Biztalk Error Message - SSO masterkey not backed up

After installation of Microsoft Biztalk 2004, following error message gets written to the eventlog:

"The master secret has not been backed up. If you lose the master secret all the information stored in the SSO system will be lost permanently and your systems may fail to work correctly. Please use the SSO admin tools to back up your master secret."

To get rid of it, the SSO master key must be backed up using following command (assuming a default installation):

cd C:\Program Files\Common Files\Enterprise Single Sign-On\
ssoconfig -backupsecret filename.bak

The program will request a password and a reminder phrase for the backup file. After the file is created the error message should be gone.

I hope this blog can be useful to you and save some time in searching for a solution to this error.

http://www.cubido.at/Blog/tabid/176/EntryID/139/Default.aspx

Are you a good decision maker?

Decisions, decisions, decisions. It seems like every time we turn around, we have to make more decisions. The question is, "Are you a good decision maker?" If you aren't (or don't think you are), there is no need to worry. Decision-making is a skill that can be learned by anyone. Although some people may find this particular skill easier than others, everyone applies a similar process.

There are two basic kinds of decisions: those that are arrived at using a specific process and those that just happen. Although both kinds of decisions contain opportunities and learning experiences, there are definite advantages to using a specific process to make a decision. The most obvious advantage is the reduced level of stress you will experience.

Wise decisions are made using a definite process. They are based on the values and perceptions of the decision-maker and include carefully-considered alternatives and options along with periodic reassessments of the decision and its effects. Wise decisions may or may not follow societal norms and expectations, but they are right for the decider based on what he/she knows at that point in time about his/her options as well as him/herself.

Ten Steps to Wise Decision-Making

This process can be applied to any situation where you need to make an important decision. If you follow these ten basic steps, you will find yourself making wiser decisions in your professional as well as your personal life.

• Define, as specifically as possible, what the decision is that needs to be made. Is this really your decision or someone else's? Do you really need to make a decision? (If you do not have at least two options, there is no decision to be made.) When does the decision need to be made? Why is this decision important to you? Who will be affected by this decision? What values does this decision involve for you?
• Write down as many alternatives as you can think of. Brainstorm as many different alternatives as you can imagine. Let your imagination run free and try not to censure anything; this is not the time to be judgmental. Just be sure to write everything down.
• Think where you could find more information about possible alternatives. If you only come up with a few alternatives, you may want to get more information. Additional information generally leads to more alternatives. Places where you can look for the information you need include friends, family, clergy, co-workers, state and federal agencies, professional organizations, online services, newspapers, magazines, books, and so on.
• Check out your alternatives. Once you have a list of alternatives, use the same sources of information to find out more about the specifics of each option. You will find that the more information you gather, the more ideas will pop into your head. Be sure to write these down and check them out too.
• Sort through all of your alternatives. Now that you have your list of alternatives, it is time to begin evaluating them to see which one works for you. First, write down the values that would come into play for each alternative. Second, look for the alternatives which would allow you to use the greatest number of your values. Third, cross the alternatives off the list which do not fit into your personal value framework.
• Visualize the outcomes of each alternative. For each remaining alternative on your list, picture what the outcome of that alternative will look like. Here, too, it helps if you write out your impressions.
• Do a reality check. Which of your remaining alternatives are most likely to happen? Cross off those alternatives that most likely will not happen to you.
• Which alternative fits you? Review your remaining alternatives and decide which ones feel most comfortable to you. These are your wise decisions. If you are very happy about a decision, but are not as comfortable with its possible outcome, this is a clue that this is not a wise decision for you. On the other hand, you may dislike an alternative, but be very excited about the possible outcome. This decision would probably not be wise for you either. If you feel you can live with both the alternative as well as the possible outcome, this is the wise decision you should follow.
• Get started! Once you have made your decision, get moving on it. Worrying or second-guessing yourself will only cause grief. You have done your very best for the present; you always have the option of changing your mind in the future. Remember, no decision is set in stone.
• How is it going? Be sure to review your decision at specified points along the road. Are the outcomes what you expected? Are you happy with the outcomes? Do you want to let the decision stand or would you like to make some adjustments? If the decision did not come out the way you planned, go through the complete decision-making process again. In the process, answer the following questions: Did I not have enough information? What values actually came into play? Were they my values or someone else's? Remember, you can always change your mind!

Common Decision-Making Mistakes

As much as we would like to believe that we do not have any prejudices or biases, the fact is that everyone does. The more aware you are of yours, the better off you will be. The main reason everyone has their own way of viewing the world is because our brains simply cannot take in everything, at least not on a conscious level.

Have you ever tried to learn ten new things all at once? If you have, you know that it is very easy to become overwhelmed and end up learning very little at all. That is because of the way the brain works. Our brains screen and categorize information so that we can understand the world around us without being overwhelmed by it. We get into trouble when we fail to realize that many of the perceptions we hold are based on what society (i.e., parents, teachers, the church, all institutions, etc.) teach us, not what we actually know to be true.

Below is a list of the most common decision-making mistakes. By learning about these pitfalls now, you will be able to avoid them in the future.

• Relying too much on expert information. Oftentimes, people have a tendency to place too much emphasis on what experts say. Remember, experts are only human and have their own set of biases and prejudices just like the rest of us. By seeking information from a lot of different sources, you will get much better information than if you focused all of your energy on only one source.
• Overestimating the value of information received from others. People have a tendency to overestimate the value of certain individuals in our society and underestimate the value of others. For instance, experts, authority figures, parents, high status groups, people who seem to have it all together, and people we respect have a way of swaying our opinion based simply on the fact that we believe they know more than we do. When you find yourself doing this, ask yourself: Do they know as much about this problem as I do? Are their values the same as mine? Have they had any personal experiences with a problem like mine? In other words, keep their opinions in perspective.
• Underestimating the value of information received from others. Whether we realize it or not, we also have a tendency to discount information we receive from individuals such as children, low status groups, women (yes, believe it!), the elderly, homemakers, blue-collar workers, artists, etc. This is unfortunate since many times these groups can paint a good picture of the other side of your problem. In other words, these groups may use entirely different values and perceptions in their answers to your questions. The result is a larger perspective of what the issues really are. Just make a note that if you find yourself discounting the information you receive from anyone, make sure you ask yourself why.
• Only hearing what you want to hear or seeing what you want to see. Try this exercise. Ask a friend to look around them and make note of everything that is green. Now, have them close their eyes. Once their eyes are closed, ask them to tell you what around them is red. Almost everyone you ask will not be able to tell you what was red because they were focusing on what was green. Our perceptions work the same way. If we have expectations or biases that we are not aware of, we tend to see what we want to see. Likewise, if someone tries to tell us something we do not want to hear, we simply do not hear them. This is a common mistake that many people make. The key is to be aware of your own prejudices and expectations while at the same time staying open to everything that comes your way.
• Not listening to your feelings or gut reactions. Have you ever made a decision only to have it be followed by a major stomach ache or headache? This is your body talking to you. Our brains are constantly taking in more information than we can consciously process. All of this extra information gets buried in our subconscious. Although we may not be able to retrieve this information, our body stores it for us until it is needed. In moments when we need to make a decision, our bodies provide clues to the answer through feelings or gut reactions. Unfortunately, our society teaches us to ignore these feelings, but by tuning into your intuition, you will find that you will make much better decisions in the long run.

http://www.sba.gov/smallbusinessplanner/manage/makedecisions/SERV_GOODDEC.html

Making Time

You planned on getting to work early to finish the project that's due today, but now the car won't start. You know you wrote the mechanic's name down somewhere, but now you can't remember where you put it. You frantically search through your notes, but you can't find it anywhere. There's no way you're going to have time to finish your project. You start to panic.

The clock just keeps ticking.

Most of us have felt swamped at one time or another. With hectic work schedules, family responsibilities, and social engagements, there just doesn't seem to be enough time for everything we need and want to do. However, there is light at the end of the tunnel. Although life will always provide us with its little twists and turns, once we learn to manage our time wisely, much of the day-to-day chaos in our lives can be reduced or even eliminated.

The first step in learning how to manage your time is to develop a general work schedule. Your work schedule should include time for yourself as well as time for the maintenance of your business.

After you've defined the major elements of your workload, the next step is to prioritize them by identifying critical deadlines, routine maintenance items, and fun/relaxation time. Answering questions like "How much time do I have to make this decision, finish this task, or contact this person?" will help you to start identifying what needs to be done immediately versus what can wait. Setting priorities depends on deadlines, how many people you must call to get the information you need, and whether you can delegate or get assistance from others. If you are involved in group projects, reserve additional time for communication and problem-solving.

Once you have identified your priorities, look at all of your options for achieving them. Evaluate and move forward with the ones you feel are the most useful for you. The only time to consider changing approaches mid-task is when you know the change will save time. If you are in doubt, it is usually best to consider in the direction you started.

By setting up your work schedule and identifying your priorities, you have already started down the road to more effective time management. Other time management suggestions you may find useful for managing both your business life as well as your personal life include the following:

• Contract out tasks. Contract out tasks you do not have the expertise to complete. Your client will appreciate your honesty and effort to get the best result.
• Start with the most worrisome task. Start the morning, afternoon, or evening with the most worrisome task before you. This will reduce your anxiety level for the next task.
• Complete deadline work early. Not only will this reduce stress and lighten your work schedule, but it will also give you more self-confidence about managing your schedule.
• Know your capacity for stress. When you are hitting overload, take the break you need (even if it is a short one) when you need it.
• Stay organized. Take time at the end of each day to briefly organize your desk and make reminder lists of tasks for the next day or week.
• Take advantage of down time. Allow yourself some down time between busy periods to review your schedule and reevaluate your priorities.
• Get physical. Physical exertion such as walking, bicycling, swimming, or organized sports activities helps to discharge stress. Stretching, yoga, jumping rope, sit-ups, playing with children, or doing yard work are other types of therapeutic breaks you should consider during times of stress.
• Have fun. Be sure to have some fun while working or playing; a good sense of humor can keep most problems in perspective.
• Divide up your time. Decide how much time to spend on business development, personal needs, volunteerism, and family. Start by allowing 25 percent of your time for yourself. Each time you make a commitment, set a timeline for your involvement. Remember that maintenance takes at least 25 percent of the time you spend on any project whether it's business, marriage, or serving on the board of a non-profit organization.
• Build flexibility into your schedule. Your availability to family and friends depends on the flexibility you build into your schedule. Female business owners frequently have the primary responsibility for making sure family members are cared for when they are dependent or ill, so it's necessary to leave some time in your schedule for emergencies or to have good backup resources. Get to know your neighbors so you know who to call on for help in times of crisis.

In the bigger picture, consider the relationship between your business life and your personal life. Be as realistic as possible when answering the following questions, keeping in mind what is most important to you:

• What are your long term goals? Your partner's goals?
• Where are the conflicts, and where are the similarities?
• What is it that you really want to do? List all possible ways to accomplish this.
• How long will it take you to reach your goal?
• How do your timeline and goals affect your family (parents, siblings, partner, children)?
• How do your personal goals conflict with or match your business goals?
• How much time can you donate to community programs?
• Have you talked about your personal goals with your business partner?
• Have you talked about your business goals with your personal partner?

Don't underestimate the toll that emotional stress takes on your physical health and your ability to concentrate on your work or enjoy time with your family. Make sure you have time for the important people and events in your life.

(Ohio Women's Business Network, Columbus, OH, 4/97)

http://www.sba.gov/smallbusinessplanner/manage/makedecisions/SERV_MAKETIME.html

The Interview Process: How To Select The "Right" Person

How do you select the right person for your business? There is no perfect answer, but the interview process can be a tremendous help if you use it effectively. In other words, you must have completed all of the other steps in the hiring process in order to get the most out of the interview process.

Interviewing candidates for a position within your company is one of the final steps in the hiring process. Before you get to this step, you want to make sure that you've completed all of the preceding steps since each of these steps will have a direct impact on how effective the interview process will be. Below is a list of the steps involved in the hiring process. Note that after you have completed the interviewing process, there are still two additional key steps that you need to complete. In order to achieve the best hiring results possible, just remember that all of the steps are important.

In order, the key steps to finding the right person to fill a position in your company include:

• Determining your need to hire a new employee. Are you properly utilizing the skills and talents of your current employees? Do you know what needs to be done? Can your business growth support a new employee?
• Conducting a thorough job analysis. What are the job's essential functions and key performance criteria?
• Writing a job description and job specification for the position based on the job analysis.
• Determining the salary for the position, based on internal and external equity. Is the salary comparable and proportional with the salaries and responsibilities of other positions inside your company as well as similar positions out in the marketplace?
• Deciding where and how to find qualified applicants. What are the recruitment techniques to be used? What is the time frame for conducting your search? Remember, advertising is not the only, or necessarily the best, way to recruit.
• Collecting and reviewing a fair amount of applications and resumes and then selecting the most qualified candidates for further consideration.
• Interviewing the most qualified candidates for the position, based on the job's description and specification.
• Checking references.
• Hiring the best person for the job.

Hopefully, after reviewing all of the resumes, you will be able to pick and choose a select number of qualified applicants to be interviewed. (If not, you may want to expand your time frame and rewrite any ad copy and/or look at another recruitment technique.)

Now that you know where the interview process fits into the hiring process, let's take a look at the dos and don'ts of conducting a successful interview.

Conducting the Successful Interview - What to Do

1. Prepare in Advance for the Interview

• Know what you want in a candidate before you begin the interview. Review the job specifications and requirements that have been prepared.
• Know the job and its responsibilities. Review the job description.
• Prepare a list of standard questions concerning the candidate's skills, abilities, and past work performance that you want him/her to answer.
• Prepare a list of prioritized and measurable criteria, either in the form of a worksheet or other method, for analyzing and comparing the candidates.
• Review the candidate's resume prior to the interview.
• Set specific appointment times and reasonable time limits.
• Be prepared to justify the use of any required employment test. Typically, the most legally defensible tests are those that involve a piece of the job.

2. Collect Pertinent Information During the Interview

• Since past behavior predicts future behavior, look for the candidate's behavior patterns as you collect information. For example, has the candidate enjoyed big picture work or detailed analysis more? Is he/she more of a generalist or more of a specialist? Oftentimes, by listening to how the candidate responds to your questions about previous jobs, you will be able to get a very good idea of what their behavior will be like in the future.
• Try not to offer too much detailed information up front so that the candidate will be able to formulate answers that exactly fits your company's needs. Don't put the right words in his/her mouth! Remember, the candidate (hopefully) wants the job and will be looking to say the right thing to impress you.
• Ask questions that focus on the candidate's past performances. For example, if the job, such as an office manager, demands an individual who is well-organized and handles paperwork easily, you may want to ask, "How do you keep track of your own schedules and desk work in your current position?"
• Ask specific, structured questions in regards to specific problems that the jobholder may face. Focus on past behavior and the results of the candidate's actions in a particular situation. For example: "As the customer service representative, you may encounter a few unhappy campers who will yell and scream at you over the telephone or in person. Have you had any experience dealing with difficult customers? Who was the most difficult customer you had to deal with? What was the situation? How did you resolve the problem?"
• Notice how well the candidate listens and responds to the questions asked.
• Note the candidate's choice of words and non-verbal behavior. Are they answering your questions clearly?
• Listen to the questions the candidate asks. Clarify the reasons why the questions are being asked. Notice which questions he/she asks first as they may be his/her primary concerns.
• Take detailed handwritten notes concerning job related topics that will help you distinguish the candidates from one another (especially if you will be conducting several interviews). Help yourself remember each candidate and each interview clearly.
• Record information pertaining to the set criteria that will help in the evaluation of candidates.
• Organize and analyze the information immediately after the interview when memory is fresh. Don't try to remember everything, it's impossible. One idea is to rate each candidate on each of the criteria immediately following the interview.

3. Look and Act Professionally During the Interview

• Dress appropriately.
• Avoid appearing bored and fatigued.
• Set a businesslike atmosphere.
• Structure the interview and inform the candidate of the structure. Let the candidate know you will be focusing on past results and that you will be taking a lot of notes.
• Provide information on the company and the job to each candidate.

4. Treat All Candidates Fairly

• Use your list of standard questions during each interview so that you treat the applicants equally and so you can compare apples to apples.
• Refer to the criteria for analyzing candidates. Ask questions in regards to the job criteria.
• Keep all questions job-related.
• Do not ask discriminating questions.
• Show a genuine interest in every candidate you interview.
• If possible, have at least one other person meet and/or interview candidates who are finalists. They should also rate the candidates on each of the criteria; ultimately, all interviewers should compare their ratings and discuss any discrepancies. Having more than one interviewer helps control personal biases.

5. Be Courteous and Respectful

• Conduct the interview in a private place away from distractions.
• Begin the interview on schedule.
• If possible, conduct the interview without interruptions.
• Allow sufficient time for the interview.
• Appreciate the candidate's accomplishments.
• Do not patronize the candidate.
• Do not argue with the candidate.
• Thank the candidate for his/her time and interest.

6. Facilitate Open Communication

• Immediately attempt to establish a rapport with the candidate by breaking the ice; for example, ask about their experiences in a particular industry or geographical location (refer to his/her resume).
• Promote a relaxed environment with free-flowing conversation.
• Do not dominate the discussion by talking too much. Many experts use a 80/20 rule - you talk 20% of the time and the candidate talks 80% of the time.
• Politely probe the candidate for information by asking open-ended questions that will provide insight into the candidate's values and traits.
• Ask structured questions that will require some thought on the part of the candidate.
• Listen carefully to the candidate's answers. If they do not provide you with specific results, probe until they do.
• Explain the selection process to the candidate. Offer realistic time frames and stick to your word!

The Successful Interview - What Not to Do

The following list is comprised of subject matter that is widely regarded as off-limits for discussion in an interview by employment experts. Most of these subjects relate directly to federal and state employment laws. Legislation covering equal employment opportunity is extensive and complex. Check not only federal laws, but also your own state's laws and guidelines. Remember, state laws vary! Consult an attorney for legal advice before you begin the search process for a new employee.

In an interview, or on an employment application, do not ask questions:

• Concerning the age of the candidate. Be careful using the words over qualified with older candidates.
• About their arrest record (this is different from convictions - in most states, it is permissible to ask if the candidate has ever been convicted of a crime).
• About race or ethnicity.
• Concerning the candidate's citizenship of the U.S. prior to hiring (It is permissible to ask "Will you be able to provide proof of eligibility to work in the U.S. if hired?")
• Concerning the candidate's ancestry, birthplace, or native language (it is permissible to ask about their ability to speak English or a foreign language if required for the job).
• About religion or religious customs or holidays.
• Concerning the candidate's height and weight if it does not affect their ability to perform the job.
• Concerning the names and addresses of relatives (only those relatives employed by the organization are permitted).
• About whether or not the candidate owns or rents his/her home and who lives with them. (Asking for their address for future contact is acceptable.)
• Concerning the candidate's credit history or financial situation. In some cases, credit history may be considered job-related, but proceed with extreme caution.
• Concerning education or training that is not required to perform the job.
• Concerning their sex or gender. Avoid any language or behavior that may be found inappropriate by the candidate. It's his/her standard of conduct that must be met.
• Concerning pregnancy or medical history. Attendance records at a previous employer may be discussed in most situations as long as you don't refer to illness or disability.
• Concerning the candidate's family or marital status or childcare arrangements (it is permissible to if the candidate will be able to work the required hours for the job).
• Concerning the candidate's membership in a non-professional organization or club that is not related to the job.
• Concerning physical or mental disabilities (asking whether the candidate can perform the essential job duties is permitted). The ADA allows you to ask the applicant to describe or demonstrate how they would perform an essential function(s) when certain specific conditions are met . Check the law or consult with an attorney before moving forward.

Remember - when in doubt, ask yourself if the question is job-related; if not, don't ask!

For more information

The U.S. Equal Employment Opportunity Commission homepage: http://www.eeoc.gov/.

http://www.sba.gov/smallbusinessplanner/manage/manageemployees/SERV_INTPROCESS.html

Writing Effective Job Descriptions

Writing Effective Job Descriptions

A job description describes the major areas of an employee's job or position. A good job description begins with a careful analysis of the important facts about a job, such as the individual tasks involved, the methods used to complete the tasks, the purpose and responsibilities of the job, the relationship of the job to other jobs, and the qualifications needed for the job.

It's important to make a job description practical by keeping it dynamic, functional, and current. Don't get stuck with an inflexible job description! A poor job description will keep you and your employees from trying anything new and learning how to perform their job more productively. A well-written, practical job description will help you avoid hearing a refusal to carry out a relevant assignment because "it isn't in my job description."

Realistically speaking, many jobs are subject to change due either to personal growth, organizational development, and/or the evolution of new technologies. Flexible job descriptions will encourage your employees to grow within their positions and learn how to make larger contributions to your company. For example: Is your office manager stuck "routinely ordering office supplies for the company and keeping the storage closet well stocked " or is she/he "developing and implementing a system of ordering office supplies that promotes cost savings and efficiency within the organization?"

When writing a job description, keep in mind that the job description will serve as a major basis for outlining job training or conducting future job evaluations.

A job description should include a:

• Job Title
• Job Objective or Overall Purpose Statement - This statement is generally a summary designed to orient the reader to the general nature, level, purpose, and objective of the job. The summary should describe the broad function and scope of the position and be no longer than three to four sentences.
• List of Duties or Tasks Performed - The list contains an item by item list of principal duties, continuing responsibilities, and accountability of the occupant of the position. The list should contain each and every essential job duty or responsibility that is critical to the successful performance of the job. The list should begin with the most important functional and relational responsibilities and continue down in order of significance. Each duty or responsibility that comprises at least five percent of the incumbent's time should be included in the list.
• Description of the Relationships and Roles the occupant of the position holds within the company, including any supervisory positions, subordinating roles, and/or other working relationships.

When using job descriptions for recruiting situations, you may also want to attach the following:

• Job Specifications, Standards and Requirements - The minimum amount of qualifications needed to perform the essential functions of the job, such as education, experience, knowledge, and skills. Any critical skills and expertise needed for the job should be included. For example, for a receptionist, critical skills may be having 1) a professional and courteous telephone manner, 2) legible handwriting if messages are to be taken, 3) the ability to handle a multiple-lined phone system for a number of staff members, and 4) the patience and endurance to sit behind a desk all day.
• Job Location - Where the work will be performed.
• Equipment to be used in the performance of the job. For example, do your company's computers run on a Apple MacIntosh or PC Windows environment?
• Collective Bargaining Agreements - Agreements and terms that relate to job functions, if applicable, such as when your company's employees are members of a union.
• Non-Essential Functions - Functions which are not essential to the position or any marginal tasks performed by the incumbent of the position.
• Salary Range - Range of pay for the position.

Keep each statement in the job description crisp and clear:

• Structure your sentences in classic verb/object and explanatory phrases. Since the occupant of the job is your sentences' implied subject, it may be eliminated. For example, a sentence pertaining to the description of a receptionist position might read: "Greets office visitors and personnel in a friendly and sincere manner."
• Always use the present tense of verbs.
• If necessary, use explanatory phrases telling why, how, where, or how often to add meaning and clarity. For example: "Collects all employee time sheets on a bi-weekly basis for payroll purposes."
• Omit any unnecessary articles such as "a," "an," "the," or other words for an easy to understand point description. Using the above example, the statement could have read, "Greets all visitors and the office personnel to the building in a friendly and a sincere manner."
• Use unbiased terminology. For example: use the he/she approach or construct sentences in such a way that gender pronouns are not required.
• Avoid using words which are subject to differing interpretations. Try not to use words such as "frequently," "some," "complex," "occasional," and "several."

http://www.sba.gov/smallbusinessplanner/manage/manageemployees/SERV_JOBDESC.html