Tagged Microsoft

Print jobs sent from wrong user on Vista or Server 2008 computer

At the university I work for, we recently adopted a system called Print Manager Plus to do print accounting for our new, pay-for printing system. A couple of days into production, users started to complain that print jobs were being deducted out of their accounts even though they hadn’t printed them. Since Print Manager Plus runs on our central print server, it simply accounts for each job based on the username sent by the client computer that is printing. I called the folks that make Print Manager Plus, and they mentioned that they had seen similar problems with other Windows Vista clients / Windows Server 2008 server implementations.

The issue, as it turns out, is very much known to Microsoft, and is addressed in KB Article 958741. Basically, the print spooler has a problem releasing a user when he or she logs out of the machine but does not restart it. As a result, subsequent print jobs appear to come from the previously logged-in user, who then “owns” those jobs. Even the KB article addresses the significant security risks this poses in the preamble:

This problem also causes some security-related issues. Because the permission settings for a print job are based on the permission settings of its owner, the first user can manage the print jobs of later users even though the first user did not send these print jobs. Additionally, later users who send print jobs may be unable to manage their own print jobs.

The fix provided on the website is to email Microsoft for a patch, which comes in the form of an time-sensitive, encrypted ZIP file that expands into an .MSU update. A rather secretive and tightly controlled way to distribute something that is in fact a relatively critical update, in my opinion. Of course, Microsoft wants to collect data on how many people find out about and solve this problem now through a single channel of distribution, so that it can figure out how important the problem really is in terms of end-user perception. Supposedly, the fix will be part of Service Pack 2 for Vista and Server 2008. I hope that it is released sooner as a legitimate Windows Update, openly available for all, not just those who navigate the maze that Microsoft has laid out currently.

Hail to the 404!: King James loses his domain (name)

According to a variety of news sources including ESPN.com, Microsoft and NBA star LeBron James have terminated their advertising agreement, which apparently included the maintenance and hosting of lebronjames.com. As soon as the agreement ended, Microsoft pulled the plug on the site, leaving the star without his main web presence. A bit awkwardly timed for a guy who is reportedly trying to make himself into a “global icon” and is entertaining rumors about trades to big-market cities in 2010…

Here’s a hint to the wannabe stars of tomorrow: buy your domain name now for $7 a year and hold on to it until you’re famous and someone will build you a site. It’s good insurance. Just ask LeBron.

Microsoft calls out the anti-trust dogs on Google

GavelIn a move that could be called ‘not not hypocritical,’ Microsoft has stated that Google’s recent acquisition of DoubleClick opens the door to monopoly in the web-based click-thru advertising industry. Microsoft alleges that Google’s purchase would hurt competition, an interesting standpoint for a company that itself tried to purchase DoubleClick.

No doubt, had Yahoo! or Microsoft been the successful high bidder, we’d be hearing nothing about this. In fact, if DoubleClick was such a prize, why didn’t companies like Yahoo! outbid Google to ensure that they’d have that tasty slice of the internet marketing pie? It seems slightly fishy that something so valuable, which was so recently on the open market, could have been so easily taken from under a company like Microsoft’s nose. Perhaps patching Vista has sucked away all of Microsoft’s operating capital?

google buys doubleclick, google, yahoo, microsoft, microsoft antitrust, anti-trust

Managing college helpdesks: A new approach

The very nature of the college helpdesk poses some intersting problems and dichotomies in terms of employee demographics and support structure. More often than not, colleges and universities have chosen to employ student workers in their helpdesks, providing currently enrolled students with an opportunity to gain valuable work experience in a customer service-heavy environment and to earn some spending money or work study credit. At the same time, the school benefits from the relatively low cost of paying students as compared with professional IT staff members.

The system, on one hand, appears to be a highly desirable one that benefits all, yet there are certain pitfalls, as with any management position, that can easily undermine the quality and consistency of the helpdesk’s customer service and support. Most of these have to do with the unique challenge of motivating and encouraging students (who often work short shifts and believe they are underpaid), to remain attentive to their tasks and provide a high level of support. Having worked for four years in a helpdesk, under a total of 9 different supervisors, I feel I gained some valuable experience and tips I thought might be helpful to pass along to others who may find themselves in charge of just such a group of student workers.

  • Set clear expectations of customer support
    Many of the students whose initial qualifications seemingly make them ideal for a job at a helpdesk lack a full understanding of the demanding nature of customer service. These students are often the most technically gifted at the school, and may be downright wizards with a mouse, but experience teaches the helpdesk manager that IT support is a ‘customer service’ job just as much (if not more) as it is a ‘technical support’ job. Often, students may be shy or easily intimidated when dealing with high-powered staff members or college faculty, especially when these callers become irate or demanding. Equally often, they may take a ‘holier-than-thou’ approach to callers, talking down to them and becoming frustrated at their lack of technical expertise.

    As a helpdesk manager, it should be of paramount priority to establish clear guidelines of customer service. Some simple things include: always giving your name and stating that you are part of the helpdesk when answering calls; asking, rather than telling, customers to hold, then acknowledging and thanking them for their patience once you get back on the line; remaining calm and patient with callers, whether they fail to understand simple instructions given them over the phone, or even if they become angry. These simple expectations should, as mentioned, be clearly stated in writing in some form of employee handbook (this need not be a weighty tome–just a 2-page handout can do wonders). However, as is the nature of the helpdesk, these expectations should be accompanied by an expectation that the students can have of their supervisor(s):

  • Offer a tiered support structure that ends with you
    If you expect of your students that they remain calm and friendly with any and all callers, you should also offer them an escape clause, in acknowledgment of the fact that many of them (correctly) feel it is not their place to ‘put their foot down’ or assert that a request is unreasonable to a distinguished faculty member. If your students are maintaining a friendly and professional attitude, you should be prepared to say ‘no’ to a few people that demand the unreasonable. This is completely fair to your students, by allowing them to escalate calls when they can no longer be effective in handling them, and by giving you (the manager) complete freedom to continue to demand consistently polite and friendly customer service from your students.

    As an extension, the nature of the helpdesk means that many faculty, staff members, and students will either complement or complain about the helpdesk’s service in the course of a given semester. As a supervisor, you must remember that your student workers often get yelled at unnecessarily, or accused of being rude when they are not. It is therefore imperative to ask the student what happened in the event of a complaint, before reprimanding him or her if necessary, and equally as important to pass along any compliments or commendations sent in to you as a supervisor to your employees. A letter of praise from a high-level administrator can function as a ‘pseudo-cash’ bonus that a supervisor with a highly limited and rigidly controlled budget can still pay out to deserving employees.

  • Be flexible, but firm
    While this may seem to be somewhat of an oxymoron, it is in fact be the very key to successfully running a happy and responsive helpdesk. Students (and many people of college age) are used to multitasking in a high-tech environment constantly beset my multiple distractions. Their behavior may, at times, seem to indicate poor workmanship, but it is important to understand, as a supervisor, which distractions take away from customer service quality, and which allow students to enjoy perceived freedoms and a high level of job satisfaction, while still providing top-notch service.

    Let us take the example of Bill, a student who insists on wearing his iPod during his shift, and listens to music in between calls. Using antiquated methods of determining Bill’s job performance, a supervisor might jump to the conclusion that Bill’s listening to music directly takes away from his ability to serve customers, and might order him to stop using it. However, a closer examination might reveal the complete opposite. Bill works at the phone desk, and takes only phone calls. Therefore, his visual appearance (headphones dangling around neck while on the phone) will not offend the sensibilities of the older faculty and others who stand on ceremony while he helps them. Additionally, Bill’s telephone has a large red light on it that blinks when a call comes in. While observing Bill over the course of a couple of hours, a supervisor might be pleasantly surprised to find that, while Bill did spend approximately half of his shift listening to music, he was quick to respond to calls, and spent a significant amount of time with each caller to insure that they were satisfied, while maintaining a polite tone throughout.

    By punishing or limiting Bill for his perceived violation of decorum, a supervisor will more than likely damage, rather than improve, the quality of service within his or her helpdesk. After all, Bill is only making $7.50 an hour for his labor, knows his stuff in terms of computers, and understands that the customer comes first. But that’s no reason not to let the iPod come second, and when Bill is told he can no longer use it, he begins to resent his supervisor, the quality of his customer service begins to slip, and he completes the transition to being another jaded helpdesk burnout, bitter about his low pay and reticent to be patient with or respectful towards callers.

    Let us now take a second example: Jane has homework for a class that meets MWF from 1-2. She takes a helpdesk shift at the phones from 11-1 MWF. The supervisor has made clear to the employees that homework may be done at the helpdesk, but only if (like any other activity) it does not interfere with answering phones. One day, the supervisor notices that Jane is being short with callers, providing only half-solutions or temporary workarounds, and repeatedly ending calls quickly. When questioned, Jane admits that she has a paper due in an hour, and has been struggling to finish it. She says she didn’t expect the high volume of calls that had come in that day, and had thought she would have a chance to finish her work.

    In this case, the supervisor might feel sympathy towards Jane, or feel that she should be cut some slack. After all, she is a student first, and her education is obviously (and should be) her top priority. However, this approach amounts to nothing more than favoritism which ignores the underlying job performance of the employee. While Bill’s choice of diversion may seem unproductive and silly, he is actually doing a better job at the desk, while compartmentalizing his responsibilities to separate his helpdesk duties from his homework. In the end, while it may seem counter-intuitive, it is Jane who should be warned about her behavior, not Bill.

Much of IT work these days consists of ‘working to the job.’ In other words, if it’s busy, you might run around for 11 straight hours, but if its dead, you might have 6 hours of surfing the ‘net in store for you. It is unfair to think that students (many of them IT or computer science majors) should be asked not to do the same. Admittedly, they are expected to maintain a certain set of hours, and must be there, regardless of whether it is busy or not. However, while they are on duty, they should be held to a standard of how well they are providing support, not whether or not they appear outwardly distraction-free.

By expecting a lot out of your student employees, you will instill in them a feeling of pride in their work. If you praise them for spending the time with a particularly confused caller to get their computer working again, you should feel no hesitation in telling them when their work does not meet expectations. Assuming that, as students, they are not capable of doing better is deleterious to the helpdesk workers, the callers, and ultimately, the supervisor as well.

Since IT helpdesks in colleges and universities cannot offer their student employees the big carrot of high pay (which seems to be the main strategy for keeping on skilled employees in the professional world), managers must become in-tune with their employees in order to keep morale high, and the quality of service consistently superlative. At times, this means making concessions that appear to be significant, but in fact are merely cosmetic, and at times it means putting one’s foot down and firing a repeatedly rude or unresponsive employee, even if he or she has all the technical experience in the world. It is not an easy balance, but if achieved, it can result in a smoothly-running helpdesk that becomes that pride and joy of any university’s IT department.

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Institute for Advanced Personhood

The Institute for Advanced Personhood: Microsoft’s new Vista campaign

The new Microsoft Vista ad campaign is out, and it’s…..weird. The story involves Demetri Martin, a comic, who shot a Comedy Central special, which ran last night (and two weeks ago), and was entirely underwritten by Microsoft. The company used their ad space to run a series of shorts about the IAP, or Institute for Advanced Personhood, a mythical and somewhat silly organization dedicated to eliminating clutter from people’s lives. Vista itself is never mentioned, although it’s used to give some presentations and is constantly displayed on all computer screens within the ‘Institute.’

Visiting the IAP’s website, at theiap.org, lets you view additional footage, including the story of Martin’s visit to the IAP, and his subsequent treatment, etc. The whole thing is a viewing experience that could waste up to an hour of your time, and is actually quite funny (as was Martin’s special on Comedy Central last night). Furthermore, this is evidence of what promises to be a truly massive advertising campaign by Microsoft to get the word out about Vista through unconventional means. After watching a series of annoying Mac commercials featuring a snooty preppy making snide off-hand comments about PCs running Windows, it’s nice to see the corporate giant flexing its financial muscle to once again re-crush the indy into submission. I never thought I’d say that, but I’ve really come to hate the Mac guy.

For additional info, check out this link on digg.com.
comedy central, demetri martin, iap, institute for advanced personhood, mac, mac guy, macintosh, microsoft, PC, vista, windows vista

Microsoft’s Orca MSI Editor is intuitive, straightforward, and simple

Orca: free MSI editor or perfect killing machine? Yes.

I’ve been working a lot recently with Macrovision’s AdminStudio package, which includes their popular InstallShield .msi creation software. While it’s safe to say that InstallShield provides a serious level of drag-and-drop ease with their product, it’s also equally safe to say the $1500 price tag is probably out of the reach of most home users who, say, want to package up their GPL app into a nice, clean installer format. That’s where Orca comes in.

A free app available from Microsoft as part of their massive (>1.5Gb) SDK, but better acquired on its own as a tiny download from Aaron Stebner’s blog. The direct link for download is here.

Now, Orca obviously doesn’t include all of the GUI features that you’ll find in InstallShield-after all, it’s a free product from Microsoft-but it’s certainly good for what it does allow you to do: make quick and easy edits to existing .msi’s and create simple installers for free. I recently used it to add in several products to the Upgrade table for an existing installer, a task which is particularly simple with Orca’s direct editing interface. Also, in spite of being less drag-and-drop than its expensive Macrovision cousin, Orca does feature really helpful pop-up dialog boxes that provide the user with paradigms and expected values to enter into the MSI tables, a feature that will be of great help to those just getting started with creating .msi’s. All in all, it’s a really nice tool for Microsoft to hand out for free, and something fun to have on your computer to spy on the inner workings of other people’s installers.

Orca, msi, .msi, installer, installshield, adminstudio, macrovision, microsoft, edit MSI, edit .msi, msi table, GPL, application packaging, free software

Microsoft Access 2003 problem: cannot run reports when connected to networked printers

Microsoft Access 2003

There is a bug/weakness in Microsoft Access 2003 that I have come across recently, and it’s an insidious one. Basically, the problem manifests itself as an inability to run user-generated reports from a database. Everything else works fine–the connection to the database itself is sound, the user can run queries, view data, and do everything else imaginable except run a report.

The solution is maddeningly simple once you figure it out, but it took me quite a while to get there, so maybe I can spare some other people the time: Access runs reports via the printer driver of the default printer, and for some reason, if that printer is a networked printer, Access can’t generate the report. Queries, as a simple data-retrieval operation, do not require the driver–it’s only used in the context of the user-defined, formatted view offered by Access reports. This seems remarkably stupid, since a database application needs to run in an enterprise environment, and that implies networked laser printers.

The workaround, of course, is to install the printer locally. To do this, choose local, rather than networked at the first add printer splash screen. Then, add a local port as the name of the printer on your network, i.e. \\printers\treekiller, or through the IP, and voila, you’re connected in a way that Access 2003 understands. Seems a bit foolish, doesn’t it?