10 effective ways to stay motivated

Try these tips on how to be self-motivated to get your work life back on track or to keep going top speed on your career path!

 

1. Be confident. If you don't believe in yourself, why would anyone else? We all have something we are good at. Have faith in yourself and try to work on your niche skills. Drive the fear of failure far away from you. Remember, what doesn't kill you, only makes you stronger!

2. Be clear. Fuzzy, undefined goals are difficult to focus on. How will you proceed when the path seems all foggy? Request your manager for defined, measurable objectives and tasks.

If your manager is not very forthcoming, take some initiative and work with him until you have clarity about your role and what you will be appraised on, at the end of the year. Self-motivated people work best with clearly defined objectives in life. Even if the targets seem a little hazy, house-bred motivation can come in real handy!

3. Work on yourself. Nothing works better as a power shot of motivation than the knowledge that you are good at what you do! Be on top of things at work. Identify your weak areas and get them out of the way. Enroll in courses that will raise your market value and also your motivation levels. Getting a few certifications and qualifications in your functional skills will definitely instill a great deal of confidence.

4. Take criticism positively. Even though the other person has no such intentions, turn all negative criticism into a positive driving force. Failure is a state a mind. If you think you can succeed, you will. Always think positive. That way, instead of brooding over past disappointments, you will route your frustration into positive energy required for working harder. It works like magic.

5. Look out for challenges. If the current job de-motivates you, not to worry, be open to try out new things if your present role has become too boring to continue even a day more. Talk to your seniors to redefine your role to optimize your capabilities. Establish your reputation as somebody who is not scared to take on new challenges in life.

6. Be persistent. Most things may not work out right the first time. This just means that you need to try harder. However, ensure that you set your heart on goals that are really important to you and will help you progress in life. Save your efforts for things that matter. Do not waste your energies on peripheral things. 

7. Keep the company of successful people. Try to surround yourself with confident people who are driven and high on life. Read books that fill you with optimism. Put up motivating posters and quotes on your workstation that will spread positive energy and drive away any depressing thoughts. Look around for successful people and try to emulate them. Find out what makes them tick and include that in your working style.   

8. Celebrate life. If something doesn't shape up like you thought it would, it does not mean everything else is doomed as well. Do not feel stressed; high stress leads to low motivation. Take active interest in things happening around you. Live your life well. Continue to have faith in yourself and get involved in things that give you happiness. That itself will generate enough motivation for you to glide over waves of setbacks. 

9. Start today. List all that is important for you to achieve your goals. Divide long-term goals into smaller milestones and celebrate each accomplished goal. Procrastination is a killer so keep it at bay.

10. Keep dreaming. Lastly, do not forget to keep dreaming. Dream big! Let your dreams fuel your desire to get closer to your goals. Write your dreams for yourself in a diary or a journal and constantly refer to them so that you do not forget or lose sight of the objective. 

Remember, "Motivation is all about how high you can bounce when you hit absolute rock bottom

 

External Business Environment

A business does not function in a vacuum. It has to act and react to what happens outside the factory and office walls. These factors that happen outside the business are known as external factors or influences. These will affect the main internal functions of the business and possibly the objectives of the business and its strategies.

Main Factors

The main factor that affects most business is the degree of competition – how fiercely other businesses compete with the products that another business makes.

The other factors that can affect the business are:

• Social – how consumers, households and communities behave and their beliefs. For instance, changes in attitude towards health, or a greater number of pensioners in a population.
• Legal – the way in which legislation in society affects the business. E.g. changes in employment laws on working hours.
• Economic – how the economy affects a business in terms of taxation, government spending, general demand, interest rates, exchange rates and European and global economic factors.
• Political – how changes in government policy might affect the business e.g. a decision to subsidise building new houses in an area could be good for a local brick works.
• Technological – how the rapid pace of change in production processes and product innovation affect a business.
• Ethical – what is regarded as morally right or wrong for a business to do. For instance should it trade with countries which have a poor record on human rights.

Changing External Environment

Markets are changing all the time. It does depend on the type of product the business produces, however a business needs to react or lose customers.

Some of the main reasons why markets change rapidly:

• Customers develop new needs and wants.
• New competitors enter a market.
• New technologies mean that new products can be made.
• A world or countrywide event happens e.g. Gulf War or foot and mouth disease.
• Government introduces new legislation e.g. increases minimum wage.

Business and Competition

Though a business does not want competition from other businesses, inevitably most will face a degree of competition.

The amount and type of competition depends on the market the business operates in:

• Many small rival businesses – e.g. a shopping mall or city centre arcade – close rivalry.
• A few large rival firms – e.g. washing powder or Coke and Pepsi.
• A rapidly changing market – e.g. where the technology is being developed very quickly – the mobile phone market.

A business could react to an increase in competition (e.g. a launch of rival product) in the following ways:

• Cut prices (but can reduce profits)
• Improve quality (but increases costs)
• Spend more on promotion (e.g. do more advertising, increase brand loyalty; but costs money)
• Cut costs, e.g. use cheaper materials, make some workers redundant

Social Environment and Responsibility

Social change is when the people in the community adjust their attitudes to way they live. Businesses will need to adjust their products to meet these changes, e.g. taking sugar out of children's drinks, because parents feel their children are having too much sugar in their diets.

The business also needs to be aware of their social responsibilities. These are the way they act towards the different parts of society that they come into contact with.

Legislation covers a number of the areas of responsibility that a business has with its customers, employees and other businesses.

It is also important to consider the effects a business can have on the local community. These are known as the social benefits and social costs.

A social benefit is where a business action leads to benefits above and beyond the direct benefits to the business and/or customer. For example, the building of an attractive new factory provides employment opportunities to the local community.

A social cost is where the action has the reverse effect – there are costs imposed on the rest of society, for instance pollution.

These extra benefits and costs are distinguished from the private benefits and costs directly attributable to the business. These extra cost and benefits are known as externalities – external costs and benefits.

Governments encourage social benefits through the use of subsidies and grants (e.g. regional assistance for undeveloped areas). They also discourage social costs with fines, taxes and legislation.

Pressure groups will also discourage social costs.

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by a yard, life is hard;
by an inch, life is cinch.

Project Closure

Clo-sure: a bringing to an end; conclusion

As a project winds down, consultants and clients make that final push to wrap up every detail and stay on schedule. It's common, though, particularly on longer projects, for that last burst of activity to fall short, and so the scheduled end date slips.

In spite of superb planning, some projects will take longer than expected. But you want to avoid a sloppy ending--at all costs. The best, first step to a crisp project ending is to talk to the client about closure from the outset. And then repeat at regular intervals.

You can take simple steps to create a mindset of closure, like scheduling the wrap-up meeting at the beginning of the project, keeping the project end date front and center with the client, setting the stage for how the client will move forward once you are gone, and pushing back on requests to revise the schedule.

Consultants often tolerate delays at the end of projects for the sake of client goodwill and future business development. The attitude is laudable, but this type of flexibility can sap your profitability and convey a message that you don't know how to close out an assignment.

Clients place high value on consultants' skill in facilitating tough decisions. When tough calls linger, don't be surprised to observe tension in the client relationship. Even minor undecided issues can cause delays, so make sure they don't creep up on you at the end.

It's hard work to keep a project on track. Recognize that many schedule delays are subtle expressions of resistance to change. Once you become complicit in that resistance, you're part of the problem, not the solution.

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by a yard, life is hard;
by an inch, life is cinch.

Consulting

"Through our intelligent insights, we are proud to share perspectives on topical growth and value creation issues with a clear point of view, concisely and relatively jargon-free." -- Unnamed Consulting Firm

The world of consulting is bursting with "new" ideas--some of which are good and others that are just stinkers. In both cases, firms race to market touting their latest ideas to revive a slumping organization, or add that last piece of the strategic puzzle to "propel a company to greatness."

The biggest problem with good ideas is that everyone has them.

Put five people from almost any company in a conference room with a white board and an assignment to fix something, and you'll get some good ideas. Ask most executives if they're aware of the latest ideas to bring more profit or growth to their businesses, and you're likely to see nods.

The challenge for consultants is to offer ideas that clients want to buy, not just the ones they can easily get from their own teams or the latest business bestseller. What clients really want to know is how they can use a good idea, when they can implement it, and what results they can expect.

You can tell a client to "leverage social networking technologies for consumer value creation," but unless you have a specific, directional plan of some kind--you're just blowing smoke, and your client knows it.

The best ideas are one part blue sky plus two parts healthy dose of reality. That's what clients want to hear from their consultants, and that's what they'll buy.

A colleague once told me that every good idea eventually turns into a lot of hard work. Do some of that hard work before you present an idea to a client and watch your results soar.

Avoiding Conflict at Work

As you stand to take a plunge into the corporate world away from the comforting company of your friends and well wishers of college days, you may well find yourself dealing with people who are just not your type. And when it comes to working in a team you are bound to face conflicts.
We rely on and spend more time with our colleagues than with most other people in our lives: yet we frequently experience conflict at work. In a way it’s obvious and in a way ironical.
Conflict is such a broad term for what can be experienced, ranging from office gossip to outright being physically aggressive. In nearly every single office there are always going to be personality clashes at some point, and most of the time they will be fairly easily sorted out. However, sometimes they aren't and there is often no other option than to resign.
The real problem underlying this situation is that people really don't have the skills to deal with these kinds of situations. They frequently accept the problem when it is happening and then get really upset afterwards. I don’t say that you’ll come out winners every time but the five ways in which you can perhaps come out of the tricky situation are:

1. Avoidance (also can be known as Ignoring (I Lose / You Lose)) This is the most frequently used strategy along with accommodation. Here conflict is avoided by simply refusing to engage in the situation.

Example: Someone making a sly comment and the person it was aimed at simply walks away. While this obviously is not a good way of dealing with conflict the majority of the time as it tends not to help, it is worth being considered as a strategy for when the conflict is just not worth the effort of being addressed.

2. Accommodation (also can be know as Looking Good (I Lose / You Win)) Here you take the conflict and submit.

Example: Listening to unhelpful criticism and believing it. Again, very frequently used especially where there is low confidence and self-esteem. This is another not very successful method of dealing with conflict, but it will do if you know that there is a solution coming soon.

3. Compete (I Win / You Lose)
This one means that you play the person at his or her own game and work hard to get your own way in the conflict.

Example: Someone starts spreading rumors about you, so you do the same in return in an attempt to discredit the power of the other person's word. This can be very useful when the conflict is mild and you are passionate about your stance, but can lead to a vicious circle as the conflict escalates. Be very sure you want to use this strategy as lowering yourself to someone else's level rarely shows you in the best light.

4. Compromise (Illusion of I Win / You Win but not in real sense)

It’s more of an adjustment from both the sides....but the pinch is still there. A much more useful tactic to use. Here you don't give in to the conflict, but work out a solution somewhere between the two sides.

Example: Someone delegates a huge amount of work to your already over-filled plate, you respond by taking on some of it, and then recommending that this person parcel out the rest to other people. This is the strategy of choice for most untrained managers as this is how we frequently deal with children in real life - and so it is a behavior we all know about. This can of course lead to the obvious downfall of the actual solution leaving none of the sides happy. This is best to use when the goal is to get past the issue and move on - with the issue having relatively little significance.

5. Collaborate (Actually I Win / You Win)

This is the most effective and correct strategy to follow. You start working on Alternative Options. The most useful tactic, particularly with extremes of conflict such as bullying. The aim here is to focus on working together to arrive at a solution, where both sides have ownership of and commitment to the solution.

Example 1: You and someone else are at completely opposed viewpoints over a project.
You sit down with them and work out why they believe in their point of view, and explain your own. Clever and lateral thinking can provide a solution, which answers both sides, but is not a compromise.

Example 2: Someone is bullying you at work. You talk to this person and collaborate on modifying his behavior.

Use this strategy when the goal is to meet as many of the current needs as is possible. It’s the most difficult strategy if confidence is low as it involves actually naming the issue to the conflict-creator, which can cause huge anxiety and fear.
To collaborate successfully on an issue such as continuing conflict you need to follow few basic guidelines.

You must recognize that part of the problem is your own fault: you allowed it to happen and did not try to address it to begin with. You can use this aloud and actively take part of the responsibility, as this will put the onus onto the other person to take the other part of the responsibility. Remember that we frequently don't like in others what we don't want to see in ourselves, but find occasionally anyway. Be very sure that you have not committed the same conflict and that you do not in the future.

Manage yourself during the resolution attempt - learn calming strategies if you are hot-tempered or confidence boosters if you are shy. Do not to be emotional, as emotion will only make things escalate.
Don't believe that the best defense is a good offence - that is part of the Competing strategy.
Work the issue, not the person: this means addressing the behavior rather than the entire existence of that person. There is a different level of ownership for behaviors, and people will take less offence if you criticize their behavior than if you criticize them personally.

Never lay blame, as this will only fan the fires. If you are not getting anywhere, ask for further information from the other person about the reasons for their behavior, but don't ask the questions with 'why' at the beginning - if you do this will actively put the other person under the spotlight and they will get defensive.
Remember above all, that people who enjoy creating conflict are ultimately power-seekers who enjoy controlling others. Frequently this is because either they have suffered in a similar way before or feel that they have very little control over their own lives and does anything they can to feel in control. A little compassion will take you a long way both in resolving the situation and in putting it behind you when it is resolved. One of the most important strategies for collaboration is to start "Listening First".

 

Starting a Consulting Company

Starting a consulting business? If you have expertise and skills that others need, starting a consulting firm may be your ticket to the entrepreneurial ball. This article walks you through the process.

Before taking the plunge into consulting, here are questions that need to be addressed:

Do you need a license or other special certification?

Depending on the type of services you provide, some states may require a license or a special certification. In addition to the cost of obtaining the license or certification, you may need to meet coursework or seminar requirements. While some consultants aren’t required to be certified by law, they will still need certification in order to be competitive in the marketplace.

Are you qualified to be a consultant?

Consultancy may seem like a great way to make a living following a career setback. But somewhere along the way you need to ask yourself whether or not you are actually qualified to be a consultant. Keep in mind that your clients will expect you to be the expert. Being conversant in a subject area is a far cry from expertise. Unless you are absolutely confident in your ability to offer expert advice in your subject area, you may want to reconsider another vocational goal.

Are you prepared to market yourself?

Self-promotion is the lifeblood of consulting. You may be the world’s leading expert in your subject area. However, you’ll never make a dime in consulting unless you are able to market your services to the right people. As the owner of your consulting business, you will need to learn how to advertise, market, and network. At first, it may feel awkward “tooting your own horn” to prospective clients. But keep at it – it will get easier!

How much will you charge?

Deciding how much to charge for your services is crucial to the success of your consultancy. When you worked for an employer, the employer most likely provided fringe benefits such as health insurance and retirement benefits, as well as the overhead costs involved with running the business. As the owner of a consulting business, you now need to cover those costs yourself. As such, your fee schedule needs to reflect the added financial burden of your new business. Start by surveying how much other consultants are charging for similar services and decide where you want to be priced in the marketplace. Also, plan to charge on an hourly basis rather than a project basis.

Should you ever not charge for services?

Despite the need to charge a fair price for your services, you should consider offering free initial consultations to prospective clients. Increasingly, free initial consultations are becoming the industry standard. But more importantly, a free, no-risk consultation will give you an opportunity to establish trust and lay the building blocks of a successful long term relationship.

BITS Pilani Rajasthan Alumnus bags National Film Awards for Best Film Critic

Film criticism is much more than scribbling something here and other and page filling. For this Chemical Engineer, film making is an innovative process of converting raw materials such as story, actors, actresses, stars, starlets, music, etc in the most lavish fashion carrying out transformations of the Physical, Chemical, Mechanical, Digital, Emotional kind in a Directed sequence to a useful product in an attractive package.

He is intelligent and with an in-depth understanding he is capable of writing reader friendly reviews of popular cinema in length and breadth. Most importantly, he has the passion for what he is doing.

After getting an Engineering degree from a premier Institute in India, he had a copywriting stint at J Walter Thompson, Chennai and then took off to Marquette University, Milwaukee for a Master’s degree in Advertising and Public Relations. He spent a few years with IT industry in USA and then got back to Chennai where he is freelancing now. His film reviews and other articles on arts, entertainment and humour have been published in The New Sunday Express, The Economic Times – Madras Plus, Man’s World, Simplifly and Seminar. His blogs can be found at http://desipundit.com/baradwajrangan/

Started in year 1954, the National Film Awards are considered the most prestigious awards of India. Many popular artists have retired from the film industry without getting a National Film Award. For that matter, King Khan, Shahrukh is the best example who has won the famous Filmfare Best Actor Award so for seven times, but is yet to win the coveted National Film Award.

In the recently announced and much delayed 53rd National Film Awards, the award for the best film critic went to Proud to be a BITSian Baradwaj Rangan who did his B.E.(Hons) Chemical Engineering from BITS Pilani. During his stay at Pilani from August 1988 to June 1992 as a student, he must have seen about 200 films in various languages in the grand auditorium of the Institute and built up the passion to be a name to reckon with in the film industry.

This good natured jovial chap was Baddy for his buddies and Shankar who is one of them is of the opinion that Rangan’s journey to the writer’s world is as stupendous as his writing. This award winning guy has the cheek to say that some engineering graduates remain engineers, some move to management, and some, like him, go on to career mismanagement.

Baradwaj Rangan who has integrated himself into the excellence circuit is indeed a proud alumnus of BITS Pilani and in the times to come, he is bound to climb more peaks.

Deployment of 4G Networks & Services

Consulting Opportunities

in

Deployment of 4G Networks & Services

By Subodh

Features of 4G

4G promises to deliver those services that 3G could not deliver primarily due to the haphazard deployment and lack of interoperability among the standards. The present infrastructure does not allow data transmission fast enough to efficiently deliver next-generation services, such as GIS and Mobile Commerce (M Commerce). The telecommunication industry expects 4G to support a vast range of data transfer rates. 4G will offer services as demanded. A few key features envisioned for 4G are:

· Application-related technologies: Include next-generation coding and compression technologies, dynamic variable-rate codecs, mobile agent technologies, man-machine interfaces including intelligent mobile terminals, streaming data communication technology, content description language, and application development environment technology.

· New age services: 4G will deliver new value added services, such as Voice over IP (VoIP), all IP wireless connectivity, mobile e-commerce, and software-defined radio.

· Better wireless connectivity: Due to the increased bandwidth, 4G will deliver faster wireless connections. The time spent in searching for the cell will be negligible. The quality of service will be much better than those of the existing technologies.

· Better frequency utilization: 4G will use three-dimensional cell architecture. This will result in better frequency utilization. OFDM has ultra low latency rates. This will also ensure that frequencies are fully utilized.

· Better end-user devices: 4G will use advanced mobile devices. These devices will have a much longer battery life, low power usage, and features such as superior voice recognition. These devices will be made using the latest chips and memories.

Our Opportunities

From the view point of providing consultancy services we must analyze the challenges faced while developing 4G networks. The following envisioned challenges will be our opportunities for providing services :

1. Cooperation among various service providers

2. Cooperation among various device manufacturers

3. Allocation of spectrum

4. Availability of spectrum

5. Innovation in technology

6. Application development

7. Enhancements in switching mechanisms

8. Signal processing

Our Resources

The organizations involved in the research, development, and regulatory activities of 4G will form our valuable resource for us to provide our consultancy services. These organizations include Mobile Wireless Internet Forum (MWIF), Broadband Radio Access Network (BRAN), and Fourth Generation Wireless Infrastructure (4GWI).

· MWIF

MWIF is a nonprofit, international association of telecommunication companies. The mission of MWIF is to develop an open architecture of a mobile, wires Internet. This open standard will enable seamless integration of mobile telephony with Internet-based services, such as voice, data, and video. This standard will meet the requirements of telecom network operators and Internet Service Providers (ISPs).

· OFDM Forum

OFDM Forum is an association of prominent wireless companies including software companies, hardware manufacturers, and telecommunication companies. The main objective of OFDM Forum is to ensure a global OFDM platform to deliver cost-effective devices on all wireless networks around the world. OFDM Forum has three working groups:

i. Fixed Wireless access

ii. WLAN and home multimedia

iii. Broadband mobile wireless

OFDM Forum also assists organizations involved in OFDM to develop markets. The main members of OFDM Forum are Sony, Philips, and Ericsson.

· BRAN

BRAN is a project that aims to develop and consolidate the wireless access systems that offer a minimum data transfer rate of 25 Mbps. These wireless systems may or may not operate in a licensed spectrum. BRAN addresses business and residential access applications.

· 4GWI

The 4GWI project proposes a comprehensive architecture for a 4G wireless access system. This architecture incorporates technical, economical, and regulatory issues. The issues that 4GWI covers are:

i. Analysis of services

ii. Cost structure

iii. Marketing

Twenty Habits That Hold You Back from the Top

Everyone's Bad Habits
Goldsmith's work centers on helping people identify and break the bad
habits that are getting in their way. The meat of What Got You Here Won't Get You There is thus his elaborate and revealing discussion of the "Twenty Habits That Hold You Back from the Top." They are:

1. Winning too much: Goldsmith notes that the hypercompetitive need to
best others "underlies nearly every other behavioral problem."
2. Adding too much value: This happens when you can't stop yourself from tinkering with your colleagues' or subordinates' already viable ideas. "It is extremely difficult," Goldsmith observes, "for successful people to listen to other people tell them something that they already know without communicating somehow that (a) 'we already knew that' and (b) 'we know a better way.'" The fallacy of this sort of behavior is that, while it may slightly improve an idea, it drastically reduces the other person's commitment to it.
3. Passing judgment: "It's not appropriate to pass judgment when we specifically ask people to voice their opinions ... even if you ask a question and agree with the answer." Goldsmith recommends "hiring" a friend to bill you $10 for each episode of needless judgment.
4. Making destructive comments: We are all tempted to be snarky or even mean from time to time. But when we feel the urge to criticize, we should realize that gratuitous
negative comments can harm our working relationships."The question is not, 'Is it true?' but rather, 'Is it worth it?'" This is another habit Goldsmith recommends breaking via monetary fines.
5. Starting with "No," "But," or "However." Almost all of us do this, and most of us are totally unaware of it. But Goldsmith says if you watch out for it, "you'll see how people inflict these words on others to gain or consolidate power. You'll also see how intensely people resent it, consciously or not, and how it stifles rather than opens up discussion." This is another habit that may take fines to break.
6. Telling the world how smart we are: "This is another variation on our need to win."
7. Speaking when angry: See number four.
8. Negativity, or "Let me explain why that won't work": Goldsmith calls this "pure unadulterated negativity under the guise of being helpful."
9. Withholding information: This one is all about power. Goldsmith focuses on ways even the best-intentioned people do this all the time. "We do this when we are too busy to get back to someone with valuable information. We do this when we forget to include someone in our discussions or meetings. We do this when we delegate a task to our subordinates but don't take the time to show them exactly how we want the task done."
10. Failing to give recognition: "This is a sibling of withholding information."
11. Claiming credit we don't deserve: To catch ourselves doing this, Goldsmith recommends listing all the times we mentally congratulate ourselves in a given day, and then reviewing the list to see if we really deserved all the credit we gave ourselves.
12. Making excuses: We do this both bluntly (by blaming our failings on the traffic, or the secretary, or something else outside ourselves) and subtly (with self-deprecating
comments about our inherent tendency to be late, or to procrastinate, or to lose our temper, that send the message, "That's just the way I am").
13. Clinging to the past: "Understanding the past is perfectly admissible if your issue is accepting the past. But if your issue is changing the future, understanding will not
take you there." Goldsmith notes that quite often we dwell on the past because it allows us to blame others for things that have gone wrong in our lives.
14. Playing favorites: This behavior creates suck-ups; rewarding suck-ups creates hollow leaders.
15. Refusing to express regret: "When you say, 'I'm sorry,' you turn
people into your allies, even your partners." The first thing Goldsmith teaches his clients is "to apologize -- face to face -- to every coworker who has agreed to help them get better."
16. Not listening: This behavior says, "I don't care about you," "I don't understand you," "You're wrong," "You're stupid," and "You're wasting my time."
17. Failing to express gratitude: "Gratitude is not a limited resource, nor is it costly. It is abundant as air. We breathe it in but forget to exhale." Goldsmith advises breaking the
habit of failing to say thank you by saying it -- to as many people as we can, over and over again.
18. Punishing the messenger: This habit is a nasty hybrid of 10, 11, 19, 4, 16, 17, with a strong dose of anger added in.
19. Passing the buck: "This is the behavioral flaw by which we judge our leaders -- as important a negative attribute as positive qualities such as brainpower, courage and resourcefulness."
20. An excessive need to be "me": Making a "virtue of our flaws" because they express who we are amounts to misplaced loyalty -- and can be "one of the toughest obstacles to making positive long-term change in our behavior."

--An Article provided by Uday

Blog of cosultants

I have created this blog for posting advises and discussions on the current consulting opporunities as well as putting up more consulting material on this.

If you would like to get access to this to post your own material then you can mail me. I will give you the access and you can then post your own material over there.

Have a nice day consulting.

-Rajesh