Based on experiences in the field and in the classroom, here are the top 10 things Intertech consultants and instructors have identified that separate experienced and seasoned Java developers from "newbies." Experienced Java developers know and understand these concepts, topics and APIs. Newbies do not know or are weak in these areas.

Few of the items are core to any application, but many are used all the time in every-day applications. Junior developers often use these items without fully understanding what they do, how they work, or what impact is made without them. Java Masters fully understand them and know how and how not to apply them.

1. Serializable

- an understanding of this marker interface usually indicates the developer has experience in I/O, persistence, and/or distributed technologies.

2. XML Namespaces

- an understanding of namespaces usually indicates the developer has experience in XML configuration and/or SOAP based Web services.

3. Default and no argument constructor

- an understanding of what a no argument/default constructor is and when it exists (or doesn't) is important to working with basic Java as well as JavaBean-based API's like Hibernate and Spring.

4. equals() vs. ==

- a concept that indicates a person's understanding of object oriented technology and basic Java. An understanding of different forms of equal is the foundation for also having an understanding of how other things like HashSet and object identity in Hibernate work.

5. JSTL

- now part of the Java EE spec and one of the most widely used tag libraries; one that demonstrates a basic understanding of JSPs and tag libraries.

6. New Java 5 language features

- to include: 

• Annotations - a powerful feature added to Java 5 and one that indicates how current a developers skills are. Now used in almost every API from Hibernate to Spring.
• for-each loop - a new loop syntax added in Java 5 that indicates how current a developer's skills are as well as an understanding of basic iteration.
• generics – provide type information to collections and reduce the need for casts in code.

7. Unified Expression Language

- now part of basic JSP development but also used in JSF and Spring and indicates a developer's experience in Web development.

8. Design Patterns

- few people have memorized every pattern, but experienced developers know, understand and use the most popular of the patterns like Singleton, Factory Method, Chain of Responsibility. These patterns permeate most of the popular Java APIs like Hibernate, Spring, JSF, etc. If you understand basic design patterns, you have a better chance and understanding the construction (and often the documentation) of these now-important Java application cornerstones.

9. Regular Expressions

- regular expressions are used in String processing, validators, data converters, Web service processing and many other areas.

10. Runtime vs. Checked exceptions

- exception handling is a basic Java function. Many frameworks have started moving to runtime-based exceptions. Experienced Java developers understand the difference and when try-catch blocks or rethrowing exceptions are required.
If you are new to Java development, after you think you have grasped basic Java development, scan this list and see how you stack up. Not that an understanding of these topics graduates you to "Guru" status, but having these probably puts you in good company to tackle today’s application development. Need some help with these topics?

Take a look at Intertech’s curriculum. Give us a chance to knock off a few of these items from your need-to-know list.

Step 1 – Interview Pre-Planning

• Research the employer and their products and/or services at their web site.
• Get a basic understanding of any technologies or tools that they use which you are unfamiliar with.
• Create a list of questions that you believe the employer will ask you.   Mentally prepare answers to these questions using the formula explained under the section Step 2 - At the Interview.
• Create a list of at least 15 questions that you want to ask the interviewer.  You’ll need this many, as some questions will be answered as the employer is talking about other subjects.  As a starting point the following are good questions:
  • What are the key skills you are looking for?
  • What type of team environment do you have?
  • What will I be delivering on the project?
  • What are the skills/experiences of the other team members that I will be working with?
  • Is there a documented set of requirements/spec for the project?
  • Talk to others who you may know that have worked with the employer.  LinkedIn.com is a great tool for finding out who you know who may have worked there.
  • Bring the materials needed to the interview.
  • Bring a notepad to jot notes or your questions on, and take notes during the meeting.
  • Always bring 2 copies of your resume. 

Step 2 - At the Interview
Great interviews should feel like a conversation or dialogue, not an interrogation (question, answer, question, and answer).  By following the items below it will help you set the stage.  Remember, the interviewers are asking themselves, “How can this person help solve my problem?”  Your interview responses and questions need to focus on helping the employer solve their problems. 

• When responding or talking with the interviewer, be sure to use their first name.
• Prior to asking or answering a lot of specific questions get clarification on the position.  For example, tell me about some of the specific problems you need to solve.  Or I was reading/told that you need to solve a connection problem to a DB2 database; can you elaborate on that for me?
• Answer questions using a formula.  When answering questions, talk about your similar/related experiences, 1-2 sentence overview of what the project was about (executive summary) then describe how you used the specific technology to solve the a previous problem.  At the end, wrap up with a question back to the interviewer like… “<<Interviewer Name>>, how do you feel this experience will benefit your project?”.  By ending your response w/ a question you allow them to open up and provide us with more information as well as showing them that we can solve their problems.
• Be prepared to answer specific questions, but your responses should always be framed in the context of the employer’s need.  For instance, if you're asked about your SQL experience, answer by talking about how you would apply your SQL experience to their problem. This tells them that you can do “X” because you have already done it.
• Have your notes focus on problems, main ideas or questions that need to be answered.  You’ll need these later when you land the position.
• ASK QUESTIONS.  Use your prepared list or questions jotted down during the interview.

 
Step 3 - Follow-Up
After the interview, ask the interviewer what the next step would be, and ask them “when can I expect to hear from you?”  Let them know that if you haven’t heard from them by then you will follow up with them.
Send the interviewer(s) a hand-written thank you note afterwards.

After months of looking for work, you’ve finally landed a great new job. Now what? First, congratulate yourself on making it through what probably was a grueling recruitment process. The employer picked you from all the other candidates. You obviously made a good impression and people believe you have what it takes to do the job. Now it’s time to get to work making sure you live up to your new employers’ expectations!

Specifically, make a plan for your first 100 days in office and then execute your plan with intelligence and passion. Since you are the rookie, all eyes will be on you. This is why you need to be especially at the top of your game during the first 100 days of your new job. Make sure you display a positive attitude, take initiative, find ways to keep learning, look for opportunities to showcase your unique talents and skills, and remain highly motivated.

The first 100 days plan

The plan should include specific accomplishments and objectives, along with a detailed description of the measurements and milestones you will use to measure your progress. Breakout the goals you’d like to achieve in the first 100 days and measure them every day.  The plan should be performance-based and showcase your skills and talents.    Rely on a mentor to keep you on pace with your goals. Your mentor could be your friend, colleague or significant other.

To ensure your plan will be successful have definite objectives and keep them transparent.  Keep in mind this plan reflects on you and not others.  Define what you want and when you want it, but always be mindful of the importance of earning your place within the company. Regardless of how you got in the door, always strive to be worthy of your position and never fall victim to “entitlement” traps in your career.  Entitlement attitudes are the pink slip waiting to happen, even for the president of the United States.

Presidents always have understood the importance of a strong start. President Obama’s first 100 days in office were focused on achieving early success by providing immediate economic relief, as well as setting a foundation for long-term reform in America.  The same strategy also was used by an earlier U.S. president, Theodore Roosevelt.  During President Obama’s and Roosevelt’s first 100 days both showed tremendous poise, exuded optimism and instilled confidence through their attitudes and persona. 

So take a lesson from the Oval Office as you develop and execute your plan by including your attitude.  Having a positive attitude and one that displays gratitude to your employer will help you achieve your goals. In today’s economic market, your expectations might include what you bring to the job that will provide immediate relief to the company (i.e. more sales, more efficient operating system or perhaps motivating and leading others).  If you believe your unique talents and skills can be put to work immediately, put it in your plan and prove it in the first 100 days.

Executing your plan with a sense of urgency and passion will gain the positive attention of others and assist you in accomplishing your objectives and goals. One of the rewards for accomplishing your goals may include the fact that you do feel like you “fit in” and that you have earned your place in the company. 

Included in my personal plan are these two critical words:  “Take Initiative” (I miss 100 percent of the shots I never take).  I measure this goal every week by writing down what action I took at work that defined me for taking initiative.  The point with this goal is to always remind myself that no matter what personal challenges I may face in the first 100 days, I need to be as proactive as possible in order to expect positive results. 

Your plan also should include learning or education. This can be as simple as asking questions, reading industry-trade publications, being open to all training opportunities and not being afraid to fail in your first 100 days.  If you are not succeeding, go practice, tweak your plan and try again.  Remember, you are the newbie and most employers expect you to occasionally fumble and get scratched up a bit.  Good employers will respect you more for how you solved your challenges than what led to you to fail in the first place; just don’t repeat the same mistakes.

Finally, figure out whatever it takes for you to keep the fire in your belly burning. Staying excited about your work is a key to success.

This is a continuation of a previous post

11. Take Blame.  Give Praise.  Author Jim Collins shared that great leaders “Look in a mirror when there’s a problem and look out a window when there’s success.”  Give praise.  Congratulate and thank in writing.  When someone’s had success, ask them how they did it.  They can relive their glory for a few minutes.  If a problem happens, own your part.  If a problem happens with someone on your team and you’re dealing with your client or end customer, take responsibility.
12. Shoot for a career not a job.  Know your business, your industry, and your profession.  When it comes to your firm, know the stock price, leadership changes, new products, and news.  When it comes to your industry and profession, read, understand trends, stay current. 
13. Act the way you want others to act.  Attitudes are contagious.  People cannot control your emotions – only you can.  If you are upset and not sure if you should say something – don’t.  Rarely will people think you acted unprofessionally if you say little or nothing.  Don’t accept a “gift” of anger.  In line with controlling your emotions, don’t respond in kind when someone is angry.  By not accepting their gift of anger – it remains with them.
14. When there are problems, think and speak solutions.  If the focus is on me, my hurt feelings, what happened in the past, gossip etc., time ticks away as laundry lists of bad feelings build and emotions boil.  Meanwhile, the solution is still waiting to be discovered.  Engage in direct communication.  Venting to a third party doesn’t change any situation and can disrupt office harmony.  Address concerns, criticisms and wants to the appropriate members (those who have the power to make changes to policy or guidelines) of the company.  Use I statements.  I statements make our thoughts clear to our listeners.   You statements imply blame.  Don’t take it upon yourself to represent the concerns of coworkers.  Each employee is responsible for stating his/her own concerns and suggestions.
15. Lead up… When you bring your manager a question or a problem, bring along a few possible solutions.  Be ready to tell your manager which solution you think is best and why.  Don’t use the manager’s time to think through the problem if this is something you could do beforehand.  Prepare your manager for bad news early.  This allows your manager time to help you, defend you, or prepare other parties for what is to come.  Once you’ve owned and defined the problem, cut to the quick in finding a solution.
16. Seek to understand before you seek to be understood.
17. Adversity reveals not builds character.  It shows others how we are “wired” at our core.  Leadership at your firm and your end customer will reward and remember you behaving with character and being committed to solving the problem.  “I don’t know” is okay, especially when teamed with “I’ll find out.”  This is much safer than bluffing.  It shows you are honest and you are not panicking in the face of a challenge.  If you follow up with an answer quickly, it shows you are responsive.
18. Understand negotiation.  More successful negotiations occur over lunch, dinner and in the hallway after hours than occur at a conference table with one side pitted against another.  Reaching agreement requires trust.  Trust doesn’t get built without work and understanding.  Invest in the relationship and get to know the person with whom you will be working.
19. Understand the human condition... 
    • “You never get a second chance to make a first impression” isn’t correct.  Data shows we remember the finish more than the start.  Finish strong.  
    • If you have bad news, give a choice.  Giving a choice, even if it’s between two bad scenarios, makes the receiver of your news feel like they have some control.  Having control in a situation creates less stress. 
    • Extend Wins, Cut Losses.  In a study, participants were given a choice.  They could win $5 twice or win $10 once.  Most choice to win $5 twice.  In this same study, participants were given a choice to lose $5 twice or lose $10 once.  Most chose to lose $10 once.  When dealing with others, if good news arises, share it as it comes.  If you have bad news, it’s better to unveil it all at once.
20. Focus your mind on what you want.  The multi-billion dollar success industry is best summed up by one of the early pioneers, Earle Nightingale.  He said, “We become what we think about.”

Below is the first of a two-part posting on getting promoted.

1. Do what you say.  Finish what you start.  Be on time.  Say please and thank you.  Be friendly.  Smile.  While a lot more is needed to have success in a job, it’s rare to consistently miss one of these and zoom your way to the top. 
2. Over perform.  It’s said a person behaves as though they’re in the position above them before they get a promotion.  If you’re not sure of the job standard or what’s expected, ask.
3. Proactively help.  There are a lot of moving parts in an organization.  Those that step up and create solutions for problems without being asked, get noticed.
4. When help’s requested, step up.  When opportunities arise to help on something outside of your current role, do it.
5. Put the firm first.  When it comes to decisions that could “go either way” – in favor of you or in favor of the firm – err on the side of the firm.  If you’re in a responsible organization and they see you doing this, they’ll probably offer up what you wanted in the end.  Don’t work the edges, live in the grey area, or shirk responsibilities.
6. Show care.  When it comes to events in the lives of your co-workers or team members, show concern.  If they’re having issues, demonstrate your care and offer support and help.  Be there for the big events.  The former mayor of New York, Rudy Giuliani, said, in response to attending events of his employees “Weddings are optional.  Funerals are mandatory.”
7. Promote your firm.  Say good things.  If you’re a writer or speaker, do so on behalf of your firm.
8. Build cooperation.  It’s rare to get something done in an organization (including getting promoted) as an island.  If you need cooperation, ask for it.  If people say they’ll support you, they’ll want to follow thru on that commitment.  In 1987, a social scientist named Anthony Greenwald asked voters on election-day eve if they’d vote.  100% said yes. On election day, 86.7% of those asked went to the polls compared to 61.5% of those in the “control group” who were not asked. 
9. Be liked.  Some might say—ala Patton or other stern leaders—this doesn’t matter.  It does.  Author and social scientist Robert Cialdini, said, “People prefer to say ‘yes’ to those they know and like," People are also more likely to favor those who are similar to themselves or give them compliments.   According to Cialdini, in 2005, Randy Garner mailed out surveys to strangers with a request to return them. The request was signed by a person whose name was either similar or dissimilar to the recipient’s. For example, Bob Johnson might receive a survey request from Rob Johnston.  According to the study in Yes!, "Those who received the survey from someone with a similar-sounding name were nearly twice as likely to fill out and return the packet as those who received the surveys from dissimilar sounding names."
10. If you want to be in leadership, know what leadership means.  Dale Carnegie does a great job making leadership, a word that’s overused, tangible.  According to Carnegie, leaders:

• Define a vision
• Build understanding of the vision throughout the team
• Create strategies and work plans to accomplish the vision
• Align the goals of individuals to execute the strategies and work plans
• Delegate and define performance standards
• Hold team members accountable to standards and work plans
• Plan
• Communicate
• Praise team members
• Gain cooperation
• Solve problems
• Take sensible risks
• Help grow the skills of team members
• Celebrate success

Look for tips 11-20 in a follow-up posting...