH Co. KG, which is headquartered in
Cadolzburg, Germany. HOB GmbH Co. KG is a mid-sized German software
enterprise that develops and markets innovative and multiply rewarded
remote access solutions worldwide. One-third of the largest financial
services providers are currently using HOB software. For more
information, visit: www.hobsoft.com
and on Twitter at www.twitter.com/HOBsoft.