Hello,
Apple released Aperture version 3.0 yesterday (9th Feb). We've since received our educational pricing and are now taking orders; the Aperture 3.0 academic price is $109.95 + plus applicable taxes.
Here is the Aperture product page maintained by Apple.
http://www.apple.com/aperture/
Here is the Aperture tutorial page, also maintained by Apple.
http://www.apple.com/aperture/how-to/
Regards,
Doug
-------------
Doug Hamilton, BA, MA, APP
Senior Computer Consultant
Computers-on-Campus; Univ. of Manitoba
204-474-6196 (Ph.)
204-474-7556 (Fax)
http://www.umanitoba.ca/bookstore/
...from:
http://www.macworld.com/article/146085/2010/02/migratebackups.html?lsrc=nl_…
Feb 5, 2010 8:00 am
Migrate a Time Machine backup
Move to a larger disk without losing your existing backups
by Joe Kissell, Macworld.com
If you’ve been using Time Machine for backups, there may come a time when you outgrow your backup disk. It’s easy enough to plug in a larger disk or buy a Time Capsule (or a larger Time Capsule) and choose that as your new Time Machine destination, but doing that means starting over. If you want to move to a larger disk while maintaining the continuity of your backups, you can. It just means taking quite a few steps.
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Move your backups to a new Time Capsule
To move your backups from a local disk to a Time Capsule, do the following.
Set up your new Time Capsule (according to Apple’s instructions), but leave your current backup disk mounted in the Finder. If possible, connect your Mac to your Time Capsule using an Ethernet cable, which will speed up the transfer process considerably.
Open the Time Machine pane of System Preferences, click on Select Disk (or Change Disk, in Leopard), and select your Time Capsule disk as the destination. Click on Use For Backup.
Choose Back Up Now from the Time Machine menu in your Mac’s main menu bar and allow Time Machine to begin backing up your Mac to the Time Capsule. Once the Time Machine preference pane shows that the program has finished preparing and is actively copying data, turn Time Machine off by doing clicking the On/Off button in the Time Machine pane of System Preferences.
Select your Time Capsule in the sidebar of any Finder window and double-click on the folder inside it (which may be named “Data” or “Backups”) containing your Time Machine backups. If the disk doesn’t mount automatically, click on Connect As, and supply your user name and password if prompted to do so. This folder should contain a single disk image, which holds your recently aborted Time Machine backup. Double-click on this disk image to mount it in the Finder.
Open Disk Utility (in /Applications/Utilities). In the list on the left, select your local Time Machine backup volume and click on the Restore tab.
Drag your local backup volume (the indented volume name, not the disk name) from the list on the left into Disk Utility’s Source field.
Drag the mounted disk image (named “Time Machine Backups”) from the list on the left into Disk Utility’s Destination field. Make sure the Erase Destination checkbox is selected, as it should be by default.
Click on Restore, and click on Restore again to confirm. Now be prepared to wait while Disk Utility copies the files—this process could take hours or even days.
When the restoration is finished, quit Disk Utility and eject the disk image from your Time Capsule. You can then turn Time Machine back on, and your backups should proceed normally.
If you’re moving from a smaller Time Capsule to a larger one, you’ll follow essentially the same steps, except that you should connect both Time Capsules at the same time, using the old one as the source and the new one as the destination.
To switch from one Time Machine destination, or turn Time Machine on or off, use the Time Machine pane of System Preferences.
Move your backups to a larger local backup disk
If you want to relocate your Time Machine backups to a larger (but still local) backup drive, do the following:
Open the Time Machine pane of System Preferences and turn off Time Machine.
Make sure both your current backup disk and your new disk are connected and mounted in the Finder.
Open Disk Utility (in /Applications/Utilities). In the list on the left, select your new disk (the topmost icon, not any indented volume names) and click on the Partition tab. From the Volume Scheme pop-up menu, choose 1 Partition. Click on Options and select either GUID Partition Table (if you’re using an Intel-based Mac) or Apple Partition Map (for a PowerPC-based Mac). Click on OK. Enter a name for your new backup volume (your choice), make sure the Format pop-up menu is set to Mac OS Extended (Journaled), and click on Apply. Warning: this erases the entire disk!
Click on the Restore tab. Drag your current local backup volume (the indented volume name, not the disk name) from the list on the left into Disk Utility’s Source field.
Drag your newly attached and partitioned disk from the list on the left into the Destination field. Make sure the Erase Destination checkbox is selected, as it should be by default.
Click on Restore, and click Restore again to confirm. Now be prepared to wait while Disk Utility copies the files—this process could take hours or even days.
When the restoration is finished, quit Disk Utility. Return to the Time Machine preference pane, click on Select Disk (or Change Disk, in Leopard), and select your new disk as the destination. Time Machine backups should then proceed normally.
Joe Kissell is the senior editor of TidBits and author of the e-book Take Control of Mac OS X Backups.
Hello,
There will be a FREE 2 day seminar on Apple's Podcast Producer at Holiday Inn Winnipeg South on March 2nd and 3rd (9:00am - 4:30pm on both days). The presenter is Bruce Hough (Consulting Engineer) from Apple Inc.
Podcast Producer is a complete, end-to-end solution for encoding, publishing, and distributing high-quality video (including podcasts) — ideal for university lectures, presentations, employee training and more. For further details please see this link, http://www.apple.com/server/macosx/features/podcast-producer.html
TO REGISTER, please follow this link (also contains a syllabus of this seminar).
http://www.apple.com/ca/chatterbox/09/11/podcast_producer_ce/Winnipeg.html
Regards,
Doug
-------------
Doug Hamilton, BA, MA, APP
Computers-on-Campus; Univ. of Manitoba
204-474-6196 (Ph.)
204-474-7556 (Fax)
http://www.umanitoba.ca/bookstore/
...from:
http://www.nytimes.com/2010/02/04/opinion/04brass.html?th&emc=th
OP-ED CONTRIBUTOR
Microsoft’s Creative Destruction
By DICK BRASS
[Dick Brass was a vice president at Microsoft from 1997 to 2004.]
Published: February 4, 2010
San Juan Island, Wash.
Maye Webb
AS they marvel at Apple’s new iPad tablet computer, the technorati seem to be focusing on where this leaves Amazon’s popular e-book business. But the much more important question is why Microsoft, America’s most famous and prosperous technology company, no longer brings us the future, whether it’s tablet computers like the iPad, e-books like Amazon’s Kindle, smartphones like the BlackBerry and iPhone, search engines like Google, digital music systems like iPod and iTunes or popular Web services like Facebook and Twitter.
Some people take joy in Microsoft’s struggles, as the popular view in recent years paints the company as an unrepentant intentional monopolist. Good riddance if it fails. But those of us who worked there know it differently. At worst, you can say it’s a highly repentant, largely accidental monopolist. It employs thousands of the smartest, most capable engineers in the world. More than any other firm, it made using computers both ubiquitous and affordable. Microsoft’s Windows operating system and Office applications suite still utterly rule their markets.
The company’s chief executive, Steve Ballmer, has continued to deliver huge profits. They totaled well over $100 billion in the past 10 years alone and help sustain the economies of Seattle, Washington State and the nation as a whole. Its founder, Bill Gates, is not only the most generous philanthropist in history, but has also inspired thousands of his employees to give generously themselves. No one in his right mind should wish Microsoft failure.
And yet it is failing, even as it reports record earnings. As the fellow who tried (and largely failed) to make tablet PCs and e-books happen at Microsoft a decade ago, I could say this is because the company placed too much faith in people like me. But the decline is so broad and so striking that it would be presumptuous of me to take responsibility for it.
Microsoft has become a clumsy, uncompetitive innovator. Its products are lampooned, often unfairly but sometimes with good reason. Its image has never recovered from the antitrust prosecution of the 1990s. Its marketing has been inept for years; remember the 2008 ad in which Bill Gates was somehow persuaded to literally wiggle his behind at the camera?
While Apple continues to gain market share in many products, Microsoft has lost share in Web browsers, high-end laptops and smartphones. Despite billions in investment, its Xbox line is still at best an equal contender in the game console business. It first ignored and then stumbled in personal music players until that business was locked up by Apple.
Microsoft’s huge profits — $6.7 billion for the past quarter — come almost entirely from Windows and Office programs first developed decades ago. Like G.M. with its trucks and S.U.V.’s, Microsoft can’t count on these venerable products to sustain it forever. Perhaps worst of all, Microsoft is no longer considered the cool or cutting-edge place to work. There has been a steady exit of its best and brightest.
What happened? Unlike other companies, Microsoft never developed a true system for innovation. Some of my former colleagues argue that it actually developed a system to thwart innovation. Despite having one of the largest and best corporate laboratories in the world, and the luxury of not one but three chief technology officers, the company routinely manages to frustrate the efforts of its visionary thinkers.
For example, early in my tenure, our group of very clever graphics experts invented a way to display text on screen called ClearType. It worked by using the color dots of liquid crystal displays to make type much more readable on the screen. Although we built it to help sell e-books, it gave Microsoft a huge potential advantage for every device with a screen. But it also annoyed other Microsoft groups that felt threatened by our success.
Engineers in the Windows group falsely claimed it made the display go haywire when certain colors were used. The head of Office products said it was fuzzy and gave him headaches. The vice president for pocket devices was blunter: he’d support ClearType and use it, but only if I transferred the program and the programmers to his control. As a result, even though it received much public praise, internal promotion and patents, a decade passed before a fully operational version of ClearType finally made it into Windows.
Another example: When we were building the tablet PC in 2001, the vice president in charge of Office at the time decided he didn’t like the concept. The tablet required a stylus, and he much preferred keyboards to pens and thought our efforts doomed. To guarantee they were, he refused to modify the popular Office applications to work properly with the tablet. So if you wanted to enter a number into a spreadsheet or correct a word in an e-mail message, you had to write it in a special pop-up box, which then transferred the information to Office. Annoying, clumsy and slow.
Related
Times Topics: Microsoft Corporation
So once again, even though our tablet had the enthusiastic support of top management and had cost hundreds of millions to develop, it was essentially allowed to be sabotaged. To this day, you still can’t use Office directly on a Tablet PC. And despite the certainty that an Apple tablet was coming this year, the tablet group at Microsoft was eliminated.
Not everything that has gone wrong at Microsoft is due to internecine warfare. Part of the problem is a historic preference to develop (highly profitable) software without undertaking (highly risky) hardware. This made economic sense when the company was founded in 1975, but now makes it far more difficult to create tightly integrated, beautifully designed products like an iPhone or TiVo. And, yes, part of the problem has been an understandable caution in the wake of the antitrust settlement. Timing has also been poor — too soon on Web TV, too late on iPods.
Internal competition is common at great companies. It can be wisely encouraged to force ideas to compete. The problem comes when the competition becomes uncontrolled and destructive. At Microsoft, it has created a dysfunctional corporate culture in which the big established groups are allowed to prey upon emerging teams, belittle their efforts, compete unfairly against them for resources, and over time hector them out of existence. It’s not an accident that almost all the executives in charge of Microsoft’s music, e-books, phone, online, search and tablet efforts over the past decade have left.
As a result, while the company has had a truly amazing past and an enviably prosperous present, unless it regains its creative spark, it’s an open question whether it has much of a future.
