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Working Paper: Designing a Data Governance Framework
- Mercy Porter
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1 Working Paper: Designing a Data Governance Framework Erkka Niemi Aalto University School of Economics Abstract. Data governance is an emerging research area getting attention from information systems (IS) scholars and practitioners. In this paper I take a look at existing literature and current state-of-the-art in data governance. I found out that there is only a limited amount of existing scientific literature, but many practitioners are already treating data as a valuable corporate asset. The paper describes an action design research project that will be conducted in and is expected to result in a generic data governance framework. Keywords: Data Governance, Data Quality, Data Management, Data Strategy, Enterprise Systems, ES, Business-IT Alignment, Action Design Research 1 Introduction Companies should treat corporate data as a key strategic asset in order to achieve a sustainable competitive advantage. During the past decades most of the successful companies have already invested in optimizing production facilities and equipment, fine-tuning financial monitoring and reporting mechanisms, improving employee productivity, and implementing the latest information systems (IS). Therefore, it is more and more difficult to get a satisfactory return on investment with these traditional corporate assets. Like any other asset, data needs good corporate governance. A huge amount of data is already generated in, for example, customer relationship management (CRM), supply chain management (SCM), and many other enterprise systems (ES). However, it is not enough to just capture and store data, because unmanaged data leads to poor data quality and increases the cost of business transactions. Data governance would be accompanied by immediate revenue increases and cost cuts, which create increased shareholder value. Data governance is a relatively new research area without an established definition. It combines best practices from many fields such as strategic management, business process management and risk management. Although the roots of data governance research are in the early 1980s still today most of the existing research is focusing on some specific area. Therefore, there is a need for a holistic approach giving guidance how companies should establish and improve their data governance. The research objective is to design a generic data governance framework for
2 globally operating companies. The case studies in this research will give us an understanding of data governance in complex enterprise environments. Moreover, this research extends experience and adds strength to what is already known through previous research. The research analyzes real-life situations and provides a basis for the application of ideas and extension of models, methods, and practice in business environments and in future research. In this paper I first review the existing literature on data governance and data quality. Second, I discuss the research approach including the Action Design Research method, the implementation plan for the research in , and the research objectives. Third, I discuss current state-of-the-art in data governance including its implications on data quality and big data as well as how to organize data governance. Finally, the paper ends with a conclusion. 2 Background Data governance ultimately aims at creating a competitive advantage for companies by creating a holistic approach to important organizational data and the research area has its roots in the early the early 1980s data quality research. I will discuss this in greater detail after addressing some key concepts. In information systems related discussion it is common to refer to the following Ackoff s [1] definitions: data is representation of facts, information is data in context, and knowledge is information in perspective, integrated into a viewpoint based on information and experience. However, in this paper I use the common practice in data quality research and use the terms data and information alternatively. It is also important to discuss the relation of data governance to corporate governance and IT governance. According to Weil and Ross [2] corporate governance means that the Board and senior executive team are responsible for the strategy, which aims at desirable behavior exploiting the key assets of the company. An important key asset on their list is Information and IT assets, which stresses the importance of information and not only technology. On the other hand, Wende [3] argues that data governance and IT governance are coequal and both have to follow corporate governance principles. She also emphasizes that data governance is not a subset of IT governance and needs even more close collaboration among IT and business professionals who understand the data and its business purpose. 2.1 Data Governance and competitive advantage Davenport [4] argues that companies need enterprise-wide data strategy and governance to achieve competitive advantage. Moreover, he elaborates that companies have invested millions of dollars in enterprise systems that capture data from every conceivable source. For example, enterprise resource planning, customer relationship management, supply chain management, and other enterprise systems ensure that no transaction or other significant exchange occurs without leaving a mark. But to compete on that information, companies must present the information in
3 standard formats, integrate it, store it in a data warehouse, and make it easily accessible to anyone and everyone inside the organization and sometimes outside as well. In their data quality related research Wang et al [5] noticed that establishing and maintaining trust in data quality is very important for data governance success. In their research they had a case organization they called Financial Company, which needed to provide real-time information about changes in customers account balances to internal data users. However, the internal users did not trust the data, which resulted in each department maintaining their own local databases. Therefore, the company did not have integrated customer account information, which in turn caused even more suspicions about the data. Adelman et al [6] argue that every company needs a plan for improving the way it leverages its data. With the help of this plan, the company would be able to turn data into information, and eventually into knowledge that will then produce measurable improvements in business performance. Adelman et al illustrated the issue by arguing that working without data governance is analogous to a company allowing each department and each person within each department to develop its own financial chart of accounts. This empowerment allows each person in the organization to choose their own numbering scheme. Existing chart of accounts would be ignored as each person exercises their own creativity. Even those of us who are not into numbers understand the resulting chaos. Without data governance the chaos is not as obvious, but the indicators are easy to see: dirty data, redundant data, inconsistent data, inability to integrate, poor performance, terrible availability, little accountability, users who are increasingly dissatisfied with IT performance, and a general feeling that things are out of control. In addition, this gives a blank check to those who want to pursue their own agendas and it results in endless discussions and arguments whose numbers are correct. Carr [7] argues in his classic Harvard Business Review article IT doesn t matter that information technology is becoming a commodity and is not anymore a source of competitive advantage. However, he admits that his definition of IT does not include the information flowing in the systems and the people using them. Therefore, combining good quality information with human talent can often lead to business advantage. 2.2 Data Quality Research Madnick et al [8] state that data quality research identifies data quality issues in organizations, investigates practices that improve or deteriorate data quality, and develops techniques and solutions for data quality management in an organizational setting. They continue that data and information quality issues have grown rapidly in light of the critical role played by the quality of information in our data-intensive, knowledge-based economy. In other words, data quality research has built a solid ground for data governance research as I will discuss in this section. In the late 1980s early data quality research focused mainly on developing techniques for querying multiple data sources and building large data warehouses according to Madnick et al [8]. This work mainly focused on entity resolution
4 issues exploring ways to determine if separate records actually corresponded to the same entity (aka de-duplication or matching). In the early 1990s researchers in MIT (Madnick & Wang [9]) founded the Total Data Quality Management (TDQM) framework. The TDQM defines continuous data quality improvement with the consecutive cycles of Define, Measure, Analyze, and Improve. This extends the better-known Total Quality Management (TQM) in the manufacturing domain to the data domain. In other words, Madnick and Wang argued that even though most organizations manufacture data, they do not treat it similarly. Later on Wang et al [5] drew on TDQM taking a product view of information and developed a modeling technique, called IPMap, to represent the manufacturing process of an information product (i.e. IP). Lee et al. [10] drew on Wang s et al information product framework. They developed a context-embedded IPMap to explicitly represent various contexts of information collection, storage, and use. Redman s (e.g. [11], [12], [13], [14]) seminal work has focused mainly on the importance of data assets, characteristics of data, and different data quality dimensions. Therefore, he has had a great influence especially on the data quality and data governance practitioner communities. In the 2000s recent studies have shown evidence that the relationship between information quality and organizational outcomes is systematically measurable, and that the measurements of information quality can be used to predict organizational outcomes. (Sheng and Mykytyn [15], Slone [16], Brynjolfsson [17]). These papers were published as conference proceedings, but they are expected to gain more attention later on as completed journal papers. They should therefore have a definite impact on academia and practitioners. 2.3 Data Governance Research Wang et al [5] argued already in the early 1990s that the information production process has to be treated as though it were producing a physical product for a customer. According to them, the process must be well defined and must contain adequate controls, including quality assurance, inspection, and production and delivery time management. Wang et al have contributed more to this research, but it mainly concentrates on the data quality aspect. This will be discussed in greater detail in data quality research section. Despite Wang s et al early findings, still in 2009 Fisher [18] argued that internally many organizations mistakenly view data as a technological problem. They continue that past efforts to solve these problems have too often resulted in expensive multi-year projects that have not paid promised dividends, and thus the projects have frequently failed. Executives know they want to trust data, but they do not know how to reach that point. When they have been burned by approving expensive IT projects that never delivered the intended results and promised ROI, the executives may be reluctant to invest in additional programs. Therefore, data is not a technological problem. It is every employee s problem. It is every executive s problem. And seeking a way to constructively and economically address data issues is paramount to success of the organization.
5 Otto [19] conducted a scientific literature review in 2011 and found that there are only 33 scientific papers regarding data governance in journals or conference proceedings, and the first one was published in In addition, there are seven scientific books, one working report, and two doctoral theses. Moreover, there are eight publications by industry associations and 18 relevant practice-oriented publications by software vendors and analysts. As we can see from these studies, the data governance research area is still very immature even though it is seen as a promising approach for companies to improve and maintain the quality of their data. The first attempts to create a framework for data governance were published in The frameworks consist of Wende s [3] scientific paper in the ACIS conference; IBM s [20] (fairly light) data governance maturity model, and Radcliffe s [21] Gartner s Seven Building Blocks, which was the main authority for many master data management (MDM) practitioners for many years. A few years later Khatri and Brown [22] and Weber et al. [23] rendered early definitions of data governance. Both agree that data governance refers to the entirety of decision rights and responsibilities regarding the management of data assets. In addition, in 2010 the industry association DAMA International published Data Management DM-BOK [24], which also contains some data governance concepts. The second edition of DM-BOK (which will emphasize the importance of data governance in all other data knowledge areas) is currently in review and will be published in the end of However, as Otto [19] pointed out, all the previous approaches have in common that they focus on single aspects of data governance. This leads to isolated solutions. The fact that companies need to take into account a number of aspects when trying to organize data governance has so far been neglected. This gap both in the scientific and in the practical state of the art was the motivation for Otto s contribution Morphology of the Organization of Data Governance. This provided a good foundation for empirical data governance research described in the next section of this paper. 3 Research Approach 3.1 Action Design Research Action design research (ADR) (Sein et al. [25]; Purao et al. [26]) is a research method for generating prescriptive design knowledge through building and evaluating an ensemble of IT artifacts in an organizational setting. The ADR process (incl. the work packages (WP) of this study) is depicted in Figure 1 below. ADR is based on four stages, with several iterative loops for doing highly interactive constructive research. The first stage, problem formulation, identifies and conceptualizes a research opportunity based on existing theories and technologies (Hevner et al. [27]).
6 The second stage of ADR, building, intervention, evaluation (BIE), uses the problem framing and theoretical premises adopted in stage one. These premises provide a platform for generating the initial design of the artifact, which is further shaped by organizational use and subsequent design cycles. Carried out as an iterative process in a target environment, this phase interweaves the building of the artifact, intervention in the organization, and evaluation. The outcome of the BIE stage is the realized design of the artifact. During BIE, the problem and the artifact are continually evaluated, and the design principles are articulated for the chosen class of systems. The third, reflection and learning stage of ADR, moves conceptually from building a solution for a particular instance to applying that learning to a broader class of problems. This continuous stage parallels the first two stages. The stage acknowledges that the research process involves more than solving a problem. Conscious reflection on the problem framing, the theories chosen, and the emerging ensemble is critical to ensure that contributions to knowledge are identified. It is also important to adjust the research process based on early evaluation results to reflect the increasing understanding of the ensemble artifact. In practice this means that we pay close attention to the emerging issues during the project and articulate the learning from the cases so that other practitioners and researchers can later learn from the experiences. This stage acts as the key risks and contingency management tool in the project. The fourth stage of ADR aims at formalizing the learning from the study. Following Van Aken [28], the situated learning from an ADR project should be further developed into general solution concepts or design rules. Casting the probleminstance into a class of problems (see stage one) facilitates this conceptual move. Researchers outline the accomplishments realized in the artifact and describe the organizational outcomes to formalize the learning.
7 Figure 1. Research design, adapted from ADR (Sein et al. [25]) 3.2 Research Implementation This Data Governance research is conducted as a part of a bigger research project focusing on ERP development networks in three enterprise-scale case organizations during The study is divided into three subsequent sections; 1) understanding the context, 2) constructing and evaluating the model, and 3) formulating theoretical and practical in-depth understanding about the context. In the first part, we will conduct a systematic literature analysis and a set of case studies of three globally operating organizations where several in-depth interviews of business and IT managers, end-users, developers, and consultants are conducted and their activities observed. My objective is to gain understanding about actors, their communication and interaction practices, and the use of different data governance methods and their alignment. I believe that this selection of case organizations will explain much of the variation in data governance between different companies. The second part of the research will employ a constructive research approach to develop models, methods and practices for improving data governance and communication in the selected case organizations. My objective is first to build
8 models, methods and practices, employ them in a practical setting, and evaluate them there. Second, I will modify or enhance those models, methods, and practices according to the field experiences, and third, construct their aggregate to support the activities of the case organizations comprehensively. The third part of the project consists of the fourth stage of ADR. Its objective is to formalize the learning. The results of the research will be published on annual basis in scientific journals and conferences. 3.3 Research Objective The research objective is to design a generic data governance framework for globally operating companies. In addition, the case studies in this research will give us an understanding of data governance in complex enterprise environments and can extend experience or add strength to what is already known through previous research. The research analyzes real-life situations and provides a basis for the application of ideas and extension of models, methods, and practice in business environments and in future research. The research will constitute a theory for my doctoral research on this area, where exists only limited scientific research by this far. Therefore, the research is expected to result in new knowledge for information systems science. In addition, it will contribute to practitioners such as business executives and IT managers by providing them with generalized, prescriptive, and practically relevant scientific knowledge for setting up and improving data governance capabilities in their organizations. 4 Current state-of-the-art in Data Governance 4.1 Data Governance in Practice There is not a commonly accepted definition for data governance, but drawing on Otto [19] I repeat the definition presented also in Wikipedia data governance is a set of processes that ensures that important data assets are formally managed throughout the enterprise. As any other process improvement, data governance initiative needs to define suppliers, inputs, processes, outputs, and consumers. Moreover, it is not a one-time effort, but an evolutionary activity aiming at sustainable data quality management embedded in all core business processes. Redman [14] argues that companies should get responsibility for data out of the IT department. First, it seems obvious enough that one should put management of data as close to the action as possible. The two most important moments in a piece of data's lifetime are the moment it is created and the moment it is used. These really interesting and important moments for data occur in the business, not in IT. Second, management responsibility should lie with the parties that have the most to gain or lose. Business departments gain mightily when they create new value from data. In
9 contrast, IT reaps little reward when data is used to improve a product, service, or decision. Nor does IT feel the pain when the data is wrong. It is the business that bears the consequence of poor decisions, increased costs, and angry customers. Pierce et al [29] conducted a survey for over 200 large organizations in the USA to find out the state of data governance in practice. Over half of respondents (58%) reported that their organizations recognize information as a strategic asset and manage it accordingly. However, 17% were neutral on this question and 25% felt their organizations do not recognize information as a strategic asset. Although respondents were generally positive about the results and effectiveness of their organization s information governance efforts to date, 86% of all survey participants expected those efforts to increase over the next 2 years. 56% of respondents indicated their organization s information governance initiatives were still in the pre-implementation stages while 28% of respondents indicated that their organization s first iteration had been implemented within the last few years. There are no any as comprehensive studies about European organizations, but for example, Serén and Dahlberg [30] conducted a survey to 157 business and IT managers employed by the 500 biggest companies in Finland. They have conducted a similar IT Barometer survey for five years in a row, but this was the first time they added information management as its own series of research questions. They found out that 48% of companies agree strongly or partly that they manage information holistically and have a development roadmap for further improvements. In addition, there are, for example, major companies such as Nokia, Kone, Konecranes, Fiskars, Outokumpu, Outotec who are members in professional association DAMA Finland and share their experiences in the field. 4.2 Data Quality in Practice Wang et al [5] define data quality as follows: Information delivered is a total product: it includes all the attributes that in combination meet the information consumer s expectation. The goal is to ensure that the information product quality is fit for use. They continue that managers should embed the quality monitoring in all processes that produce information for its consumers, including systems design and development as well as the daily production and delivery of information. Redman [13] lists seven common data quality issues. First, people cannot find data meaning that an employee may use 30% of workday searching for information and unsuccessfully every second time. Second, approximately 10-25% of records contain inaccuracies. Third, due to poor data definitions, data is frequently misinterpreted and cannot be shared between departments. Fourth, there are often privacy and security violations meaning, for example, that data is subject to loss and there is a risk of identity theft. Fifth, there is inconsistency across data sources, which is almost a norm with multiple processes. Sixth, there is too much data and, in fact, half of it is never used due to uncontrolled redundancy. Finally, there is organizational confusion and managers do not know, for example, what data is important or how much data is there. Wang & Strong s [31] framework captures dimensions of data quality (DQ) that are important to data consumers. Intrinsic DQ denotes that data have quality in their
10 own right. Contextual DQ highlights the requirement that data quality must be considered within the context of the task at hand. Representational DQ and accessibility DQ emphasize the importance of the role of systems. These findings are consistent with the understanding that high-quality data should be intrinsically good, contextually appropriate for the task, clearly represented, and accessible to the data consumer. Batini et al [32] argue that the problem with previously existing data quality dimensions is the contextual nature of data quality, which causes numerous different dimension specifications for different purposes. They analyzed most important classifications in data quality literature and defined the basic set of data quality dimensions: Accuracy: data reflects correctly the real world object (e.g. customer address is real or bank account balance correct) Completeness: the expected data attributes are provided (e.g. ID, name, price, and description on product record) Consistency: data is in synch across the enterprise; there is no duplication within or across systems (e.g. customer data in CRM and ERP are same) Timeliness: data delivery time meets expectations (e.g. real-time or weekly batch load can both be alright depending on the need of the user) Peter Aiken s research team from Virginia Commonwealth University conducted a survey of data management practices in 175 organizations in They categorized the findings together with Redman [13] who published the following Data Quality Maturity Model: First, they found out that as many as 40% of organizations are Unconscious meaning that they are not aware of the data quality problems they incur. And ironically, they end up using most resources for correcting the data, because it is done in silos during normal work tasks. Second, 50% are reactive Cleaners who from time to time implement special data cleansing projects, usually inside other development projects. Third, 8% are Enlightened meaning that they have highly motivated individuals or teams who try to advance enterprise-wide data quality efforts. Fourth, 1% are Competitors who are fully on a new path meaning that there is much more than few committed leaders. There may be a central group leading the effort, but most departments are engaged. And finally, 1% are World-beaters who enjoy the competitive advantage of world-class data. 4.3 Data Governance and Big Data According to Soares [33] organizations need to govern big data as they would other types of information such as master data and reference data. Governance is a crucial enabler to derive maximum value from a big data program. However, big data brings new challenges to governance because much of the data that organizations will want to leverage comes from outside their control, is less structured, and is much less understood than the transactional data they have traditionally dealt with. These new data types must be integrated with existing information governance and technology infrastructures.
11 McAfee and Brynjolfsson [34] argue that big data aims at translating analytical intelligence to competitive advantage. Moreover, they point out the main characteristics of big data, which also differentiate it from more traditional analytics. First, there is Volume meaning that in 2012 about 2,5 exabytes of data is created every day and the amount is doubling every three years. Second, there is Velocity meaning that organizations are nowadays able to capture, analyze, and react to data in realtime. Third, there is Variety meaning that data is available in many more formats than in structured relational databases as in the past. Soares [34] presents a categorization for different types of big data. First, there is data generated in web & social media (can be used e.g. for sentiment analysis). Second, there is machine-to-machine data (can be used e.g. for patient monitoring in healthcare). Third, there is big transaction data (can be used for e.g. claims analytics). Fourth, there is biometric data (can be used e.g. for genetic testing). And fifth, there is human generated data (stored e.g. in electronic medical records). Manuika et al [35] argue that many pioneering companies are already using big data to create value, and others need to explore how they can do the same if they are to compete. Companies churn out a huge volume of transactional data, capturing trillions of bytes of information about their customers, suppliers, and operations. There are millions of networked sensors that are being embedded in the physical world in devices such as mobile phones, smart energy meters, automobiles, and industrial machines that sense, create, and communicate data. Manuika s et al research found out that data could create significant value for the world economy, enhancing the productivity and competitiveness of companies and the public sector and creating substantial economic surplus for consumers. For example, they estimated that the potential annual value to the health care of the USA amounts to $300 billion. In conclusion, Davenport [4] discusses the need for data strategy or data governance. According to him, these programs do not operate just under a common label, but also under common leadership and with common technology and tools. In traditional companies, departments generally manage business intelligence in their own silos; number-crunching functions select their own tools, control their own data warehouses, and train their own people. But that way, chaos lies. Moreover, the increase of user-developed excel spreadsheets and databases inevitably leads to multiple versions of key indicators within an organization. Therefore, companies should nominate centralized groups to ensure that critical data and other resources are well managed and that different parts of the organization can share data easily, without the impediments of inconsistent formats, definitions, and standards. 4.4 Organizing Data Governance Wang et al [5] are usually credited for creating the first Data Governance framework. They, however, called it Information Product (IP) approach, which consisted of four principles: 1) Understand information needs, 2) Manage information as the product of a well-defined process, 3) Manage information life-cycle, 4) Appoint information product manager (IPM) to manage the process and resulting product.
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My wife and I have a 1 1/2 year old cat, and just got a 9 week old kitten a few days ago and have brought her home. For the past two days our kitten has been hiding under our bed, and I understand that is natural as she becomes accustomed to her new home. But she has recently been coming out and exploring more and more, and our older kitten will continuously chase her down the hall or sometimes playfully paw at her. However, our new kitten seems to dislike this and every chase or interaction between them always ends in our kitten hissing, and running away to hide under the bed. She also will begin to hiss and even growl when our older cat tries to go under the bed with her. Now, both me and my wife thought they were obviously fighting, BUT on several occassions we have tried to shut our older cat in our spare bedroom (don't worry, with his water, food, and litter box) for an hour or so to allow our kitten to explore the house free from harassment. However, as soon as we put our older cat in the room and shut the door, our kitten begins to meow and wine, and scratch at the door to the room, as if she wants him to come out. So it almost seems as though they are playing. But there is a lot of hissing and growling, and our kitten seems confined under the bed because that is where she always runs to. So I'm not sure what the deal is. If you're still reading this, please lend some help. THANKS!
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FREE SHIPPING on orders of $50 or more (US only)! • Ends October 31.
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One of the challenges in packing for a trip is figuring out the right project to bring along. Road Trippin' is just that, a grab and go project, with an easy to memorize stitch pattern. Using two skeins of yarn, either two solids or one solid and one variegated, this stitch pattern produces a complex looking accessory that is deceivingly simple.
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Finished measurements: circumference - 52", width - 9"
Yarn: 2 colors of fingering weight yarn 425 yards each, such as Valley Yarns Charlemont, Madelinetosh Merino Light
Needles: US 3 (3.25mm) 32" circular needle
Gauge: 23 sts and 48 rows per 4" in stockinette stitch
YSOLDA$6.00 Each


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Chemistry 121, Week 1 Notes
Chemistry 121, Week 1 Notes 121
About this Document
Popular in General Chemistry I
Popular in Chemistry
Chem 122
Mikayla Patterson
verified elite notetaker
Class Notes
Erin Swanson
verified elite notetaker
This 1 page Class Notes was uploaded by Brigette Honaker on Friday October 14, 2016. The Class Notes belongs to 121 at University of North Dakota taught by Dr. David Pierce in Fall 2016. Since its upload, it has received 5 views. For similar materials see General Chemistry I in Chemistry at University of North Dakota.
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Date Created: 10/14/16
Week One Wednesday, September 7, 2016 1:06 PM August 26th, 2016 Periodic Table (1.2) Summarizes characteristics of elements and the relationships between them. Orders the elements Modern periodic table started by Mendeleev in 1869. o Theorized where undiscovered elements should be Different Groups (1.3) Nonmetals o 8A/18: Noble gas (do not react) o 7A/17: Halogens (very reactive) o Most nonmetals are gas o Non conductive o Solids in the group are brittle o Prefer to gain electrons Metals o Everything else o 1A: alkali metals Very reactive o 2A: alkaline earth metals Reactive, but not as reactive as 1A Semimetals o Sit on the boundary between metals and nonmetals o Behave uniquely
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Pakistan Calls for End to Drone Strikes After US Attack on Funeral
"These Drone Attacks Are Counterproductive," Foreign Office Insists
During today's weekly press briefing, spokesman Abdul Basit of Pakistan's Foreign Office expressed "concern" over Tuesday's US drone strike against a funeral procession, cautioning that the government's position is that "these drone attacks are counterproductive and have more disadvantages than the advantages."
Tuesday's strike reportedly was aimed at Tehreek-e Taliban Pakistan leader Baitullah Mehsud, though he was not present at the time of the attack. The strike killed at least 80 people however, and sources involved in the rescue say that at least 35 of those slain were civilians. No militant commanders were reported killed in the strike, the deadliest single US attack on Pakistani soil.
Pakistani Prime Minister Yousef Raza Gilani also criticized the attack, saying the incessant US strikes were undermining the nation's attempts at isolating the TTP leadership from the various tribes in the effected area.
US officials have seemingly gone out of their way not to comment on the killings, but Senate approval for a massive increase in foreign aid to Pakistan will likely provide further impetus for the Pakistani government to keep its discontent from turning into action to prevent such strikes in the future.
Last 5 posts by Jason Ditz
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- Turkey's Rivalry With Kurds Likely to Complicate Raqqa Invasion - October 27th, 2016


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The integration of the iPhone into the technical workings of your vehicle is taking a much more involved step than simply allowing you to access your media and apps through the dash.
The new Ambient Alerts system is going to act as a direct warning system for the health of your engine. When the iPhone with Ambient Alerts is positioned into a dock on the steering wheel it will act as a conduit to not just let you know that a problem is taking place, but to actually diagnose the issues and give you an indication as to how severe it is. Instead of just giving you a plain warning, which the car already does with the Check Engine light, the heart image can become different in appearance or even pulsate. How this will actually work in a practical setting remains to be seen, but it seems as though they are on the right track for this use of the iPhone as a way of assessing travel technologies.
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There are millions of Internet-Servers daily hacked from the same hand full of Hackers.
Every Webmaster has the same problems with Hackers, Intruders, Attackers and Spammers, but nobody is fighting against these Terrorists.
Should that then go on forever?
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Fri, 28 Oct 2016 19:28:21 GMT - Actual more as 21.000.000 Hackers in our Database. (The newest 100 are displayed on the Globe and Map)
Details for IP 188.8.131.52
WebServer Output: http://126.96.36.199
IP Geo Information: 184.108.40.206
☎ Whois 188.8.131.52
HTML Markup Validation 126.96.36.199
The Web Site Header: 18.104.22.168
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256 bad neighbor IPs are known!


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Decision 2016
Latest Comments
- BigSkyMontana • 41 sec ago
It's in the gene --- and hair --- pool.
Momma always knows best.
- Nur • 1 min ago
Another Trump minion talking down to a woman.
- jupiter2 • 2 min ago
Hold my hand as we close our eyes and take tequila shots.
- Theodore Parker • 2 min ago
Maybe it was only our childish perceptions, but I know what you mean. At least there was no dearth of civility. Remember Sen Dirksen? He often comes to my mind as representative of that civility. Had a way with words, too!
- stephen byrne • 2 min ago
Remember how, in 2008, the Republicans scolded Obama for "running against Bush"? Look at them now.
But...but...THAT'S DIFFERENT!


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Roche Holding's (ROG) "Buy" Rating Reaffirmed at JPMorgan Chase & Co.
JPMorgan Chase & Co. restated their buy rating on shares of Roche Holding Ltd. (VTX:ROG) in a research report released on Tuesday morning.
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AIIMS PhD 2016 Exam on16th January
The Ph.D examination 2016 of All India Institute of Medical Sciences (AIIMS ) is scheduled to be held on January 16, 2016. The examination is conducted for taking admissions to Doctor of Philosophy (Ph.D) programme.
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Paper pattern:
The examination will consist of 80 marks and the duration of the exam is 90 minutes.
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100 Administration Lane
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Urethral Shields
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Incontinence proced.: A "mid-urethral sling" is a thin band of material surgical placed around the middle of the urethra, to stabilize the urethra and control leakage of urine. There are several types. The tvt, tension free vaginal tape, is now considered the gold standard for repair of genuine urinary stress incontinence. ...Read moreSee 2 more doctor answers
Urethra (Definition)
The canal through which urine exits the bladder, discharging the urine externally. In men, it is about 20-cm long with a membranous, prostatic, bulbar, and pendulous segments ending at the glans penis; it gives passage to the spermatic fluid as well as urine. In the female, the urethra is about 4 cm long & in close relation with the anterior ...Read more
What is mixed peri urethral flora?
Your query: mixed flora means various bacteria are detected but no one species predominates. Usually, it is just the normal bacteria found in that area and not pathogens. ...Read more
What is urethral seal?
Ureterocele ?: Is when part of ureter pouches into the bladder. ...Read more
Do urethral caruncles just appear or grow gradually? Whatever i had literally appeared in 24 hours and is nearly 1cm long!
Not usually: There may be a gradual growth, although the typical course is stability in size oince recognized. A one centimeter growth in one day is unusual. Perhaps this is something other than a caruncle. Seeing a doctor might be helpful. What happened since that first day? ...Read more
What are the most common cause of urethral strictures?
Stricture causes: Any form of irritation be it trauma (eg a "straddle" injury, catheterization, urethral endoscopy, ...) or infection (urethritis - especially if undiagnosed/left untreated). ...Read more
After the urethral swab, how long does the pain persist?
23 hours: The swab pain should be gone. If the swab is positive for urethritis, the pain will last a few days after you start antibiotics. ...Read more
Will a urethral opening cut heal?
Natural Healing: The good news is that area has fantastic blood supply and so healing will occur rapidly. Inflammation (red, hot, tender swelling) is the body increasing the blood flow to the injury to bring healing factors to the area and also the veins expand to carry bad stuff away. Dressings and ointments are of no value there. Avoid further trauma to the area and let nature take it's course. ...Read more
What are the most common causes of urethral blockage?
BPH, strictures: Much more common in males + most common cause in mature men is bph, benign prostatic hypertrophy less often prostate cancer or prostatitis. Further down from prostate most common blockage is urethral stricture either from trauma, ie straddle injuries or pelvic fractures. Most common in newborn males is posterior urethral valves. In females - urethral diverticulum or skene's gland cyst. ...Read moreSee 1 more doctor answer
Urethral opening redness and some discomfort. What could this mean?
Urethritis: a urinalysis and check for chlamydia/gc should be done to investigate it, but it could be because you are fortunate to have an active sex life. The wives would get this after their husbands were gone for a deployment when I was in the service. Perhaps be grateful for what you can complain about. ...Read moreSee 1 more doctor answer
What is the definition or description of: urethral pain?
Dysuria: Pain one experiences while urinating typically described as a burning sensation. ...Read moreSee 1 more doctor answer
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Answer: There are several types of Opuntia, or prickly ear, cactus that are edible and used in Southwest and Mexican cuisine. Since hardiness varies, be sure the type you choose is hardy in your region. At least one variety, O. compressa, is hardy to zone 4.
You can purchase Opuntia cactus from Oregon Exotics Nursery (ph# 541-846-7578). Double check with them about the hardiness of various species. This nursery specializes in exotic fruits, nuts, and vegetables--their catalog is fascinating!
Q&A Library Searching Tips


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Lacis Yarn Ball Winder II
Product Actions
BUY ONLINE PICK-UP IN-STORE now available in a store near you.
Pick-up in one of our locations near you.
Additional Information
Get rid of winding yarn manually and bring home the Lacis Yarn Ball Winder II to complete your yarn winding tasks faster. Before you begin your next knit or crochet project, this binder will keep your skeins neat and ready for use. It comes fully assembled and prevents tangling by providing a uniform flow. This time-saving yarn ball winder has a compact design for convenient storage.
- Brand: Lacis
- Includes one yarn ball winder.
- Weight: 4 ounces
- Handling Code:
Items shipping from our warehouse ship within 3 business days (Mon-Fri) for standard shipping. If an order is placed on Friday, Saturday or Sunday, it will ship out within 3 business days the following week. Items shipping direct from the manufacturer will take additional processing time and ship separate from the remainder of your order. See our Full Shipping Policy >
|In-Home Arrival Estimate
|6-9 Business Days
|3 Business Days
|Express Plus
|2 Business Days
For pricing information, please see our shipping table, shipping prices are based on order total.
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text:
Jeff Mash was fst to reply and gave me considered and helpful advice and links in response to my online query.
Thank you MJM magic.
David Williams
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Thailand is now in an official period of mourning following the passing of His Majesty King Bhumibol Adulyadej. In this regard, all our customer dealing with Thai Immigration and Royal Thai Embassy, are requested to wear black or white clothing for at least the period from 14th October 2016 to 14th November 2016, after this period please wear sombre and respectful clothing. Thank you for your understanding.
There is no change in our daily operations, our procedures are in line with Thai Immigration request and all of our customers will stamp in/out in person. Update 14th October 2016, valid for Ban Laem Check Point, other Check Points might have different rule. Overstay: longer than 20 days and if you have to transfer passport or cancel a valid Non Immigrant Visa please contact us before join the trip.
- Join daily Visa Run Bangkok if you want to obtain visa exempt (15/30 day entry stamp).
- if you have to activate another entry of valid multiple entry Thai Visa.
- or to restart a new visa exempt entry after completion of a visa.
Visa exempt, 15/30 day stamp, Thai Immigration Ban Laem give 3 visa exempt stamp per calendar year. After that you go to a Thai Embassy to apply for SETV or Non Immigrant Visa.
Our TAT License 11-06684. First van start meet 04:15am with a departure 04:30am. Second and third van meet 04:45am with departure 05:00am. Meet parking lot of Tesco Lotus ON NUT, next to BTS Station ON NUT, beside the KFC. Passport and 1 picture. Return to Bangkok 14:30 to 15:30.
ASEAN THB 1,150.- (Laotian THB 900.-, Vietnamese THB 1,800.-), Westerner/Russian/Japanese THB 2,400.-, include trip, Cambodian visa and service fees. Water en route.
The visa exempt stamp is, since 24.8.2014, extendable at Thai Immigration by 30 days, THB 1,900.- (Russian, Lao, Vietnam, HKG get 7day extension only due to Bilateral agreements).
African, Middle East, Israel, Turkey, South Asia, South Korean and any country ending with "stan" please check with us, 081-8154803 (English) or 094-8604948 (Thai). Thank you
Visa Application – Bangkok to Vientiane/Lao PDR.
Thai Embassies and Consulates have eased Double/Triple Entry Tourist Visa. The "so called" 6 month METV has to be applied in your home country, requirement varies.
We take you to the very friendly Royal Thai Embassy in Vientiane/Laos to apply Single Entry Thai Tourist (SETV) OR Single Entry Non Immigrant Visa (requirements on the Visa Rule Page).
Our confirmed trips for OCTOBER: Mon 17th, Wed 19th, Mon 24th, Wed 26th, Sun 30th.
NOVEMBER: Wed 2nd, Sun 6th, Wed 9th, Sun 13th, Wed 16th, Sun 20th, Wed 23rd, Sun 27h,Tue 29th.
DECEMBER: Mon 5th, Wed 7th, Mon 12th, Wed 14th, Sun 18th, Wed 21st, Sun 25th and Wed 28th. Thank you
DAY 1: Meeting is 19:30 (evening) corner of parking lot Tesco ON NUT, next to the BTS Station ON NUT, beneath the big Tesco Advertisement board. We collect cash only during registration process, 20:00 (evening) is the departure for Vientiane/Laos, the Exit/Entry point is Nong Khai.
DAY 2: 06:00 (morning) Thai/Laotian Border and from 08:30 at Royal Thai Embassy, we assist with formalities, everyone has to apply in person. Upon completion we check into Nakhonesack Hotel III, +856-21-264234 with Swimming Pool and breakfast will be provided. Dinner from 17:30-19:00 (evening), buffet style.
DAY 3: 07:30-09:00 (morning) breakfast and 12:00 (noon) check out, we'll pick up Passport and head straight to Thailand, on the way back dinner. We expect to arrive Bangkok after 23:00.
- VIP VAN – 9+1 seat, THB 3,050.- include transfers, Single Room, 3 buffet meals and 1 dinner. We increased, as of 15th August, our fee by THB50.- due to addl charges at border. Thank you for understanding.
- Laos Arrival Visa: THB 1,550.-(Canadians THB 1,800.-). Exempted: Indonesia, Japan, Korea, Malaysia, Mongolia, Myanmar, Philippines, Russia, S'pore, Switzerland and Thai.
- Thai Visa Fees: Single Entry Tourist Visa THB 1,000.-. Single Entry Non Immigration Visa THB 2,000.-. (Multiple Entry Visas not available).
Notes: Passport, 3 ID-photos (collar, white back ground, 3.5×4.5cm), 1 copy ID-page, validity 6 month and has 2-3 blank visa pages. In case your Thai partner join you, we collect THB 2,000.-/person. We operate on a first come first serve basis. In the event that we have for one van less than 5 people we will assist in organizing a bus ticket or ask a small reasonable surcharge. In the event that you have to transfer passport at Nong Khai Immigration Office you will come late to border and have to take own transport from border to Thai Embassy, Taxi THB500.-. As of 23rd August Chinese Passport holders can apply for Tourist Visa at Royal Thai Embassy Vientiane, need proof of residence and ticket out of country.
If you have a Multiple Entry Tourist Visa it will be honored at any border and this is how to use it correctly: Single Entry Tourist Visa allow a 60 day stay, extendable for 30 days at Thai Immigration, THB 1,900.-, so total 90 days. A Multiple Entry Tourist Visa allow unlimited entries within the 6 month validity period. Each entry is good for 60 days and each entry is extendable by 30 days. After a 90 day period is up you can join a Visa Run to activate another 60 day. If you enter before the ENTER BEFORE date you get another 60 days do another 30 day extension , so you can stay up to 270 days, same as the triple entry before.


text:
Topic: Business
City of Champaign
November 11, 2015
Travis Stansel/Illinois Public Media
November 04, 2015
Kraft Heinz Downsizing Will Affect Jobs, Product, At Champaign Plant
Jeff Bossert/Illinois Public Media
October 16, 2015
Aim For NSF-Funded Facility At U of I - More Power In Less Space
Office of Rep. Rodney Davis
October 15, 2015
US Reps. Davis & Bustos Voice Hopes For More Illinois-Cuba Trade
Page 5 of 94 pages ‹ First < 3 4 5 6 7 > Last ›
WILL Newscast audio
NPR News
Researchers Say They've Found A Bit Of Fossilized Dinosaur Brain
South Korean Adopted At Age 3 Is To Be Deported Nearly 40 Years Later
Dozens Dead In What UNICEF Calls One Of The Worst School Bombings In Syria's War
Dozens Charged With Scamming 15,000 Victims Through Fake IRS Calls
End Of The Vine: Twitter Says It's Closing Video App Amid Wider Layoffs
After NATO Objections, Russian Warships Won't Refuel At Spanish Port
Hey, Indians Fans – Where Was The Love Before The World Series?
Tesla Surprise: It's A Profit
Chicago Cubs Beat Cleveland Indians 5-1 In Game 2 Of The World Series
Huge Crowds Rally Against Venezuela's Deeply Unpopular President
More NPR News
WILL Highlights
Generous Estate Gifts
Illinois Public Media receives $2.8 million through The Geneva and R. Linn Belford Fund and the Howard Rutan Endowment.
The Bandwagon
Not your typical sports podcast. Forget the "hot takes" and meet us at the intersection of sports and culture every two weeks.
Classic Mornings
Get more out of your classical music experience and check out Vic Di Geronimo's blog.


text:
Copart Auto Auction JEEP Lot Details
- Lot # 22772966
- Est. Retail Value $7,157 USD
- Repair Est $6,065 USD
- Ownership Doc Type CO - SALVAGE TITLE
- Odometer 128,013 ACTUAL
- Primary Damage FRONT END
- Color BLUE
- Engine 3.7L 6
- Drive Four by Four
- Cylinders 6
- Fuel GAS
- Keys YES
- Auction Verification Run & Drive Verified
- Special Note VEH LOC @ COLOR. SPR. SUBLOT
- Auction Location Colorado Springs, CO show on map
- Sale Date Wednesday, October 26, 2016
- Live Auction Starts 11:00 AM Pacific Standard Time
- Live Auction Item Item # 0
- Sale Status Pure Sale
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Sale Date 10/27/16
Damage ALL OVER
Auction San Antonio, TX
Current Bid $0 USD
Sale Date 10/28/16
Damage NORMAL WEAR
Auction Danville, VA
Current Bid $0 USD
Sale Date Future Sale
Damage FRONT END
Auction Billings, MT
Current Bid $0 USD
Sale Date 10/25/16
Damage FRONT END
Auction Pittsburgh South, PA
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Sale Date 10/31/16
Damage FRONT END
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Damage ALL OVER
Auction China Grove, NC
Current Bid $90 USD


text:
Speaking personally, I observe my perceptions of a person when I meet them the first time. I pay close attention to my iNtuition - it is seldom incorrect. My biggest problems in life have been when I have not paid attention to an 'inexplicably bad feeling' about somebody that I couldn't have explained. The other aspect is do we "speak the same language" - ie communicate well, have similar interests and approach to life. Of my small group of friends most are INTJ males, and one female.
I think we have feelings (gee, that is a real NT thing to say...) I do get passionate about things/issues/people. Geekishly so about issues/things. But when it comes to people I know I don't do the outward expression until I know them quite well. Yep, I've been called aloof, snobby or cold. But folks who take the time to get to know me know there is something much warmer under the surface. And those who know me well see my feelings in the subtle things like fleeting facial expressions/body language. NF/SF folks I know tend to wear their hearts on their sleeves and have their brains on "loud speaker".


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dog.com > Treats > Meaty Treats > Item # 408757
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Est. In Stock by 10/28/2016.
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Storage Closets, Private Patios and Balconies, Refreshing Swimming Pool with Cabanas, Three Soothing Spas, Resident Lounge with Billiards, Fitness Studio, Putting Green, Tennis, Assigned Covered Parking On-Site and On-Call Management and Maintenance, Convenient O ine Leasing and Resident Portals, O ine Credit Card Payments Accepted, Easy Access to the 5 Freeway, Close to Shopping, Dining and Entertainment. McComber Creek Apartment Homes is a cat friendly community! $300 pet deposit and $35 monthly pet per cat. Maximum of two cats per apartment home.
|Rental Fee
|Property Type
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|970 sq. ft.
|Pets Allowed
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|Last Updated
1 Year Lease
Apartment located at Falls Way #5335e in Buena Park, CA 90621 has 2 beds, 2 baths, 970 square feet and available to rent for $2,120. Falls Way #5335e was listed on RentalSource 20 days ago by Roberto Jenkins. Falls Way #5335e is in zip code 90621 which is located in Buena Park, CA. The rental price of $2,120 is 14% higher than the average rental price of $1,860 for apartment rentals in 90621 and 20% higher than the average rental price of $1,774 for apartment rentals in Buena Park, CA.Report listing | Visit website
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