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Is the CIO job stretched to the breaking point?
The job of the CIO has always been a big topic for us on SearchCIO. Over the years we've kept close tabs on what the CIO job entails and read the tea leaves on where it is headed, examining, among other parameters: reporting structures (Remember when it was considered the kiss of death to report to the CFO?); salaries; bonuses; C-suite alliances (e.g, the current notion that CMOs and CIOs should be best friends); potential rivals for the top IT job (chief data officer, chief digital officer); career blunders (talking about uptime using the numeral 9).
In recent months, chatter about the role of the CIO has reached fever pitch, and not just in industry publications like ours where you'd expect such discussions but in the mainstream business press as well. I think this is because it has dawned on many of us how really difficult (maybe impossible?) the role of chief information officer has become. The traditional purview of the CIO — to ensure reliable, secure, efficient and cost-effective IT systems — is still a requirement of the job ("table stakes," as the hotshot CIOs like to say), but with the digitization of businesses (and that's every business, from the corner pizza shop to the industry giants) many new responsibilities now come with the job. How are CIOs dealing with their ever-expanding set of duties?
Bi-modal IT
One trend that IT consultancy Gartner Inc. is seeing is an approach it's dubbed bi-modal IT: on the one side, the safe, industrialized IT that delivers services and enables the business; and on the other, the fast, experimental, exploratory IT that helps the business compete in the digital domain as the other.
"More and more of our clients are moving in that direction," Dave Aron, a Gartner fellow and VP specializing in IT strategy, told me.
Under this structure, the CIO typically has put in place a deputy of IT. "The title very much varies, but what we're talking about is a chief operating officer of IT. And the relationship is very much like a CEO-COO relationship," Aron said. The CIO is freed up to look at digital business and the COO of IT, or deputy, "runs everything, the whole show, day to day."
In Gartner's recent CIO survey of some 2800 IT leaders, 47% said they have that "kind of COO under them," Aron said, but added that the survey result strikes him as high. "Anecdotally, I feel like it's a smaller number, maybe a third of CIOs who have this arrangement," he said.
Three components of the digital CIO role
So what does the digital CIO actually do? Gartner breaks the role down into three components: outside-in thinking; inside-out thinking; and IT integration.
Outside-in: In this role, the digital CIO is not thinking about the current business, Aron said, but about what is happening in the digital world and the risks and opportunities it represents for the business. This is the kind of thinking that often results in "very unusual business extensions," Aron said, such as mobile phone operators becoming banks, or drugstore chains becoming large healthcare providers. In this aspect of their jobs, digital CIOs might ponder, for example, what Bitcoin means for financial transactions or 3-D printing means for supply chains.
Inside-out: While these digital CIOs are busy figuring out where the digital world is taking their companies, they simultaneously must be thinking about what this digital evolution means for their companies' internal capabilities. Aron gave me the example of a large bank whose infrastructure was designed for a few million customers who used to visit their branch banks maybe once a month to conduct business. Today, any one of those millions could be transacting with their bank 10 times a day from their smart phones. Part of accommodating this new business paradigm may involve hiring for new skill sets, for example, and using the cloud and other new IT infrastructure, Aron said. Digital CIOs need to be on top of this.
Digital integration role: "This is making sure that as the world gets digital, and we are using all sorts of omnichannels, we don't make a big mess," Aron said.
Beware the CSO (chief strategy officer)
For the record, I asked Aron which of these three aspects of the new CIO job are today's CIOs best prepared for. Not surprisingly, he said the second and third aspects of the role (inside-out and integration) are probably more in the traditional CIO's wheelhouse than that "outside-in" role.
"That aspect of the role feels more like an extension of the chief strategy officer role than the CIO role," Aron said.
My questions for you: Have you hired a deputy CIO? Do you consider yourself a digital CIO?
Let me know — email me or find me on Twitter @ltucci.
Do you need to fire your IT organization to drive IT business transformation?
The CIO conferences put on by Global Business Events (GBE) are closed-door affairs intended to give IT leaders an opportunity to hear how their peers are solving problems and breaking new ground with IT. These are peer-to-peer forums where the emphasis is on a candid exchange of ideas. As a condition of listening in, SearchCIO doesn't name names but does report back to our readers on the issues. IT business transformation, for example, was a hot topic at GBE's October event in Chicago.
At GBE's most recent CIO event in San Francisco, the T-word again loomed large. Transformation — of the business, IT organizations, of security strategies, and of a personal nature (the panel I moderated explored whether CIOs are next in line to be CEOs) — was the theme, if not the title, of just about every session on the agenda. One talk, in particular, hit me hard, because it suggested that for CIOs to use technology to drive real change they may well have to fire a large portion of their IT workforces.
The case study involved a large healthcare company that depends heavily on technology. It has the largest EMR implementation outside of the U.S. government. In recent years — thanks in large part to technology — this company has seen a 57% reduction in medical errors, 26% fewer office visits, made 37.4 million test results available online to its patients and helped drive a 27% increase in patient self-management of chronic diseases. When the now SVP of infrastructure joined the company six years ago, however, he said he and fellow executives "faced a difficult decision."
"We decided that IT could not improve quickly enough … and implemented a large-scale IBM outsourcing," he told the audience.
Business agility no matter what
For the first two years post-IBM outsourcing the internal IT focus was "all foundational," he said. He brought in ITIL best practices to improve IT availability and reliability. The "next frontier" was speed and service, with the lofty vision of one day being able make technology provisioning "as easy as Amazon does."
So, with the help of its outsourcing partner, IT embarked on a major private cloud initiative that automates a lot of IT infrastructure provisioning — "Computers can build computers much better than people can," as he put it — and this private cloud is already transforming the healthcare's business processes. He said he's now looking to do the same for app dev by implementing Agile methodologies.
So, a great story and triumph for an IT leader — that also required a massive shakeup of the internal IT organization, the loss of hundreds of IT jobs and some fierce maneuvering to transform IT services.
In order to pull off the cloud provisioning, for example, he built a small team of people — half from IBM and half from internal IT — and said he made sure he had their backs. "I walled this team off and protected them all the way up to implementation," he said.
The ripple effects on IT jobs of this IT business transformation continue to this day. For example, the move to the cloud and agile software development is proving to be the death knell for project managers. "The projects go right through and we do not need project managers," he said.
But without these personnel and process changes, IT departments cannot possibly compete against the big public IT providers, he told his peers. "If we don't provide that level of service, IT departments will be out of business."
Et tu?
So, as CIOs and business leaders, are you facing the same difficult decision? Can your IT team improve fast enough to drive IT business transformation, or are layoffs in the offing? I would like to know — and understand that this is confidential information.
Mobile Wallets are about more than just payments
As of yet, no company has cracked the mobile wallet space. But that doesn't mean it won't happen eventually. The tipping point, according to Forrester Research Inc., hinges on seeing mobile wallets as a marketing platform. In a new report, "The Future of Mobile Wallets Lies Beyond Payments," the Cambridge, Mass.-based research and consulting firm argues that companies that can successfully build a mobile wallet that also doubles as a marketing platform will "win" because they actually will be giving consumers what we want: a better, more personalized shopping experience.
The thesis resonated with me. I first heard of this concept of mobile wallets being about more than just payments when I visited Paydiant, a Boston-based startup which provides the technology behind the mobile pay app CurrentC. I was there to film for my Startup Spotlight series (check out Paydiant's video here). Paydiant's co-founder and head of products and marketing, Chris Gardner, in fact, said this is one of his company's big missions: "We have to prove what we've been saying for the last three or four years. [And that] is that mobile's a marketing platform; it's a very powerful way to interact with your consumers and it's not just about payment."
Companies like PayPal, Apple, and Google have seen the light, according to the Forrester report.
"Apple Pay is critical in that it offers consumers a more secure and convenient checkout experience. However, the key to Apple's wallet lies in the central role of Passbook, where consumers can easily save and organize branded content," the report said, referring to the content that blurs conventional advertising content with editorial content, or other content, making it difficult to differentiate what is advertising and what is not.
Google, for its part, is not focusing on payments but instead is more interested in the transaction data in order to use that information to strengthen its advertising business.
Forrester predicts that brand name companies will have to figure out how to partner up with mobile wallets if they want to keep their marketing messaging front and center with the mobile device-carrying-hoards.
How companies can take advantage of mobile wallets
Forrester advises marketing leaders to take advantage of this emerging opportunity regardless of who wins the mobile wallet war.
"Marketing leaders will benefit from mobile wallets if they tie together loyalty programs, coupons, product discovery, gift cards, and promotions to create powerful and new brand experiences in the mobile moments of their customers," the report said.
Here's Forrester's advice for marketing leaders to make the most out of what mobile wallets have to offer:
- Test existing mobile wallets' marketing capabilities. Players like Urban Airship, Passkit, Passworks, and Vibes, all mobile marketing solution companies, can help marketers manage mobile wallet campaigns by driving foot traffic, and updating content and offers, the report said. These campaigns are valuable because they "will let marketers know the most efficient distribution channels (e.g., SMS, email, direct mail, or mobile ads) to engage customers within mobile wallets," the report said.
- Plan for relevant, location-based, real-time offerings. To make the most of mobile wallets, the report said, marketers will need to strike a balance of adding location and time-sensitive offers to their approach without being too invasive or intrusive. Unfortunately, more often than not, brands tend to have imprecise location information about their stores, the report said. Marketing leaders need to be very precise and know what notifications to send when and based on the customer's location. For example, sending push notifications once a consumer is at the entrance to the mall, the front door of the store itself, or even in specific areas of the store. The report said that some startups, like Tapcentive, can help marketers achieve this.
- Mobilize loyalty program and regularly update branded content. Marketers should pay attention to how mobile is changing customer loyalty, the report said. This is because access to loyalty rewards is in high demand from consumers and happens to be the one that is the least integrated in mobile wallets today. The report said that third-party mobile wallets will offer the opportunity and can help to integrate basic rewards features for frequent shoppers. A key success driver, the report said, is the ability to update brand content and make it socially available.
Let us know what you think about the story; email Kristen Lee, features writer, or find her on Twitter @Kristen_Lee_34.
Strategic partnerships are characteristic of innovation-ready companies
In her recently published book The New IT: How Technology Leaders are Enabling Business Strategy in the Digital Age, author Jill Dyché lists the characteristics of an innovation-ready company. One of those characteristics? Building strategic partnerships.
These partnerships aren't like the partnerships of yesteryear where a project was chunked by task and then assigned to whoever might do that work best. Strategic partnerships are built on collaboration, Dyché said. "The quid pro quos are different," she said. "It's not just about financial quid pro quos anymore like classic partnerships. It's more about new ideas, product improvements and incubation of new functionality as well."
By way of example, Dyché pointed to Ron Guerrier, vice president and chief information officer at Toyota Financial Services (TFS). "Ron has an innovation lab where his vendor partners are invited to come in and essentially do what they do best," Dyché said. They can test out a new application by loading it onto one of the tablets in the innovation laboratory, and the business folks can give the app a test drive.
Guerrier will get feedback from the business through an automatic Q&A on where the application succeeds and where it falls down, but so will the vendor, who can use the feedback to drive bigger improvements. "The partnership is not only a delivery partnership, it's also an incubation partnership, if you will, a product roadmap partnership," Dyché said.
Tapping talent outside the four walls
Building strategic partnerships means recognizing that the internal ecosystem isn't enough if businesses want to remain competitive. Here's how Karen Dahut, vice president of the strategic innovation group at the consultancy Booz Allen Hamilton, put it at the recent Chief Innovation Officer Summit in New York City: "Companies that believe that the best ideas only reside in their brick and mortar will not be successful. You have to engage in the broader global ecosystem."
Booz Allen did just that when it partnered with Microsoft and Intel and Allscripts to build Allscripts Wand, a Windows 8 tablet-based application for the medical records organization. "Great innovation happens when great companies work together, partner together and collaborate in meaningful ways," Dahut said.
And it means tackling big questions and paving the way for new markets. Cathryn Gunther, vice president of strategy and commercial model innovation at Merck & Co. Inc., talked about how the pharmaceutical giant is trying to improve customer engagement. "We're working with a variety of different technology companies," she said at the Chief Innovation Summit. "[The list includes] vendors to design some platforms to improve the engagement of consumers and their health in conjunction with their healthcare providers."
CIOs are embracing software defined networks
CIOs and IT professionals have been slow to adopt software-defined networks for a number of reasons: security concerns, lack of familiarity, and the lack of skill sets required of employees. But attitudes are changing, according to a new survey from Logicalis, the international IT solutions and managed services provider.
The firm's second annual Optimal Services Study, a survey of top IT pros spanning 24 countries, found that 61% of the CIOs who responded said they expect software-defined solutions to impact their IT services and delivery strategies over the next three years, 34% said over the next two years, and 10% said over the next 12 months.
"Using the kind of policy-driven, programmable toolsets made available through software-defined solutions, CIOs can free time and resources that can be better spent focused on IT service delivery and management throughout the enterprise and can both reduce cost and complexity as well as increase the speed and flexibility with which they can respond to IT requests going forward," Mike Martin, senior vice president of Solutions and Services at Logicalis, said in the report.
According to various articles, there are many benefits to utilizing SDNs. It can help lower costs because SDN eliminates the necessity to buy expensive hardware that is needed when it comes to traditional network upkeep. SDN also means the network administrator or engineer can simply add more virtual switches or routers instead of physically visiting each switch router. And it also allows for the flexibility to move to the cloud, whether public or private, as well as allows network engineers and administrators to respond quickly to changing business requirements.
However, this move towards utilizing SDNs does require a new set of skills from IT, and it seems CIOs are willing to pay a premium for these skills. The survey found that 65% of the CIOs who responded to the survey said they are prepared to pay more for the skills required to make the most of SDN solutions; a fourth of the CIOs said they would pay 5% to 10% more and a fifth said they'd pay 10% to 20% more.
Even better, SDN skills paired with business acumen
Want to be even more valuable in a CIO's eyes? Then, according to the report, pairing IT skills such as SDN knowledge, with business acumen is the way to go.
"CIOs are recognizing that, as they transform their IT departments to be internal service providers, they will need to embrace the move from technology management to business service delivery, something that requires a new type of skill set with an emphasis on melding technological understanding with business acumen," Martin said.
This value of business acumen coupled with IT skills was apparent in the survey with 64% of the CIOs responding that they first look at business skills like communication, service management, and business analysis.
"Each CIO will be examining the organization's staff, investing in and cultivating the business skills of existing IT team members as well as replacing outdated technology skills and people with those that understand the shift to a world where business needs now dictate technology decisions," Martin said.
The secret to rationalizing applications
After five decades of enterprise application bloat, it's finally happened: The business is getting on board with IT and agrees that there needs to be fewer applications. That's what Forrester analyst Phil Murphy writes in "The Secret to Rationalizing Applications: Start With the End in Mind".
For years IT has had to live with disorganized and bloated application portfolios that have sucked up time and money because the business side hasn't fully understood the depth of the problem. But that is starting to change.
The reason the business is starting to wake up and see that a bloated application portfolio is an expensive problem, Murphy writes, is because of the elephant in the room: the "keep-the-lights-on" expense of existing application portfolios. In some firms, these portfolios exceed 90% of the technology budgets, leaving just 10% for innovation, meaning application bloat is a business problem now. If rationalization is done and done correctly, he writes, then this "keeping-the-lights-on"-to-innovation ratio can be brought back to a more acceptable level — for example 80/20 or, even better, 50/50 — and therefore can free up funding and people resources so that more innovation can happen.
Still, wanting to do something doesn't make it so. Although companies have realized it's in their best interest to rationalize their application portfolios, Murphy writes that, unfortunately, many rationalize incorrectly. Based on hundreds of client inquiries, Murphy has found that most companies attempt to rationalize their application portfolios two or more times before seeing any real success. Others just give up after the first failure.
How to incorrectly rationalize applications
Murphy writes that Application Development and Delivery (AD&D) leaders that fail often follow a predictable series of steps:
– They create a list of application names.
– They gather metrics about each application over several months. For example, technical make-up such as platform, language, database, vendor, user satisfaction, and some indication of the applications' business purpose.
– After this information is collected, it is dumped into a spreadsheet. However, spreadsheets have limitations and at this point companies begin to struggle to relate data elements together to compose a meaningful view.
– Then companies try to draw some insight from the data they have collected and this is where a "Eureka!"-type moment should happen. The depth of the problem should become clear, and the data should point business leaders to an obvious redirection of resources.
But it often doesn't.
So why does this strategy not work? AD&D leaders often step into this process without first figuring out what they are going to do with the data they've collected, leaving them with data that yields little usable information.
This is the point where AD&D either simply gives up or they try again. The only problem is that people who were onboard with the project before are now skeptical and so the project may receive some opposition.
How to successfully rationalize applications
So how do you successfully rationalize your applications? Murphy's suggestion to AD&D leaders is to start with the end in mind. Here's his four step process:
- Define the goal. Murphy writes that portfolio management and app rationalization share the same goal: transparency into resource allocation and consumption. He argues that transparency into consumption patterns will bring insight into how consumption may need to change.
- Define the problem. Why do you need more transparency into resource allocation and consumption? What problem might this solve? Is it to reduce operation costs, reduce waste, eliminate redundant apps, increase resources for innovation?
- Define the audience. Who are you trying to convince that applications need to be winnowed? Are you talking to developers? Technology management professionals? The data you collect on application bloat and the insight you provide needs to be tailored to your audience. If your audience is business leaders or executive management, Murphy advises avoiding technical jargon and metrics to try to win them over.
- Define (and collect) the data that will resonate with your audience. Figure out which data (or combinations of data) will create a compelling story for whomever it is you are presenting to. Then go out and get it, working with other departments, such as finance and internal audit, if need be, to get it.
Though in the past this has been solely an IT issue, it is no longer that way. Successfully cleaning out your application portfolio will not only save money but allow IT more time to innovate — two important features if you want your business to thrive.
Let us know what you think about the story; email Kristen Lee, features writer, or find her on Twitter @Kristen_Lee_34.
Digitization pushes business leaders to make tech decisions
Digital trends are transforming how businesses work, Abbie Lundberg, president of Lundberg Media, a content and engagement company specializing in CIOs and digital business, said at the Oracle CloudWorld Conference in Boston last month.
In order to make the transformation to digital business and remain competitive, Lundberg said companies must recognize that traditional IT leadership isn't enough anymore. Businesses must foster digital leadership, which requires IT and the business to work together to make technology decisions.
Lundberg's advice stems from a 2014 survey of 750 business and IT leaders conducted with Harvard Business Review and Oracle probing IT leadership roles in the digital age. One interesting statistic she found was that 60% of respondents said they were directly involved in making IT decisions. However, only 27% of those respondents actually worked in IT.
"So this is a real shift that we're seeing today. If we'd asked this question a few years ago we never would have seen these kinds of numbers," Lundberg said.
For example, nearly half of respondents said that within their companies cloud management is now a blended responsibility between IT and the business. (The more technical aspects of cloud, such as deployment and integration, remain more the domain of IT.) Specifically:
- 26% of respondents said that IT and the business were equally responsible for cloud deployment.
- 27% said IT and the business were equally responsible for integration.
- 46% said IT and the business were equally responsible for vendor selection.
- 47% said IT and the business were equally responsible for cloud requirements.
"There was almost unanimous support for this idea that collaboration is really critical to getting value from IT investments," Lundberg said, adding that she is starting to see more crossover roles in IT and the business.
For example, the head of marketing at a major credit card company is in the process of getting his master's in information system process management. "He sees that as his future. The future of marketing is technology," Lundberg said.
Emerson recalibrates to serve digital customers
Emerson, a St. Louis-based global manufacturing and technology company that is one of the largest power equipment manufacturers in the United States, is an example of an old-school business that is taking digital leadership seriously, Lundberg said, citing a talk she heard by the company's president and COO, Edward Monser.
"He said something that really made me sit up. He said changing models for customer engagement because of digitization was one of the top three risk factors that they discussed with their board of directors," she said.
The 125-year-old Emerson has built its business on cultivating long-standing relationships with certain companies. However, those customers are now bringing new people in who have different needs and a different way of working. Emerson needed to adjust.
Recognizing that collaboration within the company was needed, Monser along with Kathy McElligot, the CIO of Emerson, and head of strategy, created a business IT strategy board comprised of 25 leaders, with McElligott as the only board member from IT, Lundberg relayed. This board meets four times a year to discuss business strategy and dive deeply into specific topics such as information security, and the digital customer.
McElligott told Lundberg that traditional business and IT "lines have blurred. IT is extending into marketing and engineering… The business now has to learn about IT and how it works."
Let us know what you think about the story; email Kristen Lee, features writer, or find her on Twitter @Kristen_Lee_34.
Wearables take on Parkinson's disease
Intel Corp. really, really wants to drive the wearables bus. At the International Consumer Electronics Show (CES) earlier this month, the chip company unveiled Curie, a "system on a chip" or SoC that's no bigger than a button. The tiny computer chip can be fitted into things like bracelets and bags and sunglasses and was designed specifically for wearable device developers.
Jewelry and sunglasses and even wearable cameras that can fly aside, Intel's wearable interests are bigger — and much more interesting — than just retail. Last August, the company announced it was forming a new partnership with The Michael J. Fox Foundation for Parkinson's Research. To help advance the understanding of the neurodegenerative disorder, Intel outfitted 16 patients and nine control volunteers with wearable devices that collected data 24 hours a day, seven days a week, to track things like sleep quality and tremors.
These smart watches are "generating 300 measurements per second — roughly a gigabyte of data per day, per patient," Ron Kasabian, vice president of big data solutions at Intel, said at Strata + Hadoop World in New York City last fall. "We take that data, take it from the device through the patient's handheld or cellphone and load it into a cloud-based infrastructure we built."
The streams of data are ingested and cleansed. ("The accelerometers in some of the devices occasionally emit inaccurate measurements, so we clean those out," he said.) And then the data is loaded into Hadoop, a distributed computing framework that can process large data sets, for analysis.
Compared to the information collected from the traditional dexterity tests given every three to six months to Parkinson's patients, the streams of sensor data are a potential goldmine Kasabian said. In the future, researchers are hoping to profit from the power of big data by combining de-identified patient data to uncover correlations that can answer questions such as why the disease progresses faster in some than in others.
Cloud 2015: Unrelenting disruption of traditional IT
In this third of three blog posts on IDC's IT outlook for 2015, analysts tackled the topic of cloud.
Here IDC's Robert Mahowald, program vice president of SaaS and cloud services; Mary Johnston Turner, research vice president for enterprise system management software; and Rick Villars, vice president of data centers and cloud, outlined three ways in which the cloud will shake up IT ecosystems in 2015 and how IT leaders can prepare.
Hybrid cloud adds complexity to IT environments
IDC predicts that by 2016 more than 65% of enterprise IT organizations will commit to hybrid cloud technologies.
"This is going to really drive a number of changes across the structure, management, and just operational velocity of many IT organizations," Turner said.
Enterprises are being driven to adopt hybrid cloud for a number of reasons, Turner said. These include the need for cloud service diversity, the demand by end users for more and more self-service IT, and the growth of OpenStack and open source containers.
"So for IT organizations this is going to create an environment where the real demands for what you have to do every day are not so much about the care and feeding of individual components but really about ensuring the end-to-end delivery of IT services, or IT as a service, that's defined in terms of policies and SLAs and user experience and compliance," Turner said. "And for many enterprise IT teams it means that you're going to have to do a lot of learning in a quick amount of time."
IT is going to have to master new tools and standards as well as understand what's going on in open source, because Turner predicts open source will be an important enabler for hybrid environments.
How complex will these hybrid cloud environments be? IDC estimates that 60% of enterprises will probably subscribe to 10 or more cloud services and IT will not always know about all of them. On top of that, 25% of those services may go out of business in a couple of years, Turner said.
"So it's going to be a very dynamic, fast changing kind of churn to IT environments which is very very different to what we've seen traditionally where change was really centrally planned and managed and executed slowly," Turner said.
This means there will be a lot of concern around maintaining the performance and security for all kinds of applications.
Turner said IT teams along with major stakeholders will have to jointly review corporate policies around issues such as data protection and risk management to really make sure those policies are appropriate for a hybrid cloud architecture.
Data privacy regulations will determine cloud use
IDC predicts that in 2015 65% of the selection criteria for enterprise cloud will be shaped by efforts to comply with data privacy legislation.
"We think there's going to be a muddle of sorts for a year or so when the SaaS and PaaS providers begin to branch out from where they're hosted to get at the new geographies," Mahowald said.
He added that these providers don't fully understand who will be responsible for not only the SLA but the end-to end-security as they branch out. Making matters more complex, the end-to-end service will likely involve a whole chain of cloud providers.
"It used to be, you know, I bought software, I installed it in my data center, I ran it locally, it was pretty easy to figure out where the fault might lie. Now all of a sudden there's a chain of providers each providing a discrete piece of either capability or delivery and that makes it much more muddled," Mahowald said.
However, Mahowald said new services are emerging, such as "indemnification as a service," that help to figure out who is responsible for what between providers and who will bear the monetary costs should there be losses.
Even so, Mahowald urges companies to do their due diligence and make sure they are getting what they need in terms of compliance.
Enterprises — in addition to having a governance, risk and compliance committee — should also form a service management team as part of the CIO/IT team. The service management group is in charge of implementing cloud technologies within the organization. He urged CIOs to join CISOs in learning the laws that govern privacy and compliance issues. It is increasingly important for IT professionals to be aware of and learn about the legal aspects of cloud computing — whether privacy laws or dealing with cloud contracts or local laws, Mahowald said.
"At the end of the day when the lawyers show up we think it's super important to have an understanding of where your data and your assets are when they're not in your data center," Mahowald said.
Managing risk in sourcing IT services
IDC predicts that in the next year or so 75% of IaaS provider offerings will be redesigned, rebranded, or phased out.
"We do expect to see some players who announced significant cloud efforts over the last couple of years to begin to back track from those or phase out those efforts," Villars said.
Because many of the initial cloud implementations that service providers built are proving difficult to enhance, change, and modify, Villars said providers are now rethinking and changing their cloud services.
"We see many [service providers] going now and making significant [re-architectures] in their environment to create more evergreen networks or evergreen solutions that will allow them to be much more flexible about continuing to introduce new technology, introducing new capabilities without having to do a major rebuild," Villars said. However, over the next couple of years this transition will be a significant issue for companies to sort out, Villars said.
And companies will have to incorporate the ability to switch vendors into their IT planning and governance processes.
Villars gave two pieces of advice to help companies deal with this transition.
- "Go back to service providers that you're currently working with as well as those that you're evaluating [and] demand deeper insights into the road map, into how the road maps are going to enable this kind of evergreen operation so we don't have to go through these kinds of rebuilds again."
- He also said to make sure that, when your company is talking to a service provider, "refresh cycles" or rebuilds are not part of the conversation. "This is supposed to be an evergreen environment so make sure the conversation is including that idea of long term [continuous] operations."
For more IDC 2015 forecasts check out IDC prediction for IoT 2015: It's a doozy and IDC 2015 security predictions: How to keep up with the bad guys
Let us know what you think about the story; email Kristen Lee, features writer, or find her on Twitter @Kristen_Lee_34.
IDC 2015 security predictions: How to keep up with the bad guys
As 2014 draws to a close, security is at the forefront of everyone's minds. The most recent unsettling security incident is North Korea's alleged involvement in the Sony data breach and the implications of that type of cyber attack for other private companies. How should companies prepare for security in 2015?
"The bad guys are going to grow," Pete Lindstrom, IDC research director of security products, said during the company's recent 2015 security prediction webinar. "They're going to adapt and innovate, and so we have to really mirror and match that and hopefully get ahead of them in some ways moving forward."
An attacker can innovate faster than a regulation, warned Lindstrom. "We have to keep in mind that these folks are nimble and they're going to get around any kind of… enforced controls that are out there," he said.
Here are four areas of security outlined in the IDC webinar that IT leaders should consider for 2015:
Risk-based budgeting
The first step is to figure out where to invest your money. Companies don't have enough money to do it all and protect everything, so some analysis is needed to figure out where to strategically invest.
"You need to put this whole concept of risk mitigation on the top of your agenda," Charles Kolodgy, IDC research vice president of security products, said. "Many more organizations will have to start looking at their security spending by risk because they just don't have enough money… to protect [everything]."
Kolodgy suggests looking into analytics and software that may be able to help your company get a better understanding of how best to deal with security investments. IT needs to be able to quickly adjust to emerging threats, he added. And old strategic investments are becoming liabilities.
"You need to have a team of security professionals and I think that team should also include a business person… so that they can look at metrics to help with your decision-making," Kolodgy said.
Lindstrom added: "We're all better off as we get our arms around understanding economic impacts and probabilities… and get away from this age-old, fear, uncertainty, and doubt kind of approach to securing our enterprise."
Threat intelligence
"[Threat intelligence is] not about just generating data as much as it is about figuring out how to get to that intelligence side of things," Lindstrom said.
In order to successfully utilize threat intelligence, Kolodgy said companies will need to carefully vet vendors in order to make sure you're getting full visibility.
"The problem is that… there's a wide range of providers that are both established security vendors, established telecommunications vendors, and a lot of new guys," Kolodgy said. He advises companies to focus on whether vendors are creating their own intelligence or just amalgamating intelligence. In other words, "are they a secondary or primary source of information?"
Kolodgy said that it is critical for a company to know this as they build out the usage of threat intelligence "because you could have duplication."
Regardless, having some sort of program in place is key because the software that vendors provide allows companies to "pick that needle out of the hay stack," Lindstrom said. It will be able to tell you that you're at risk under X circumstances from X person and X type of resources need to be protected more.
Kolodgy also suggests automating threat intelligence because there is a shortage of IT security talent.
Data encryption
"We need to manage the data a lot better than we do it because it is a potential liability," Kolodgy said. Especially because everyone and everything is moving to the cloud.
"It's in a lot of respects a little disappointing that we're at the stage we're in given the nature and sensitivity of data. And [it is] certainly worth pointing out that this also includes the new and improved cloud-based file transfer services and the like from our data stuff," Lindstrom said. But like it or not, there is no avoiding the cloud at this stage in the game, he said.
Lindstrom suggests "[tethering] your [cryptographic] key into your environment." He added that "maintaining them under your control is going to be crucial to your long term strategic success around encrypting data and deploying it in the cloud."
You need to have direct access to your cryptographic keys at all times, Kolodgy added.
"You [also] need to have policies," he said. It is important for a company to determine what specific categories of information require confidentiality. Once those categories are pin-pointed, policies must be put in place.
But in order to do all of this successfully, Kolodgy said it has to be a team effort between the business side, the compliance auditors, and the security team.
Security SaaS
Kolodgy points out that because attackers can innovate much faster than companies can right now, it's important to leverage SaaS, and the agility that comes with it, to compete with attackers and be one step ahead of them.
"You're not going to have time to roll out a product and train people and hire people," Kolodgy said.
Either way, companies don't really have a choice anymore.
"If our data centers are moving to the cloud, our security has got to move with it," Lindstrom said. He advises that companies leverage outsourced managed security services because if you're not "you're probably missing out on the real great insight that they can gain from attacks going on all over the place."
Let us know what you think about the story; email Kristen Lee, features writer, or find her on Twitter @Kristen_Lee_34.


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quote:Opta did a comparison of his and Jenkinson's stats a month or so ago and Sagna was better at everything and significantly better defensively.
quote:Also, please don't use FIFA ratings as a serious way to evaluate players.
quote:you all saw Sagna played terrible yesterday.
quote: have wanted 21-yr old, rarely playing Jenkinson out there in a huge Champions League match against Ribery
quote:I don't understand why you used an imaginary FIFA rating
quote:Sagna is terrible overrated and not worth starting at this point. Starting Jenkinson would have been much more beneficial for the duration of the season.

subset: commoncrawl


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Mini Dollhouse Set
No longer available
- Overview
She'll love this dollhouse so much, she won't want to leave it at home. Its portable size and sturdy rope handle make it easy to carry to play dates and sleepovers.
- 6.25" wide x 5.25" deep x 7.5" high
- Crafted of wood and hand painted in white, gray and light blue.
- People, dog and furniture are made of wood and hand painted.
- Front panel opens and has a magnetic closure.
- Front door opens and closes.
- Set includes dollhouse, three people, a table, a bed, a chair, a stool and a dog.
- Comes with a thick cotton braided rope handle for toting.
- WARNING: CHOKING HAZARD – Click for details.
- Dimensions & Care
- Dust with a soft, dry cloth.
- Shipping Info
- Please allow 5-7 business days for delivery. Delivery estimate includes monogrammed and gift-wrapped items.
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Sullivan Family: Dad, Mom, Son, Daughter & Dog


text: Folks understandably have zeroed in on Zimmerman's "God's plan" remark. But if you read the transcript carefully — and honestly — you'll see that he was responding to Hannity's question about whether he thought he would not be alive today if he didn't have his gun that night. Still, what he said immediately before that stood out as particularly callous.


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At DarrasLaw, we practice law differently. We understand that the disabled who come to us are often in dire financial situations. The last thing we want to do is add to their burden. We do not charge upfront when people from all across the United States contact us for help with ERISA law and group long-term disability insurance matters. DarrasLaw always provides free policy analysis, free case evaluation and free claim disability advice.
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Led by founding partner Frank N. Darras, America's Top Disability Lawyer, DarrasLaw is focused on extending a helping hand to the disabled and the disadvantaged. We have represented people with many types of disabling conditions. At DarrasLaw, we have taken on and been victorious against all major disability insurance companies. No claim is too small. No federal courtroom too far. Our attorneys have recovered more than $800 million in wrongfully denied insurance benefits, and we are ready to help you get the benefits you deserve.
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Call our top-rated and experienced ERISA disability attorneys at 877-204-8296 or send us an email. We offer free consultations and free claim help on all matters, including a free policy analysis.
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Multimedia Resource Center
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23:35On-demand Web Seminar: This webinar discusses how productivity for high-mix production can approach that of what high-volume used to be in PCB Manufacturing with Valor Production Plan. 23:35
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Introduction to Valor
28:05On-demand Web Seminar: This seminar provides a top level view of the Valor solutions, illustrating the essential software tools for PCB manufacturing available today. 28:05
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Jan, 2010
I think that we can all agree that one feature of CFD over test is the ability to visualize where the flow is going. It is quite easy in CFD analysis tools, at least in our tools, to seed the flow any where within the solution and follow particles upstream and/or downstream. The limitation of this is that it is the results are qualitative. CFD has the capability, without an extreme amount of extra … Read More
Flow Visualization, CFD, Concentration, Capture Index, FloVENT, Data Center


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Do-All Outdoors 360º Pairie Predator
$129.99Perfect for Varmint Hunting or Sighting in at the Range. Fine Tune Adjustments, Deadly Steady & 360 Degree Swivel. Stop On A Dime Hand Break Release. Quick Change Right or Left Handed Gun Vise (Banana Clip Friendly). Ambidextrous Mounting Plate for yo Learn More


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per round
On sale from
March 17, 2014
The Golf T-Pack allows you to play either on Le Diable or Le Géant. Your golf rounds do not have to be played consecutively.
No. The Golf T-Pack is sold on a card. If this is your first year as a Golf T-Pack cardholder, simply go to the Guest Services Desk counter of the Chalet des Voyageurs or at either of the golf pro shops to get your picture taken and card printed. Please arrive at least 30 minutes before your first tee time. Previous year's card and pass holders will have their Golf T-Pack added to their existing Tremblant Card.
Yes. All you need to do is book your tee time at regular price. Your credit card won't be charged. However, you must respect the validity periods. When you arrive at the golf course, you must present your Golf T-Pack so that your round may be deducted from your card.
Once your Golf T-Pack rounds played, you can add additional rounds at the same rate before June 22, 2015 or benefit from a 20% discount during the rest of the season.
Get a great rate for 2 to 7 rounds of golf for Le Diable or Le Géant without any time restrictions, and save 20% on additional rounds!
The Tremblant Golf Academy offers many different programs for all levels and all budgets. Come improve your game level!
Book your Tremblant golf tee time is easier than ever. With our online booking engine, you get up to date availibility, saving you time and worries!
Coming soon! - hotel reviews by


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Faces of Prado Day Center
Weekly Poll Are vaccinations helpful or harmful?
Vote! | Poll Results
Classifieds Search classified ads Post your ad Real Estate Employment Marketplace
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Special Publications Brides 2015 Holiday Guide 2014 Winning Images 2014 MENUS Fall/Winter 2014-15 Autumn Arts Annual 2014 Student Guide 2014 55 Fiction 2014 Summer Guide 2014 BEST OF SLO 2014 MENUS Spring/Summer 2014 Spring Arts 2014 Brides 2014
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Radiation therapy uses high-powered x-rays, particles, or radioactive seeds to kill cancer cells.
Cancer cells multiply faster than normal cells in the body. Because radiation is most harmful to quickly growing cells, radiation therapy damages cancer cells more than normal cells. This prevents the cancer cells from growing and dividing, and leads to cell death.
Radiation therapy is used to fight many types of cancer . Sometimes, radiation is the only treatment needed. It may also be used to:
External beam radiation is the most common form. This method carefully aims high-powered x-rays or particles directly at the tumor from outside of the body.
Internal beam radiation is placed inside of your body.
Radiation therapy can also damage or kill healthy cells. The death of healthy cells can lead to side effects.
These side effects depend on the dose of radiation, and how often you have the therapy. External beam radiation may cause skin changes, such as hair loss, red or burning skin, thinning of skin tissue, or even shedding of the outer layer of skin.
Other side effects depend on the part of body receiving radiation:
Zemen EM, Schreiber EC, Tepper JE. Basics of radiation therapy. In: Niederhuber JE, Armitage JO, Doroshow JH, et al., eds. Abeloff's Clinical Oncology. 5th ed. Philadelphia, PA: Elsevier Churchill Livingstone; 2013:chap 27.
National Cancer Institute. Radiation therapy and you: support for people who have cancer. Available at: http://www.cancer.gov/cancertopics/coping/radiation-therapy-and-you. Accessed May 29, 2014.
Yi-Bin Chen, MD, Leukemia/Bone Marrow Transplant Program, Massachusetts General Hospital, Boston, MA. Also reviewed by David Zieve, MD, MHA, Isla Ogilvie, PhD, and the A.D.A.M. Editorial team.
For help in finding a doctor or health service that suits your needs, call the UPMC Referral Service at 412-647-UPMC (8762) or 1-800-533-UPMC (8762). Select option 1.
UPMC is an equal opportunity employer. UPMC policy prohibits discrimination or harassment on the basis of race, color, religion, ancestry, national origin, age, sex, genetics, sexual orientation, gender identity, marital status, familial status, disability, veteran status, or any other legally protected group status. Further, UPMC will continue to support and promote equal employment opportunity, human dignity, and racial, ethnic, and cultural diversity. This policy applies to admissions, employment, and access to and treatment in UPMC programs and activities. This commitment is made by UPMC in accordance with federal, state, and/or local laws and regulations.
Medical information made available on UPMC.com is not intended to be used as a substitute for professional medical advice, diagnosis, or treatment. You should not rely entirely on this information for your health care needs. Ask your own doctor or health care provider any specific medical questions that you have. Further, UPMC.com is not a tool to be used in the case of an emergency. If an emergency arises, you should seek appropriate emergency medical services.
For UPMC Mercy Patients: As a Catholic hospital, UPMC Mercy abides by the Ethical and Religious Directives for Catholic Health Care Services, as determined by the United States Conference of Catholic Bishops. As such, UPMC Mercy neither endorses nor provides medical practices and/or procedures that contradict the moral teachings of the Roman Catholic Church.
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Tall Dot Pleated Blouson Dress
Tall Dot Pleated Blouson Dress
$79 .88
 A darlingly dotted and pleated blouson top gets perfectly paired with a slim A-line skirt – for an all-in-one look that delivers instant cute. Scoop neck. Sleeveless. Banded neckline. Back zip. Lined bodice, unlined skirt. 19 1/2" from waist seam.


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With GlobalPost you'll gain insight into world economy news and trends. Our global economy news coverage has won a series of prestigious awards from the Society of American Business Editors and Writers (SABEW).
For the complete GlobalPost experience and for even more international economic news, become a GlobalPost member. As a member you can suggest and vote on world news stories and interact with correspondents in the field. Learn more about becoming a GlobalPost member.


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USUAL TIMINGS: Doors open 6pm, closed 3am, Music starts at 9:30 PM (£5 after 8pm, £8 after 11pm) M.U.
25th Feb - Andy Davies trumpet. Benet Mclean piano, Tim Thornton bass, Chris Draper drums
Until recently, this weekly session was known only to the coolest of jazz heads, but has fast become the most talked about late-night hang in town.
Hosted by cheeky young Welsh trumpeter, Andy Davies, the raucous Jazz Jam takes you back to the hard-swinging, hard drinking, exuberant jazz joint of 50's New York. If you want to hear the beboptastic tunes of Dizzy Gillespie, Miles Davis, John Coltrane, Charlie Parker played by some of the hottest bebopheads young and old in London town, this is the place for you people. Warning. Not for the faint hearted. Doors 6PM, Music 9.30PM
Tell us what you think of The Ronnie Scott's Upstairs Jazz Jam! below..


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Started in 1965 by Pietro Santini, Santini Maglificio Sportivo is a household name in cycling circles. Known for their distinctive logo which has appeared throughout the years on the shoulders of the biggest names in cycling, and long running cooperation as title sponsors of the Giro d'Italia, Santini truly has a deep link to our sport's past and future. Santini clothing is at the same time both beautifully tailored and at the cutting edge of bicycle apparel technology. From their highly innovative Acqua Zero water repellant fabric, to their use of high density, low mass bib short chamois, Santini cycle apparel is a great choice for high mileage road cyclists.


text: Now that the Major League Baseball season is underway, get in the game with this sporty throw. Northwest's tapestry throw displays the Chicago Cubs logo and a design of Wrigley Field. Drape the throw over a bed, hang it on the wall, or keep yourself warm when watching the game from home or in the stadium. Please allow up to 2 weeks for delivery.


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2013 Triumph Street Triple — Contact Dealer for Pricing
2013 ›› Triumph ›› Motorcycle ›› Roadsters ›› Street-Triple ››
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2013 Triumph Street Triple
This truly impressive middleweight street motorcycle has been acclaimed by critics around the world. The all-new 2013 model is even punchier, better balanced and more exhilarating.
The new chassis has a more dynamic specification, giving you agility and precision while keeping you planted, and better weight distribution and geometry give you an athletic, responsive ride.
The heart of the Street Triple is the throbbing 675cc triple, delivering 106PS and 68Nm of torque. It's so good you'll have trouble believing its only 675cc. The torque and sound of the liquid cooled 12 valve triple, combined with a close ratio six speed gearbox produce an exciting ride, and the under-engine silencer helps lower the centre gravity and improve handling.
As if that totally addictive engine wasn't enough, the Street Triple's specification includes Triumph's trademark twin headlights and new low boy stainless steel exhaust, meaty dual brake discs up front and a comprehensive instrument suite that even includes a lap timer and adjustable gear change indicator.
It looks even better too, with stylish brushed metal finishes, aggressive headlights and a choice of colored coded styling accessories complementing the dark powder coated engines and frames.
Features May IncludeDefining the new Street Triple and Street Triple R's aggressive new look is the all-new frame. Incorporating a high-pressure die-cast rear subframe for increased rigidity. Not only is the chassis robust and hard-edged, it's also advanced. Designed to optimize dynamism, agility and rider enjoyment, the light-weight design and lower center of gravity gives you the stability and confidence for an incredible riding experience. And with the addition of adjustable front forks, an RSU with both pre-load and damping adjustment and Nissin radial 4-piston brakes, the Street Triple R has even more of an edge.
With hard-edged street looks, exposed engine, unmistakable twin headlamps and low mounted silencer this is a pure riders bike. A striking new wheel design reduces un-sprung mass which improves dynamics and agility. The all-new Street Triple is available in Phantom Black, Crystal White, and Caribbean Blue. And for an even sportier edge, the Street Triple R comes in Phantom Black, Crystal White, and Matte Graphite and is enhanced with a red rear sub frame, red side radiator cowls, and red pin stripe detailing to the wheels.
Street Triple and Street Triple R feature a low-mounted stainless steel 3 into 1 exhaust system with a low single-sided silencer. This new design reduces the centre of gravity for an exceptionally agile and exhilarating riding experience.
The throbbing heart of the Triumph Street Triple and Street Triple R is the 675cc liquid-cooled triple. Revving to 12,650rpm, the engine delivers excellent performance and the unmistakable unique sound of a Triumph triple. Combining the benefits of low down torque and high rev performance, the triple engine truly defines its athletic spirit.
Brake with confidence and you can cope with the unexpected. On the Street Triple and Street Triple R are state-of-the-art Anti-Lock Brakes that can cope with even the hardest braking. And because the ABS system is switchable, it can be easily deactivated whenever necessary via the instrument panel – it will then automatically re-activate when the bike is re-started.


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quote:Lance Moore vs Carolina or Desean Jackson vs. Baltimore
quote:Anyone wanna take a crack at James Jones or Antonio Brown?
quote:Cobb vs. Bears (Jennings doubtful)
quote: Sit or start : ogletree. Got dez bryant, roddy white, and d Thomas right now.
quote:Sit or start -- Michael turner, stevan ridley, t Richardson choose 2. TIA,
quote:Percy Harvin, Miles Austin, or Desean Jackson for WR2 spot
quote:Sorry, but remind me what PPR is again? Points per reception i'm guessing?
quote:Guessing I'm non PPR considering I don't know what it is
quote:Reggie Bush, Ahmad Bradshaw, or Marshawn Lynch for my RB2 and Flex spots


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Narrow your search
The Audiophiliac explores the deep end of Tidal's new music subscription service, and he loves the lossless sound quality.
Tidal is a new subscription streaming service which offers truly lossless music -- and the promise of a better deal for the artists.
Music's bedrock business will be selling access to streams, not ownership of tunes. So what does that mean for the artists you love? It should be music to their ears.
Revenue for digital music held steady in the first half of the year, but streaming services appeared to get richer at the expense of downloads, according to data from the RIAA.
Aiming to step out of the shadow of Spotify, Pandora and Apple's iTunes Radio, 4-year-old Rdio beefs up its free radiolike service and designs a warmer welcome for the uninitiated.
CNET rounds up the best back-to-school gift picks for home audio and video, including streaming videos boxes, Bluetooth speakers, and sound bars.
A note on the site encourages subscribers to switch to Beats, which Apple is in the process of acquiring for $3 billion.
Quickly after Apple's deal to buy a music-streaming service, a report says Amazon will launch a similar offering but one lacking new releases.
iTunes Radio now third most popular streaming music service
Pure is launching a new streaming speaker into the US, plus a bunch of new colors in its lineup.


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It's not a done deal yet, but supposed to be announced on Tuesday assuming the loose ends (whatever they are) get tied up.
Seems like a really good deal to me. If they let him go, they'd have to replace him with somebody else of at least somewhat comparable value. But, to do that, they would easily spend $10 mil per year.


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==Index to other documents in this series== | ==Index to other documents in this series== | ||
− | {{:GSFooter}} | + | {{:GSFooter/1.5}} |
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--[[User:LornaS|Lorna Scammell]] January 2011 | --[[User:LornaS|Lorna Scammell]] January 2011 | ||
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GSheader This is one of a series of documents introducing Joomla! 1.5 and it is part of the background to creating a new site. The aim of this document is:-
There are four aspects to designing a new Joomla! web site. These also apply to planning to make alterations(including upgrading versions J1.5 to J2.5+) to an existing site or planning for transferring a site that already exists in another form into the Joomla! CMS.
Everyone: who is going to create a Joomla! site.
Joomla! has a heirachical structure in the background for organising the content of the site. You need to know about this because it is better to plan ahead and exploit the content structure than set off in a random direction. This equally true whether you are creating a new site or altering an existing one.
And, outside the heirachy but closely associated with it:-
You should already be aware of the vocabulary of Sections, Categories, Articles and Menus from other documents in this series.
These can best be explored by looking at the Administrator pages of an existing site.
Sections are the top-level of organization. They should reflect the purpose of a site.
Explore the Section Manager
The sample data on localhost has three sections, About Joomla!, News and FAQs. These are enough for this small site to divide the content in a logical way and support the purpose of the site, which is to give helpful advice about Joomla!.
This displays the Workspace page which consists of Details and Description parts, as well as the usual Toolbar icons. The data in the Details and Description parts can be altered here. The Description appears on the Site when a Menu is created to list the contents of the Category. (Cross ref below for detail). This too can be altered using the same editor as that used for Articles on the site.
Help For a lot more detailed information about what you can do using the Section Workspace page - click the Icon at the top of the screen.
Explore the Category Manager
The sample data has nine categories. A larger site - or one that exploits Categories for displaying Articles - can have a lot more.
Help - a lot more detailed information about what you can do using Category Management - click the Icon
For a New web site you need to:-
Blog and list layouts: These are choices for displaying articles under different types of menus - see Background: using Menus and Modules
Note that the sample site - and many others - use a variety of techniques. They do not limit themselves to one level in the heirachy but set up the design to allow for multiple levels of content and also some blog and list layouts.
The key is a good understanding of the purpose of the site and what features will be displayed. This is not entirely straight forward. When it has all been done and in retrospect, it looks easy. But it is actually challenging to identify the main Sections / Categories and translate these into likely content.
The final design depends a lot on the range of content and how you think of it in a Section/Category heirachy. If you are not in a hurry and not very experienced, there is a lot to be said for Serendipity, that is to say finding out about your requiremtns as you go along. So you do not have to stick rigidly to your initial thoughts. It worth having an inital plan, even if you do change it in the light of experience.
The advantage of thinking it out is that you do not get distracted by how you are going to implement the design - you just focus on the content.
The example below takes part of a design for a sailing club web site showing how the basic information about the club could be designed in Section and Categories. Here the site is presenting some information about the club. The whole web site would have maybe five or six Sections and a number of Categories under each Section. They would be based on the kinds of information that members and others need, such as programmes of events, weather conditions, the kinds of boats sailed and so on.
Section | Category |
About | About the club |
Contacts | |
Find Us | |
How to Join | |
Subscriptions | |
Newsletters | |
History |
--Lorna Scammell January 2011


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Hayes Prime Master Cylinder Push Rod Kit
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- All parts listed as El Camino compatible will also function with E.C. Trail brakes
- Plastic piston/2.5mm push-rod parts are no longer available -- BR4336 may be purchased to update 2000-2002 MAG brakes
- All HFX-MAG compatible master cylinder internals are designed for the current aluminum piston/2mm push-rod platform (2003 and newer)
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text: I am temporarily turning on word verification because of the 30+ spammer comments a day UFI is currently receiving. Hopefully having it on for a few days will make that go down but Im sorry for the extra step you will need to take in the meantime. Thanks for stopping by =)


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Drug Notes
UPMC Patient Education Materials
Calculators and Assessment Tools
Anatomy Navigator
Conditions Navigator
A C-section is the delivery of a baby through a surgical opening in the mother's lower belly area. It is also called a cesarean delivery.
A C-section delivery is done when it is not possible or safe for the mother to deliver the baby through the vagina.
The procedure is most often done while the woman is awake. The body is numbed from the chest to the feet using epidural or spinal anesthesia.
1. The surgeon makes a cut across the belly just above the pubic area.
2. The womb (uterus) and amniotic sac are opened.
3. The baby is delivered through this opening.
The health care team clears fluids from the baby's mouth and nose. The umbilical cord is cut. The health care provider will make sure that the infant's breathing is normal and other vital signs are stable.
The mother is awake during the procedure so she will be able to hear and see her baby. In many cases, the woman is able to have a support person with her during the delivery.
The surgery takes about 1 hour.
Abdominal delivery; Abdominal birth; Cesarean birth
There are many reasons why a woman may need to have a C-section instead of a vaginal delivery. The decision will depend on your doctor, where you are having the baby, your previous deliveries, and your medical history.
Problems with the baby may include:
Health problems in the mother may include:
Problems at the time of labor or delivery may include:
Problems with the placenta or umbilical cord may include:
A C-section is a safe procedure. The rate of serious complications is very low. However, certain risks are higher after C-section than after vaginal delivery. These include:
A C-section may also cause problems in future pregnancies. This includes a higher risk for:
These conditions can lead to severe bleeding (hemorrhage), which may require blood transfusions or removal of the uterus (hysterectomy).
Most mothers and infants do well after a C-section.
Women who have a C-section may have a vaginal delivery if another pregnancy occurs, depending on:
Vaginal birth after cesarean (VBAC) delivery is very often successful. However, there is a small risk of uterine rupture, which can harm the mother and the baby. Discuss the benefits and risks of VBAC with your health care provider.
The average hospital stay after C-section is 2 to 3 days. Recovery takes longer than it would from a vaginal birth. You should walk around after the C-section to speed recovery. Pain medicines taken by mouth can help ease discomfort.
Berghella V, Landon MB. Cesarean delivery. In: Gabbe SG, Niebyl JR, Simpson JL, et al, eds. Obstetrics: Normal and Problem Pregnancies. 6th ed. Philadelphia, PA: Elsevier Saunders; 2012:chap 20.
Cunningham FG, Leveno KJ, Bloom SL, et al. Cesarean delivery and peripartum hysterectomy. In: Cunnigham FG, Leveno KL, Bloom SL, et al, eds. Williams Obstetrics. 23rd ed. New York, NY: McGraw-Hill; 2010:chap 25.
Cynthia D. White, MD, Fellow American College of Obstetricians and Gynecologists, Group Health Cooperative, Bellevue, WA. Also reviewed by David Zieve, MD, MHA, Isla Ogilvie, PhD, and the A.D.A.M. Editorial team.
For help in finding a doctor or health service that suits your needs, call the UPMC Referral Service at 412-647-UPMC (8762) or 1-800-533-UPMC (8762). Select option 1.
UPMC is an equal opportunity employer. UPMC policy prohibits discrimination or harassment on the basis of race, color, religion, ancestry, national origin, age, sex, genetics, sexual orientation, gender identity, marital status, familial status, disability, veteran status, or any other legally protected group status. Further, UPMC will continue to support and promote equal employment opportunity, human dignity, and racial, ethnic, and cultural diversity. This policy applies to admissions, employment, and access to and treatment in UPMC programs and activities. This commitment is made by UPMC in accordance with federal, state, and/or local laws and regulations.
Medical information made available on UPMC.com is not intended to be used as a substitute for professional medical advice, diagnosis, or treatment. You should not rely entirely on this information for your health care needs. Ask your own doctor or health care provider any specific medical questions that you have. Further, UPMC.com is not a tool to be used in the case of an emergency. If an emergency arises, you should seek appropriate emergency medical services.
For UPMC Mercy Patients: As a Catholic hospital, UPMC Mercy abides by the Ethical and Religious Directives for Catholic Health Care Services, as determined by the United States Conference of Catholic Bishops. As such, UPMC Mercy neither endorses nor provides medical practices and/or procedures that contradict the moral teachings of the Roman Catholic Church.
© UPMC Pittsburgh, PA, USA UPMC.com


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Ceramic Owl Bank
No longer available
- Overview
Even the youngest children will enjoy putting their pennies and dimes in this sweet little ceramic owl. Its creamy glazed finish is right at home in the nursery or child's room.
- 4" wide x 3.75" deep x 5.5" high
- Handcrafted of glazed ceramic with a glossy finish.
- Dimensions & Care
- Dust with a dry, clean cloth.
- Shipping Info
- Please allow 5-7 business days for delivery. Delivery estimate includes monogrammed and gift-wrapped items.


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- * Economy Class return flights including taxes, fees and charges.
On lufthansa.com you find great flight deals to your favorite cities or countries. Reserve your Business Class flight to Europe or book holidays, weekend trips or city breaks on lufthansa.com. Lufthansa offers various flight deals for flights from London, flights from Birmingham, flights from Edinburgh, flights from Manchester and flights from Aberdeen. Take advantage of our fantastic online specials for cheap flights to Europe, cheap flights to Asia and Africa and the Americas. Lufthansa includes all services for the best available price.
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Are you flexible? Try our best price search and take advantage of the lowest available Lufthansa fares.
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quote:Elliot Smith's entire catalog.
quote:Ash Wednesday is the debut studio album by singer songwriter Elvis Perkins, released on February 20, 2007, on XL Recordings. It is a chronologically sequenced album of songs written before (Tracks 1 to 6) and after (Tracks 7 to 11) the death of his mother, who died on 9/11. In a 2009 interview, Perkins states that the album "[has] been made out to be bleaker than it really is, [...] there were moments of hopefulness on Ash Wednesday too."[6] Regarding the album's title, Perkins states that it: refers to being left on Wednesday with nothing but ash, because [my mother] died on a Tuesday - being left with ash on September 12. That was also the day my father died, September 12 [1992, of complications from AIDS]. It first occurred to me on Ash Wednesday itself - my consciousness was largely ruled by having lost my mother six months previously.[7]
quote:Electro-Shock Blues was written largely in response to frontman Mark Oliver Everett's (more commonly known as E) sister's suicide and his mother's terminal lung cancer. Many of the songs deal with their decline, his response to loss, and coming to terms with suddenly becoming the only living member of his family (his father having died of a heart attack in 1982; Everett, then 19 years old, was the first to discover his body).
quote:Damien Jurado is, too...
quote:The album is a tragic rock opera about a doomed couple, and addresses themes of drug use, depression, physical abuse, and suicide. "The Kids" tells of Caroline having her children taken from her by the authorities, and features the sounds of children shouting for their mother.


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Culture Connect Featured Event
Discover the "Something Different" you've been looking for this spring. History repeats itself at The Connecticut Renaissance Faire's 3rd annual Robin Hood's Springtime Festival in Guilford, CT. Robin Hood and his Merry Men invite you to discover the enchanted land of Nottingham and Sherwood Forest, where chivalry is reborn from a romantic age lost to time. Here, jousting knights, swordsmen, bowmen, minstrels and fair maidens join Robin Hood and a cast of interactive characters who walk among us. Watch live performances and browse over 100 artisans, crafters and merchants selling Renaissance clothing, jewelry, original art, home décor, armor, collectibles and oldworld toys. Be sure to bring an appetite as there are plenty of roasted turkey leg and an assortment of other delectable foods to choose from. For more information on festival acts, dates, school field trips, tickets and discounts, visit www.RobinHoodsFaire.com or call 860.478.5954.


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Mentor Graphics Integrates the Newly Acquired ADiT Fast-SPICE Technology with ADVance MS
WILSONVILLE, Ore., July 11, 2006 – Mentor Graphics Corporation (Nasdaq: MENT) today announced the complete integration of the newly acquired fast-SPICE simulation technology with Mentor's leading-edge mixed-signal simulation platform, ADVance MS™ (ADMS). Offering much higher simulation throughput than traditional SPICE simulators, the ADiT™ technology removes the performance bottleneck due to slower transistor-level simulation in mixed-signal verification. The combined solution offers reliable, efficient and easy-to-use mixed-signal verification capability for system-on-chip (SoC).
The ADiT fast-SPICE simulation technology was originally developed by EverCAD Software Corp., a Taiwan-based EDA company, which was acquired by Mentor Graphics in January 2006. The technology offers transistor-level simulation capability with accuracy comparable to traditional analog SPICE simulation, but with a capacity of up to millions of transistors, and 10X to 100X faster simulation throughput. Because of its proprietary mixed-signal-aware technologies, ADiT enjoyed the reputation of being the best fast-SPICE simulator for transistor-level mixed-signal applications, especially, for the mixed-signal circuits with non-ideal VDD/VSS power supply voltages.
"We are impressed with the performance we observed from ADiT software in several mixed-signal projects, as using ADiT helped us meet our time-to-market criteria," said Ken Liou, Director of Design Support Division, UMC. "ADiT is now one of our standard sign-off tools for mixed-signal IP that targets our 0.13-micron and below processes."
Mentor Graphics has now successfully integrated the ADiT technology with the ADMS tool, a single-kernel, language-neutral functional verification environment for digital, analog, and mixed-signal circuits. This platform supports most of the industry standard design languages, including VHDL, VHDL-AMS, Verilog, Verilog-AMS, SystemC, SystemVerilog, transistor-level Spice, and C languages. Because of its flexible architecture and complete technology support, ADMS can support top-down design and bottom-up verification for both analog-centric and digital-centric mixed-signal design methodologies. ADMS is built upon the high-performance, customer-proven simulation technologies: the Eldo{reg} tool for analog and ModelSim{reg} for digital. With the integration of the ADiT technology, the users of ADMS have the option to simulate the transistor-level portion of their mixed-signal circuits with the highly accurate Eldo analog simulator or high-performance ADiT fast-SPICE simulator. The unique single-kernel simulation technology of ADMS also ensures optimum simulation performance between ModelSim, Eldo and ADiT, therefore, achieving maximum overall mixed-signal simulation efficiency.
"With the successful acquisition of EverCAD and the completion of the ADiT integration, ADMS further solidifies its position as the leader in mixed-signal simulation technologies," said Jue-Hsien Chern, senior vice president and general manager, deep submicron division, Mentor Graphics. "We are committed to continuing to provide our customers with leading-edge technologies and a complete solution in the area of mixed-signal SoC verification."
ADiT fast-SPICE simulator is now available worldwide. The integrated ADMS and ADiT solution will be available for beta testing by the end of July, 2006, and will be in production in October, 2006.
About Mentor Graphics
Mentor Graphics Corporation (Nasdaq: MENT) is a world leader in electronic hardware and software design solutions, providing products, consulting services and award-winning support for the world's most successful electronics and semiconductor companies. Established in 1981, the company reported revenues over the last 12 months of over $700 million and employs approximately 4,000 people worldwide. Corporate headquarters are located at 8005 S.W. Boeckman Road, Wilsonville, Oregon 97070-7777. World Wide Web site: http://www.mentor.com/
Mentor Graphics, Eldo and ModelSim are registered trademarks, and ADVance MS and ADiT are trademarks of Mentor Graphics Corporation. All other company or product names are the registered trademarks or trademarks of their respective owners.
For more information, please contact:
Carole Thurman
Mentor Graphics
Sonia Harrison
Mentor Graphics


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Pucker up and guess these celebrity pouts
POSTED: 10:44 AM PDT Jun 13, 2011
UPDATED: 11:00 PM PDT Jul 20, 2014
Think your know your celebrities' mugs? Then check out these pretty puckers and see if you can guess to whom they belong.
The views expressed are not those of this company or its affiliated companies. Please note by clicking on "Post" you acknowledge that you have read the Terms Of Service and the comment you are posting is in compliance with such terms.
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Drug Notes
UPMC Patient Education Materials
Calculators and Assessment Tools
Anatomy Navigator
Conditions Navigator
Confusion is the inability to think as clearly or quickly as you normally do. You may feel disoriented and have difficulty paying attention, remembering, and making decisions.
Disorientation; Thinking - unclear; Thoughts - cloudy
Confusion may come on quickly or slowly over time, depending on the cause. Many times, confusion lasts for a short time and goes away. Other times, it is permanent and not curable. It may be associated with delirium or dementia.
Confusion is more common in the elderly and often occurs during a hospital stay.
Some confused people may have strange or unusual behavior or may act aggressively.
Confusion may be caused by different health problems, such as:
A good way to find out if someone is confused is to ask the person his or her name, age, and the date. If they are unsure or answer incorrectly, they are confused.
If the person does not usually have confusion, call a doctor.
A confused person should not be left alone. For safety, the person may need physical restraints.
To help a confused person:
For sudden confusion due to low blood sugar (for example, from diabetes medication), the person should drink a sweet drink or eat a sweet snack. If the confusion lasts longer than 10 minutes, call the doctor.
Call 911 if confusion has come on suddenly or there are other symptoms, such as:
Also call 911 if:
If you have been experiencing confusion, call for an appointment with your doctor.
The doctor will do a physical examination and ask questions about the confusion. The doctor will ask questions to learn if the person knows the date, the time, and where he or she is. Questions about recent and ongoing illness, among other questions, will also be asked.
Tests that may ordered include:
Treatment depends on the cause of the confusion. For example, if an infection is causing the confusion, treating the infection will likely clear the confusion.
Huff JS. Confusion. In: Marx JA, Hockberger RS, Walls RM, et al., eds. Rosen's Emergency Medicine: Concepts and Clinical Practice. 8th ed. Philadelphia, Pa: Elsevier Mosby; 2013:chap 17.
Somes J. Sudden confusion and agitation: causes to investigate! Delirium, dementia, depression. J Emerg Nurs. 2010;36:486-488.
Joseph V. Campellone, M.D., Division of Neurology, Cooper University Hospital, Camden, NJ. Review provided by VeriMed Healthcare Network. Also reviewed by David Zieve, MD, MHA, Isla Ogilvie, PhD, and the A.D.A.M. Editorial team.
For help in finding a doctor or health service that suits your needs, call the UPMC Referral Service at 412-647-UPMC (8762) or 1-800-533-UPMC (8762). Select option 1.
UPMC is an equal opportunity employer. UPMC policy prohibits discrimination or harassment on the basis of race, color, religion, ancestry, national origin, age, sex, genetics, sexual orientation, gender identity, marital status, familial status, disability, veteran status, or any other legally protected group status. Further, UPMC will continue to support and promote equal employment opportunity, human dignity, and racial, ethnic, and cultural diversity. This policy applies to admissions, employment, and access to and treatment in UPMC programs and activities. This commitment is made by UPMC in accordance with federal, state, and/or local laws and regulations.
Medical information made available on UPMC.com is not intended to be used as a substitute for professional medical advice, diagnosis, or treatment. You should not rely entirely on this information for your health care needs. Ask your own doctor or health care provider any specific medical questions that you have. Further, UPMC.com is not a tool to be used in the case of an emergency. If an emergency arises, you should seek appropriate emergency medical services.
For UPMC Mercy Patients: As a Catholic hospital, UPMC Mercy abides by the Ethical and Religious Directives for Catholic Health Care Services, as determined by the United States Conference of Catholic Bishops. As such, UPMC Mercy neither endorses nor provides medical practices and/or procedures that contradict the moral teachings of the Roman Catholic Church.
© UPMC Pittsburgh, PA, USA UPMC.com


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Shaggy Dog Toddler Sleeping Bags
No longer available
A playful pup's furry face doubles as a pillow, adding comfort and fun to our cozy sleeping bag.
26" wide x 62" long.
Pure cotton gingham.
Plush velour and velvet appliqués.
Polyester batting.
Yarn dyed for vibrant, lasting color.
Zipper closure.
Secures with tabs for easy storage and toting.
Available in pink and blue colors.
Catalog / Internet only.


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Landing fee is calculated base on the aircraft maximum takeoff weight (MTOW). Please contact the FBO for exact amount. Landing fee is waived for aircrafts with MTOW less than 12,500 lbs. Alternative 24/7 Contact Information: Radio Frequency 132.00 Phone (207) 992-4600 Fax (207) 945-5998
Data was last collected by a FlightAware staff member on 2015-Feb-27 11:00.You must register or login to edit FBO information.
Jet A and 100LL airport fuel prices for all FBOs at KBGR


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quote:I said that waaaaay back on Page 4.
quote:Really happy with the fact we're signing Zaha. He's a young player with genuines world class talent. Hopefully Theo stays with him.
quote:Zaha to Arsenal £9-11m. Also Theo is 80/20 to sign a new deal. Club and player will hold talks within 2 weeks. #Knowledge


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On my first day back home for Spring Break, I decided to see a movie with my friend since elementary school, Hayley! She informed me that there was a new Disney movie called Oz The Great and Powerful so we went to see it! The theatre was extremely packed to see the movie so luckily we got there early to get great heckling seats since we both enjoy making snide comments about movies together. Yes, we're those people….
The movie starred James Franco as Oz. It also starred Mila Kunis as one of the evil witches. It is before Dorothy arrives and tells the backstory as to how Oz got his rule over the Emerald City. The plot and storyline were very creative and the cinematography was spectacular. I really enjoyed the movie. Although I have a vendetta against movies longer than 1 hour and 30 minutes, I still enjoyed this 2 hour movie. Needless to say we got irritated looks for giggling and laughing the whole time but it was a great movie, nonetheless! I highly recommend seeing it.


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Up in Utah for skiing. Drinking a Cutthroat Pale Ale. Great beer, and made in Utah too!
I like that beer...it tastes real good. btw, you live in some sorta science laboratory or what? Sweeeet looking equipment there slybarman !Is any of it for sale?
Sierra Nevada Tumbler Autumn Brown Ale.Just put 3 dough balls in the fridge for Sunday.
Westmalle Tripel.
Troegs Nugget Nectar. Good stuff!
I hate you a little bit right now. I've had a big bottle of WM Dubble in my fridge for almost a year now.
That looks great! What's the alcohol% in that imperial brew?John K
Black chocolate stout.
I am slugging it down now with a slice of week old reheated pepperoni pizza. I like it. It is not wimpy in the flavor department for sure. 10% abv doesn't hurt either.
Ya know - I just don't see many heavy stouts in a 40 for some reason. Now this is how all 40s should be sold . . .


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5 lb. increments
Hampton Pro Hex Dumbbells - Hampton was the first company in the fitness industry to add an ergonomic-style grip to the traditional hexagonal dumbbells. And because we manufacturer them in our own factories, you're guaranteed consistent size, shape, and coloring. With Pro-Hex, the difference is quality. Ergo grip measures 32 mm. Sets offer weights from 1 though 100 pounds.
Shipping Included Shipping cost included within the lower 48 states only
Ships via one of our various freight carriers on a wooden pallet. This delivery is considered a curbside delivery only and will be delivered to a location at your address that is acceptable for a tractor trailer at the drivers discretion. Customers are required to be home at the time of delivery to sign the delivery receipt and help offload the individual packages from the tail end of the truck. On most deliveries, customers will receive a 24-hour notification before the delivery is made.


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New York City Events Calendar
Big City Happenings
For the latest happenings at the hotel and in the area, refer to our New York City events calendar. Hotel Wales is conveniently located near endless theatres, venues, restaurants, bars and beyond. Refer to our calendar for upcoming events in Upper East Side Manhattan that can't be missed!
- From 31 Sun Sep 2013 to 31 Sun Feb 2014
Chagall: Love, War, and Exile
"Chagall: Love, War, and Exile, for the first time in the U.S., explores a significant but neglected period in the artist's career from the rise of fascism in the 1930s through 1948, years spent in Paris and then in exile to New York. Marc Chagall (1887–1985), one of the foremost modernists of the 20th century, created his unique style by drawing on elements from richly colored folk art motifs, the Russian Christian icon tradition, Cubism, and Surrealism.
Beginning with the evocative paintings from his years in France, the exhibition illuminates an artist deeply responsive to the suffering inflicted by war—often expressed with Christian imagery—and to his own personal losses and intimate sorrows. The exhibition includes 31 paintings and 22 works on paper, as well as selected letters, poems, photos, and ephemera.
Escaping the hardships of Soviet life following the Revolution, Chagall moved to Paris with his wife, Bella, and daughter, Ida. During this productive period, Chagall assimilated the French artistic tradition, creating a series of portrait-like flower paintings, vibrant in color and texture.
Chagall's exile from Russia also inspired work based on memories of his childhood and of the Bolshevik Revolution. Chagall depicted a cathedral that dominated the town of Vitebsk, and drew on a remembered storehouse of symbols meaningful to both Jews and Christians, presaging the Christian imagery—in particular the Crucifixion—in work to come.
Like many Eastern European Jews who had fled to France, Chagall's world was threatened by Nazism. In 1941, with an invitation from Alfred Barr of the Museum of Modern Art, he and Bella escaped to New York City. With the onset of the war and this second exile in New York, themes of violence and disruption characterize Chagall's work.
The most prevalent image Chagall used during World War II was of Jesus and the Crucifixion. For Chagall, the Crucifixion was a symbol for all the victims of persecution, a metaphor for the horrors of war, and an appeal to conscience that equated the martyrdom of Jesus with the suffering of the Jewish people and the Holocaust. While other Jewish artists depicted the crucified Jesus, for Chagall it became a frequent theme.
Unlike his years in Paris, Chagall was never completely comfortable during his wartime exile in New York. The artist felt disconnected from the places he understood best – Russia and Paris. This feeling of alienation was compounded by a devastating personal tragedy—the sudden death of his wife, Bella, in September 1944.
Chagall soon established a new relationship with Virginia Haggard McNeil, moving with her to High Falls in upstate New York. His work from this time often expresses a tension—between the memory of Bella and the new presence of Virginia—resulting in fraught but revealing compositions. Gradually, as the artist emerged from his sadness, and the horrors of war receded, the work from this period begins to reflect the more familiar Chagall, expressed in joy-filled paintings replete with intense color and levitating figures.
Chagall: Love, War, and Exile is organized by Susan Tumarkin Goodman, Senior Curator at The Jewish Museum. A fully illustrated, 148-page catalogue featuring 72 color reproductions, 27 black and white illustrations, and eleven of Chagall's rarely seen poems will be co-published with Yale University Press. - See more at: http://www.thejewishmuseum.org/exhibitions/chagall-love-war-exile#sthash.rFW5oIV4.dpuf "
Attachment: Chagall


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Romney sounded like a man with strong religious convictions and is sticking by those convictions no matter what it costs him.
The Vet asked him a yes/no question and he answered it.
The vet didn't like the answer but Romney did not dodge the question and he didn't run away.


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Dogs appear to wag their tails when happy or on friendly encounters with othr animals.
Is it known if this acivity is purely a signal or does tail wagging when they ars in isolation but, for instance, discover a tasty morsel of food?
druid wrote:All fair comment, but the problem is whether this signal is communication or an automatic reaction.