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How was Training?
�Very good. Enjoyed the content and now have a clear and simple framework to use which anyone in the Enterprise will be able to understand.� -
Strategy Consultant, Freshfields, UK, Sep 2010
Recommend PEAF?
�Yes - PEAF provides a very good intro and start-point for EA practice (i.e. practice much more than theory) POET provides a consistent overview of how all the parts of an enterprise and its EA interact and support each other� -
Principle, 0, UK, Feb 2015
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people think of principles in terms of Business, Data, Application and
Technology – or some other similar categorisation. Pragmatic considers
principles from a more pragmatic perspective.
is recognised that there is a more complex mapping between principles and their
categorisations (rather than the usual simplistic one-to-one mapping), which is
one thing that makes principles so powerful. One might say that the best
principles are ones that apply to more than one part of the Enterprise and/or
more than one area.
can (and should be) be associated with one or more parts of the Enterprise.
example, some Principles apply only to Transformation like "Increase Technology
Independence". Some principles apply to all parts of the Enterprise such as
"Explain Decisions"
addition, we can also classify Principles in terms of applying to Methods,
Artefacts, Culture or Environment.
we define a set of Best Practice principles that apply to most Enterprises and how
each principle maps to DOTS and MACE.
Apply Principles Universally
We apply principles to all parts of the Enterprise.
� If
parts of the Enterprise are exempt from these principles, this will undermine and
reduce the benefits gained to an unacceptable level.
� Parts
of the Enterprise may react negatively and resist the removal of the
"flexibility" to pick and choose which principles to adopt.
� All
change initiatives will be reviewed for their compliance with the principles.
� An
unresolved conflict with a principle will be resolved by issuing a Waiver which
will then be analysed, costed and managed.
� Raw:
% of Initiatives that have been examined for compliance with the principles.
� Raw:
Per project: Number of waivers issued
� Raw:
Per project: Number of waiver issues
� Raw:
Per project: Total Cost of waiver issues
� Raw:
Per project: Number of waiver risks
� Raw:
Per project: Total impact cost of waiver risks
� Raw:
Per project: Number Waivers avoided
� Derived:
Total: Number of live waivers
� Derived:
Total: Number of waivers issued
� Derived:
Total: Number of waivers closed
� Derived:
Total: Number of waiver issues
� Derived:
Total: Total Cost of waiver issues
� Derived:
Total: Number of waiver risks
� Derived:
Total: Total impact cost of waiver risks
Total: Number Waivers avoided (At which level)
Enterprise Compliance
The Enterprise must comply with all relevant laws,
policies and regulations.
� The
Enterprise is not viable unless it complies with appropriate laws and
programme of training is required to make appropriate people aware of
appropriate laws, policies and regulation and when, where and how to apply
� Non
Functional Requirements need to identify the laws, polices and regulations
(internal and external) that solutions must comply with.
� Raw:
% of systems which have been formerly reviewed and deemed compliant.
Enterprise Continuity
We maintain appropriate levels of Enterprise
� The
impact to the Enterprise if it is unable to conduct its business is not only
measured in terms of lost revenue and wasted employee time, but can also have
an impact on the Enterprise's reputation with its suppliers and its customers.
� The
impact of any disruption can continue long after the actual disruption has been
� The
component parts of the Enterprise and the Methods, Artefacts, Culture and
Environment they use must be assessed in terms of the importance and
criticality to the business.
� The
level of business continuity to be put in place is dependent upon the
importance or criticality to the business.
� The
Business continuity plan and measures put in place will be adequately tested
� The
Business continuity plan will be reviewed periodically.
� Appropriate
levels of availability, disaster recovery, and security for all systems (not
just IT systems) will be addressed in their design.
� Raw:
Existence of a BC Risk Log.
� Raw:
Number of open risks.
� Raw:
% of risks with mitigation tasks.
� Raw:
% of mitigation tasks planned for action.
� Raw:
% of mitigation tasks in progress.
� Raw:
% of mitigation tasks completed.
� Raw:
Existence of a BC test plan.
� Raw:
Execution of the BC test plan every 12 months
� Raw:
% of applications that have been assigned a business criticality.
� Raw:
% of applications that meet the level of business criticality assigned.
: MACE : Data]
Structured Modelling
We hold information in structured rather
than unstructured forms.
� If
information is held in unstructured forms, there is a great risk that it cannot
be reused, related to information it depends on or related to information that
depends on it.
Reducing the ability to relate information and
see a clear line of sight between it, greatly increases the risk of making bad
� If
information is held in unstructured forms, there is a great risk that any
problems it contains will not be seen and corrected until much later.
Seeing problems much later than when problems
are introduced greatly increases the risk of wasting resources and the risk of
not achieving what was planned.
� Appropriate
Tools and Processes will be required.
� It
can take longer to create and work with information in structured forms.
� Increase
time and resources will likely be required.
� Raw:
Amount of information in use, stored in unstructured forms.
� Raw:
Amount of information in use, stored in structured forms.
� Derived:
% of unstructured vs structured information in use.
Plan Ahead and Organise
We do work in a Strategic way because we do
the necessary planning to allow us to.
� Most
companies tend to find themselves in a fire fighting spiral, where problems and
priorities are focussed on just keeping the Business running.
� This
is a spiral because work that should be done to head off the next potential
problem or panic is not done resulting in the potential problem becoming a real
problem to such an extent that it makes it onto the panic sheet.
� If
you do not plan to do any strategic work, you will never do any strategic work.
� The
firefighting spiral needs to be broken and the only way to do that is to plan
ahead and organise work not only based on short term objectives but also from
the point of view or stopping things becoming a crisis in the future.
� Therefore
a proportion of budget and effort needs to be directed towards preventing
things becoming a crisis in the future rather than exclusively performing
crisis management and firefighting activities.
� Only
by planning ahead will the crisis management spiral be broken.
� Raw:
% of budget spent on strategic work.
Reduce Manual Processes
We reduce and remove manual processes - but
only when there is a clear business reason for doing so.
� The
benefit of manual processes are that they are immeasurably flexible, can be
easily changed (on a daily basis if necessary) with little cost and without any
of the problems associated with changing electronic software systems. This is
the reason, manual processes tend to grow and grow through an Enterprise. However,
manual processes require people to operate them, office space, desks, HR, or
not scalable, etc, etc Therefore straight through processing (STP) is a valid
target aim.
� There
are places where manual processes should and/or must be used as systems and
technology cannot currently replace them or they are more cost effective.
� Cost
is only one aspect though, people are good at non-repetitive highly complex
tasks rather than repetitive simple tasks and so it makes sense to use one of
the most important assets of the company (i.e. its people) in the best way
� People
rarely ask the question "why do you do it that way". Even if they do, the usual
answer is "because that's the way we've always done it". It takes a determined
and concentrated effort to research, investigate and identify processes that
can be reduced or removed.
� People
can believe that removing or reducing manual processes will make them less
worthwhile to the company, give them less job satisfaction and/or could
ultimately lead to loss of jobs. This is a misnomer in that what usually
happens is that people feel more worthwhile and get better job satisfaction and
job losses do not materialise as people are freed up to do more productive and
less repetitive work.
� Usually
the people best suited to spot where improvements could be made are the people
on the coal face who have to follow and work within these processes on a day to
day basis.
� Raw:
The number of manual, semi-automatic and automatic process.
� Raw:
The cost of manual, semi-automatic and automatic process.
� Derived:
The total cost of manual, semi-automatic and automatic process.
� Derived:
The ratio of the number of manual to semi-automatic to automatic processes.
� Derived:
The ratio of the cost of manual to semi-automatic to automatic processes.
Artefacts Must Be Complete, Sufficient and
We ensure that all artefacts used are of the
quantity, quality and format required by the person using the artefact.
� Artefacts
are used by one process to perform an action.
� Artefacts
used by a process that are not of the required quantity, quality and format, greatly
increases the risk of that process producing bad outputs.
� If
those artefacts are decisions, bad decisions can end up being piled upon bad
� Whether
an artefact is Complete, Sufficient and Comprehensible is determined by the
person who will use the artefact not by the person that produces the artefact.
� Raw:
Number of artefacts labelled "satisfactory" by those that use them.
� Raw:
Number of artefacts labelled "unsatisfactory" by those that use them.
� Derived:
% of "satisfactory" artefacts.
[DOTS : A : Data]
Treat Data
as Assets
We accept that Data are assets that have
value to the Enterprise.
� Data
is the blood of most Enterprises, and its value can be huge.
� Data,
like anything else of value, needs to be maintained if its use is to be
� Collecting
and storing data can be very time consuming and resource intensive, and so to
not maintain data (so it can be used in the future) is extremely inefficient.
Data exists in two fundamental
These data are the product (for a data based Enterprise - like a bank). They
are the crown jewels of the Enterprise.
Business: These
data aids decision-making. Unless this data is accurate, current and available
when it is needed bad decisions can be made with far reaching consequences to
the entire Enterprise.
� Each
major data entity will have an associated data steward assigned responsible for
managing the data.
� Data
Stewards are responsible for the quality of the data they are responsible for.
� Procedures
must be created to monitor data quality and correct any errors. A set of Data
Management Policies are required.
Metadata repository is required.
� Common
tools are required for creating, maintaining and managing data.
� Raw:
Does a Business Data Model exist?
� Raw:
% that have an assigned business data steward.
� Raw:
% that have defined data quality procedures.
� Raw:
Per Entity: Data Quality score.
� Derived:
Total Data Quality score.
Do Not Duplicate Data
We ensure that Data are shared across
organisational and technical boundaries.
� The
Enterprise holds a large amount of data, but it is stored in multiple physical
� Duplication
of data costs money in effort to maintain it and to synchronise its copies.
� Duplication
means there are many versions of "the truth" making decision making very
� Duplication
adds un-needed complexity.
� Data
Sharing and Data Security can be contradictory - It is important to recognise
that data stored in the same place can have different security requirements.
set of Data Management Policies are required.
� Raw:
Do Data Management Polices and Standards exist?
� Metrics
for measuring the adherence and effectiveness of these are defined in the
associated policies/standards.
Make Data Accessible
We ensure that people have access to the
data required to perform their duties.
� Data
which is accessible increases efficiency and effective decision making.
� Access
to data must be considered for an Enterprise wide perspective otherwise data
silos are likely to grow.
� Different
levels of access need to be defined for all data entities - Create, Read,
Update, Delete.
� An
Enterprise wide access framework is required to manage access based on
Enterprise role rather than individual persons.
� Raw:
A Data Accessibility user survey has been created.
� Raw:
% of entities that have had a Data Accessibility user survey carried out.
� Raw:
% Data Accessibility score for each entity.
� Derived:
Total % Data Accessibility.
Define Data
We define and use Data consistently.
� For
the Enterprise to come together and work in a partnership there must be a
common and well understood definition for all the important data entities
within the Enterprise.
� Whenever
there is disagreement over the use of an existing definition or when new
definitions are required the Architecture Review Board will ensure consistency
and completeness.
� Raw:
% complete Business Data Dictionary.
Secure Data
We protect Data from unauthorized use and
� In
the same way access to applications is controlled through role based security,
so must access to data.
� It
is all too easy to have an application provide elaborate security access control
and restrictions but if the data that the application uses can be accessed
directly in a relatively easy fashion then that data is not sufficiently
� This
is especially pertinent to integrations across Enterprise boundaries where
different data in a data set may be considered differently in terms of
� It
is possible that to gain data security, data is physically separated into
different database. This may not be the optimal method of securing the data
since it needlessly fragments the data and can cause maintenance issues.
Data security policy and standards are required.
� Existing
data sources will need assessing and evaluating.
� Like
applications, security must be designed into data entities and attributes at
design time, not by adding it later.
� Raw:
% of Databases that have had a security assessment.
� Raw:
Do Best Practice Data Security Policies and Standards exist?
We ensure that "...because I said so" will
never be used as the reason or rationale for any decision.
� Allowing
"because I said so" as a reason for decisions is deeply damaging to the Enterprise
as a whole and to individuals. Allowing it shows people that there is no point
in asking "why".
� It
promotes a good culture to make sure people understand why decisions are been
� This
does not mean that all people will be happy with all decisions.
� If
people understand the reason for a decision, they will accept the decision more
readily even if they do not agree with it.
� It
takes time and energy to explain reasons to people.
� Some
people may not like this principle if they have in the past been used to saying
"Because I said so".
� This
does not imply that every decision will be explained to every person. What it
means is that if someone has reason to ask why a decision is being made then
that decision will be explained.
� Raw:
The number of times "Because I said so" is used.
Record Decisions
We ensure that people understand why
decisions are made and that the reasons for those decisions are recorded.
� "You
can please some of the people all of the time, you can please all of the people
some of the time, but you can't please all of the people all of the time." - John
lot of "non-acceptance" of decisions stems from people not understanding why a
decision was made.
� If
decisions are explained, a lot of peoples "problems" with those decisions are
likely to vanish.
� Explaining
why decisions are made helps people accept them, and make them work.
� Even
if people still do not like a decision, if they can see the rationale behind a
decision, they are much more likely to "run with it".
� It
is the responsibility of the person making a decision to explain that decision
to those who are affected by it.
� Requires
time and resources.
� People
need an environment that allows then to feel comfortable and to have the
mandate to ask for decisions to be explained.
� Management
needs to create that environment.
� Raw:
Number of decisions taken.
� Raw:
Number of decisions documented.
� Derived:
% of documented decisions.
Consider Context & Implications
We ensure that all decisions are based on
understanding the context that causes them to be made and the implications that
making them create.
� Decisions
made without first seeing and then understanding the full context, greatly
increases the risk of making bad decisions.
� Decisions
made without first seeing and then understanding the full implications, greatly
increases the risk of making bad decisions.
� The
Context for Decisions must be documented.
� The
Implications for Decisions must be documented.
� Increased
time and resources will likely be required.
� Raw:
Number of decisions made that did not consider the full context and/or
Work Smart not Hard
We concentrate on expending the 20% of the
effort that provides 80% of the benefit.
� "The
Pareto principle", "The law of the vital few" or "The
principle of factor sparsity" state that, for many events, roughly 80% of
the effects come from 20% of the effort.
� If
we concentrate on addressing the 20% that provide us with 80% of the benefits
we will be as effective as we can reasonably be, whilst still allowing for
further improvement.
� People
need an environment that allows then to feel comfortable and to have the
mandate to think-out-of-the-box.
� Raw:
Number of instances where the 8020 rule is applied.
Consider Efficiency
We consider how things are done, rather than
only what things are done.
� The
Enterprise will always have finite resources.
� Those
resources are precious, and the return on their use must be maximised.
� What
the Enterprise does, is not so much of a differentiator as how it does, what it
� Efficiency
is a key to strategic success.
� People
need an environment that allows then to feel comfortable and to have the
mandate to consider efficiency.
� Raw:
Amount of resources spent on efficiency.
Consider Important Non-Urgent Work
We break the negative feedback loop of
always spending more time on Important Urgent Work (Firefighting) to the
detriment of Important Non-Urgent Work.
� Increasing
time spent on Important Non-Urgent work, tends to reduce the amount of time
subsequently required to deal with Important Urgent work (Firefighting).
� Reducing
the amount of time dealing with Important Urgent work (Firefighting), tends to
increase the amount of time available for Important Non-Urgent Work.
� Prevention
is better than cure.
� People
need an environment that allows then to feel comfortable and to have the
mandate to consider Important Non-Urgent work.
Consider Things of Fundamental Importance
We spend more time thinking more deeply
about fundamental things and getting those things correct.
� Concentrating
on things of Fundamental Importance are likely to yield better decisions and
better outcomes than ignoring them or not giving them enough consideration.
� If
you do not get fundamentals right, it is likely to cause serious problems
further down the line.
� Can
be subjective.
� People
need an environment that allows then to feel comfortable and to have the
mandate to Consider Things of Fundamental Importance.
� Raw:
Amount of resources spent on Considering Things of Fundamental Importance.
Consider the True Value of Things
We look deeper into things to see where true
value lies rather than only looking at things with obvious value.
� .
� People
need an environment that allows then to feel comfortable and to have the
mandate to Consider the True Value of Things.
� Raw:
Amount of resources spent on Considering the True Value of Things.
Prioritize Substance over Style
We value the content and substance of ideas
and argument over and above the way those ideas or arguments are communicated.
� The
way something is said or a message is delivered can unduly influence those
listening to and affected by it.
� The
Halo Effect can mean that a decision with dubious value could be accepted.
� The
Horns Effect can mean that a decision with great value could be rejected.
� "If
the honourable gentlemen would pay more attention to what I am saying, rather
than how I am saying it, he might receive a valuable education in spite of
himself" - Margaret Thatcher.
� People
need to feel comfortable expressing their opinions even though they may not be
delivered in a "professional" manner.
� People
need to focus on the content of opinions rather that their delivery.
Raw: The number of times substance is wins out
over style.
Consider Future Benefit
We consider things from the point of view of
future benefit rather than only in terms of short term benefit.
� Short
term benefits satisfy the craving for low hanging fruit and immediate
gratification, however, not balancing immediate needs for more longer term
needs will usually cause longer terms problems that can easily outweigh short
term gains..
� People
need an environment that allows then to feel comfortable and to have the
mandate to Consider Future Benefit.
� Raw:
Amount of resources spent on Considering Future Benefit.
Expose Individual and Contrary Opinion
We seek out and hear people with opinions
that are contrary to the opinions of people that have more "seniority" or
contrary to the opinions of the majority.
� Being
senior does not mean that someone is right.
� Being
in the majority does not mean that someone is right.
� Innovation
and progress can come from seeing things that others cannot.
� If
we do not allow (demand) contrary opinion, the risks of making bad decisions
are greatly increased.
� People
in power may feel very uncomfortable allowing contrary opinions to be heard.
� People
understanding that being in the majority does not automatically mean they are
� People
need to feel comfortable and able to express contrary opinions.
� Raw:
The number of contrary opinions heard.
Change Actions and Beliefs over Perceptions
Don't Allow Cognitive Dissonance to Corrupt
� Cognitive
dissonance theory is based on three fundamental assumptions:
Humans are sensitive to inconsistencies between
actions and beliefs.
Recognition of this inconsistency will cause
dissonance, and will motivate an individual to resolve the dissonance.
Dissonance will be resolved in one of three
basic ways:
� Changing
ones Belief.
� Changing
ones Actions.
� Changing
ones Perception.
� It
is inherently very hard for people to change their Beliefs - otherwise they
would not be Beliefs.
� It
can be very difficult for people to change their Actions (one type of action is
a decision)
� It
is very easy for people to change their Perceptions to justify a Belief or an Action
regardless of how erroneous the Belief or Action may be.
� People
will feel very uncomfortable changing their Beliefs or Actions.
� People
need to fee that changing their Beliefs or Actions is seen as a positive rather
than a negative.
� An
environment will be required that stop people feeling uncomfortable.
� Raw:
The Number of Beliefs that have changed.
� Raw:
The Number of Actions that have changed.
Don't Jump to Conclusions
Just because something seems to be obvious
doesn't necessary mean that it is.
general (insatiable) appetite for quick wins and doing things faster can cause
people to make snap decisions.
� Decisions
that are taken without the required information to make them are not decisions,
but arbitrary guesses.
� "Analysis
Paralysis" is a phrase often used when people who want to jump to
conclusions or to repress others who may be more wary.
� People
need an environment that allows then to feel comfortable spending the time
required to make well founded decisions.
� Raw:
The number of decisions that were going to be made incorrectly, but were changed.
Think Strategically
Decisions should be made to provide maximum
benefit to the Enterprise as a whole.
� Decisions
that are made purely from a tactical perspective provide less long term value
than those made for the benefit of the Enterprise as a whole.
� All
parts of the Enterprise only exist to enable and fulfil the goals and
objectives of the Enterprise.
� Some
short term goals may need to be sacrificed in preference to larger and more
strategic goals.
� Some
projects may need extra funding to achieve this.
systems and services will be evaluated in terms of the benefits to the whole
Enterprise rather than to satisfy the needs of a particular project or group.
� Raw:
Number of decisions which produce a multi project, multi department benefit as
opposed to a singular benefit.
� Raw:
The number of Applications shared across boundaries.
� Raw:
The number of Services shared across boundaries.
� Raw:
The number of Components shared across boundaries.
No Bullying
Actions and Decisions are based on rational
thinking not on power, control or position.
� Bullying
can take many forms, not just physical.
� Bullying:
Anyone who holds some kind of power, control or position over someone else, and
who uses that power, control or position to force another person to do (or not
to do) something.
� Bullying
only serves to benefit the individual and damage the Enterprise.
� People
who are used to using bullying as a tool to get things done will feel very
uncomfortable not being able to.
� People
who are used to being bullied will feel very uncomfortable exposing it when it
� Raw:
Number of Incidences of Bullying.
Expose Problems
Problems need to be exposed, evaluated and
dealt with when they occur, not tripped over later when correcting them will be
more difficult and possibly impossible.
� Solving
problems as early as possible greatly limits the damage and knock on problems
those problems can cause later.
� Hiding
"bad news" only serves to benefit the individual and damages the Enterprise.
� Sometimes
information can come to light that requires a very large change in what is
being done.
� The
bigger the problem, the more likely it is for people want to gloss over it and
ignore it.
Either because they feel they may be looked on
as having done something wrong, or because the implications of accepting it
will cause an increase or loss of a large amount of time, money, effort, etc.
� However
inconvenient and painful the truth is, it is usually an order of magnitude less
that the pain that will be suffered later if it is not dealt with.
� People
who are used to hiding problems will feel very uncomfortable not being able to.
� People
who are used to seeing problems hidden will feel very uncomfortable exposing
� Raw:
Number of problems exposed.
� Raw:
Number of problems hidden.
� Derived:
Ratio of problems exposed vs hidden.
Applications should be easy to use. The
underlying technology is transparent to users, so they can concentrate on tasks
at hand.
� The
more a user has to understand the underlying technology, the less productive
that user is.
� Ease-of-use
is a positive incentive for use of applications. It encourages users to work
within the integrated information environment instead of developing isolated
systems to accomplish the task outside of the Enterprise's integrated
information environment.
� Most
of the knowledge required to operate one system will be similar to others
therefore training is kept to a minimum, and the risk of using a system
improperly is reduced.
� Using
different applications should be as intuitive as driving different cars.
� Applications
will be required to have a common "look and feel" and support
ergonomic requirements. Hence, the common look and feel standard must be
designed and usability test criteria must be developed.
� Guidelines
for user interfaces should not be constrained by narrow assumptions about user
location, language, systems training, or physical capability. Factors such as
linguistics, customer physical infirmities (visual acuity, ability to use
keyboard/mouse), and proficiency in the use of technology have broad
ramifications in determining the ease-of-use of an application.
� It
is accepted that increased use of COTS applications may mean this principle is
not met as much as would be if purely bespoke applications are used.
� Raw:
An Ease-Of-Use satisfaction survey has been created.
� Raw:
% of services/applications that have had an Ease-Of-Use satisfaction survey
carried out.
� Raw
% Ease-Of-Use satisfaction score for each service/application.
� Derived:
Total % Ease-Of-Use satisfaction.
Common Use
Applications that can support and/or be
reused by multiple parts of the Enterprise are favoured over those that are
only point solutions.
� Applications
that only solve one problem or support one part of the Enterprise exacerbate
the proliferation of applications and their associated technologies that cause
increased cost and complexity.
� Existing
point solutions may need to be replaced.
� Careful
management of projects is required to identify possible synergies as early as
� Projects
may need extra investment to allow their scope to be expanded in order to
procure a broader application or service.
� Raw:
Number of applications providing essentially the same functionality or services
Applications and Services will be secured
from unauthorized access.
� Malicious
intrusion, viruses, and terrorism increasingly threaten the Enterprise's systems.
� The
Enterprise has a duty to maintain its customer's and supplier's trust in its
systems from unauthorized access and to preserve confidentiality where
� Secure
systems ensure the continuity of the Enterprise's business.
� Systems
must be secured with application security best practices.
� Application
security assessments being conducted on a regular basis.
� Must
identify, publish, and keep applicable policies current.
� Security
must enable not impede business.
� Security
must be designed into the Enterprise, its structure, processes and systems from
the beginning. Adding it later seriously compromises quality and/or seriously
increases costs.
� Raw:
% of Systems, Applications, Departments that have had a security assessment.
� Raw:
Do Best Practice Application Security Policies and Standards exist?
for measuring the adherence and effectiveness of these are defined in the
associated policies/standards.
Manage Enterprise Debt� Value (EDV)
Enterprise Debt� will be exposed, documented
and managed.
� Enterprise
Debt� exists. It is created every day. This principle recognises its existence
and therefore the requirement to expose and manage it.
� Enterprise
Debt� incurs interest. This interest is paid as long as the interim change
(debt) exists in the form of maintenance and other costs that would not exist
otherwise. Remedial change is like paying off a (portion of a) loan and as such
reduces overall debt and subsequent interest.
� Enterprise
Debt� is not inherently a bad thing. It is an important tool for an Enterprise
to achieve its goals and objectives. Like financial debt, Enterprise Debt�
needs to be visible & managed. If Debt is not managed it will inevitably
only increase.
� Like
any debt, Enterprise Debt� is bad when you:
Don't know you are incurring it.
Don't know how you will pay off the debt.
Don't know the interest rate.
Don't know how long you will have to pay
interest for.
� Changes
are required in process and culture to enable identification of Enterprise
Debt� to be an acceptable and appropriate thing to do.
Strategic Investment Board (with budget) is required to sit above all projects
and programs.
� Raw:
The Enterprise Debt� (cost of the issues and risks created) of each programme,
project and initiative.
� Derived:
The total cost of Enterprise Debt�.
Manage Enterprise Debt� Ratio (EDR)
All change must be classified in terms of
the Enterprise Debt� Ratio (Strategic vs Tactical vs Remedial)
� Strategic: Changes that take you directly from where
you are to where you want to be. (May or may not also satisfy a short term
� Tactical: Changes that satisfy a short term need,
but does not take you from where you are to where you want to be in the most
effective and/or efficient way.
� Remedial: Changes that correct previous Tactical
change. This remedial change will also consist of Strategic and Tactical
� All
projects have a Business and a Technical change component. The Enterprise Debt
Ratio� for each can be very different. E.g. The Business change component of an
initiative may be 90:10:0, whereas the IT change component of the same
initiative may be 10:30:60.
� Strategic
changes do not increase Enterprise Debt� but could reduce it as a side effect.
� Tactical
changes, by definition, increase Enterprise Debt�.
� Remedial
changes decreases Enterprise Debt�.
� When
budgets and timescales are constrained, the bias is more likely to be towards
Interim change (taking on more debt) whereas when budgets and timescales are
more relaxed the bias is more likely to be towards Strategic and Remedial
change (paying off the debt).
� All
Programmes, Projects and Initiatives need to be classified in terms of
Strategic vs Interim vs Remedial ratios, for the Business change component and
for the IT change component.
� It
should be also noted that the Enterprise Debt Ratio� is a ratio of how change is
effected not why. E.g. Change may be driven by a strategic imperative but if
the way that change is effected is interim then the Debt Ratio would be 0:100:0
and not 100:0:0
� Raw:
The % of programmes, projects and initiatives that have the Enterprise Debt
Ratio� identified.
� Derived:
The total %'s of Strategic vs Interim vs Remedial ratios (Business & IT)
Be Architecture Centric
Adopt Architecture Best Practice
� Architecture
is about structure, reuse, cost reduction and flexibility.
� An
architecture centric approach to delivering services to the Business is a
widely accepted and adopted best practice for success.
� Currently
there are limited architecture resources, groups, documentation, principles,
policies, standards, governance.
� Work
undertaken tends to be tactical rather than strategic in focus.
systems are diverging in terms of technology and applications and point
solutions are proliferating. IT finds it difficult to provide a good service to
the Business. This results in IT being viewed as a cost rather than a positive
value. IT has a tactical reactive focus rather than a proactive strategic
� This
will allow the Enterprise to be in control of its IT capabilities and fully
understand how they are related to each other and the Business.
� Projects
produce good quality, fit for purpose solutions.
� Define
an architecture framework.
� Introduce/improve
and integrate Enterprise, Solution and Technical architecture processes and
� Introduce
a Best Practice project management approach.
� Introduce
Business/IT planning and Project Portfolio Management.
� Utilise
the Metrics (part of the Maturity Model) defined in the Adoption section of the
Framework you have adopted.
Be Service Oriented
Adopt a service based approach instead of an
application based approach.
� The
traditional application based approach to providing functionality does not
promote reuse and flexibility at the Business level. i.e it is difficult to
rearrange and re-connect applications as business needs change.
� Adopting
a Service based approach to providing services to the Business will increase
Business agility enabling it to respond faster and more efficiently to internal
and external change .
� We
need to identify and provide reusable business level services that can be
linked together and easily changed to increase business agility.
Service based approach is not a product that can be bought and installed. It is
more a way of thinking and structuring things. This can be difficult to grasp
although the benefits can be substantial.
� Vendors
of packaged applications (COTS) may not be as mature as the Enterprise would
like and may require work to define and wrap various functionality as services.
� Raw:
Number of internal facing Functional Services defined.
� Raw:
Number of external facing Functional Services defined.
� Raw:
Number of internal facing Data Services defined.
� Raw:
Number of external facing Data Services defined.
� Raw:
% of programmes, projects and initiatives which are defining new services.
� Raw:
% of programmes, projects and initiatives which are using existing services.
Consolidation is considered at all times and
there is proactive drive towards reducing proliferation and complexity.
� Anything
which is complex costs more to produce and maintain.
� This
increase in cost tends to increase in an exponential manner - initially not
having much impact on costs and timescales, but as complexity grows there comes
a point whereby costs become prohibitive.
� Consolidation
is concerned across the board e.g. Processes, Applications, Vendors, Hardware,
Software, Services.
� Consolidation
is not something that happens overnight and usually consolidation projects do
not make economic sense.
� Consolidation
should become part of all projects remits and the Business should provide the
resources to effect consolidation as opportunities arise.
� Consolidation
should become part of the Strategising and Roadmapping phases, allowing for
pieces of consolidation work to be included in the project portfolio.
% of programmes, projects and initiatives that include a consolidation
Refactor Where Possible
Whenever anything is changed, we should
always look to see if we can improve it at the same time.
� Improving
something whilst already "having your fingers on it" costs a lot less in terms
of time and resources than doing so at a later time.
� If
you don't improve things as a normal part of "work" (continuous improvement)
they will potentially never be improved.
� People
need an environment that allows then to refactor and improve things "as they
Amount of refactoring work undertaken.
Avoid Under/Over Engineering
Solutions will not be designed to the Nth
degree, nor will their designs disproportionately compromise key Enterprise
objectives and goals.
� If
solutions are under engineered there is a danger that Enterprise will not reap
the benefits associated with an architecturally driven approach i.e. reuse and
flexibility is not free and has to be designed appropriately into solutions.
� If
solutions are over engineered there is a danger that projects and systems can
drown in the drive to achieve the perfect solution or the increased costs and
timescales do not warrant the perceived benefit created.
balance needs to be achieved.
� Costs,
timescales, how the solution is constructed, the functionality it provides and
how that functionality is provided need to be considered as a whole in the
context of the four EA Strategies (aka the spinning plates of Cost,
Flexibility, Risk and Quality).
� The
key to allow this to occur is the three party partnership behind the successful
adherence to this principle, represented by:
Project Manager����� -
Cost & timescales.
Architect��������������� -
How the solution is engineered.
Business Analyst���� -
What functionality the solution contains.
� These
roles should exist as a true partnership with no one partner being able to
overrule the other and with each role being equally concerned and mindful of
the 4 EA Goals. Where common agreement cannot be reached, this principle will
be violated and the waiver process will begin.
� This
will require considerable discussion and agreement to break down the usual "The
Project Manager rules the roost" mentality and to provide the environment where
this important cultural change can happen.
� Survey
of PM's, BA's and TA's - "Do you think that PM's, BA's and TA's are working
together as an equal partnership or does one role seem to have more power than
the other? If so which ones?"
� The
number of answers where one role is shown to have more 'power' than the others.
Open Integration
Integration of systems is viewed as a
strategic capability separate to each individual system rather than something
that is thought of as part of each individual system.
� One
of the key capabilities to IT successfully supporting the Business is Integration.
� Integration
is the glue and the key to flexibility - Open, configurable, scalable,
resilient, secure.
� Integration
is the cornerstone and backbone of any agile Enterprise in this world of
constant change (business model's technologies, environmental, regulatory,
commercial, etc).
� Integration
should not be thought of as something secondary that just connects various
things, it needs to be thought of as the heart of IT and the Business,
connecting packaged applications with legacy, bespoke and external systems.
� In
the same way as Enterprises have teams responsible for networks, servers and databases
the Enterprise also should have an integration team which creates new
integrations or replaces old integrations and is driven by the Business and
project need.
� In
this way integration is considered, guided and architected on a strategic and
infrastructural level and implementation is carried out on a system by system
or interface by interface level.
� This
approach removes the problems associated with a "big bang" approach, but still
allows a big picture to be the driving force behind individual integration work
carried out as part of other projects. Systems, parts of the Enterprise and
individual links can be brought into this systemic integration environment
gradually as time, money and business pressures dictate.
� Raw:
An integration group exists within IT with its own budget.
� Raw:
Number of shared integration points, systems, technologies, interfaces being
Reuse of existing people, processes,
locations and technology will always be considered and is favoured over buying,
adopting or using anything new.
� Reuse
is the key to low costs.
� Must
be balanced against increase complexity that reuse introduces.
repository of what exists and the relationships between them needs to be
� This
can be difficult and can be viewed as introducing complexity, risk and cost.
However, if these risks and costs are weighed against the longer term benefits
and costs it usually is in the best interests of the Business to reuse wherever
� Reuse
of standard things is favoured over reuse of bespoke things.
� Reuse
of bespoke things should only occur when there is a compelling business
expediency to do so.
� Raw:
The number of times things are reused.
(for reuse) Before Build
Buy Services (for reuse) before buying
packages (for reuse) before building (for reuse) .
� There
is no reason to re-invent the wheel.
� Where
possible, the Enterprise should lever existing and future functionality offered
by IT companies instead of bespoking IT.
� Please
see the sub principles for more detailed Rationale.
� Buying
(for reuse) means that whenever an individual programme, project or initiative
identifies the need to purchase, the requirements and the eventual decision on
what is purchased is considered from a more holistic strategic perspective.
� The
individual programme, project or initiative may encounter a higher cost (both
in terms of evaluation as well as licensing and ongoing cost) than it would
have if it only considered its own scope.
� For
selection, the 80/20 rule applies, favouring Services/Packages which satisfy
80% or more of requirements as opposed to a built Services/Package which
satisfies near to 100%.
best of breed approach should generally be followed. However, the numbers of
existing vendors, services and packages already in use should be taken into
account. i.e. One solution may not be best in breed but is favoured because the
vendor is already being used to provide other services or packages.
� Vendors
supplying other Services/Packages which may be of interest at a later time
should be favoured. Services/Packages that have the capacity to be extended or additional
modules purchased should be favoured.
� Please
see the sub principles for more detailed Implications.
1st Buy a Service (for reuse) before Building.
� Externally
supplied services managed through SLAs tend to be cheaper and make an Enterprise
more agile.
� This
should be tempered by the commodity vs specialist nature of the system being
sourced and the security, resilience of the service and the company providing
� Services
that can also provide programmatic access (e.g. using web services
technologies) should be favoured over those which provide a purely user
� Vendors
supplying other services which may be of interest at a later time should be
favoured. Services that have the capacity to be extended or additional modules
purchased should be favoured.
� Procurement
processes may have to change radically to enable this.
� Integration
aspects need to be carefully considered.
2nd Buy a Package (for reuse) before Building.
� Packaged
applications tend to be far cheaper to produce and to support and maintain than
bespoke applications.
� However,
this should be tempered by the commodity vs specialist nature of the system
being sourced.
� Vendors
supplying other capabilities which may be of interest at a later time should be
favoured. Systems that have the capacity to be extended or additional modules
purchased should be favoured.
3rd Build (for reuse).
� Bespoke
development tends to be the most costly option in terms of up-front costs and
support and maintenance costs.
� Bespoke
developments tend also to be the most risky for non-software house based
� Bespoke
development can produce significant competitive advantage and so tends to be
only considered for USP type functionality or when the functionality required
does not exist in the market place. If this is the case, it may be prudent to
consider a partnership with a software house to jointly develop a new package
that can subsequently be sold.
� Where
a requirement cannot be satisfied by a COTS system or where the requirement for
competitive advantages dictates a build solution, a build should be adopted.
� The
80/20 rule applies regarding the scope and complexity of the solution.
� The
system being built should (as much as practicable) allow for easy extension and
additions, and also allow the potential to be re-used by other parts of the
generic and/or data driven application that can easily be extended and re-used
should be favoured.
� Should
adhere to defined quality standards. For example the system should be fully
documented to enable it to be supported or changed up by other developers at a
later date.
� Raw:
The number of COTS services in use.
� Raw:
The number of COTS packages in use.
� Raw:
The number of bespoke systems in use.
� Derived:
The ratio of COTS Service to COTS Package to Bespoke.
Relationships & Traceability
Information (Structural &
Transformational) used for transforming the Enterprise must be related.
� Relationships
are the key to understanding the impact of change which enables informed
consists of a large number of different things (e.g. applications, databases,
objectives, technologies, etc).
� In
addition IT operates within a business context of different things (e.g.
business processes, people, locations, requirements, objectives, etc).
� Whilst
these things are important it is the relationships between them that allow the
best decisions to be made and allow IT to make sure that what it does has
concrete business value. (e.g. mapping Business Objectives to Requirements to
Solutions, etc)
� The
relationships allow impact analysis and the implications of decisions to be
made clear.
repository and various tools (EA Modelling, Requirements Analysis, Portfolio
Management, etc) are required to enable these different things and their
relationships to be modelled effectively.
� There
will be a learning curve to be able to use these tools.
� There
will be a population curve while the information is initially loaded.
� Raw:
Is there an appropriate EA modelling tool in place?
� Raw:
% of the Enterprise using the EA Model.
� Raw:
% complete of the Strategy domain model.
� Raw:
% complete of the Business domain model.
� Raw:
% complete of the Technology domain model.
Have a Sound Business case
All projects must be supported by a sound
business case which addresses the total cost of ownership, plus any wider
impacts on the Business and IT.
� All
too often projects are initiated without a clear definition of the costs,
benefits and therefore the true value of a proposition.
� Whilst
costs and benefits are defined these values can often be "invented" to make the
Business case stick and can also often miss the wider strategic and ongoing
� There
are no IT projects, there are only Business projects that have a mixture of IT
Change and Business change.
� All
business cases need to articulate business benefits in business terms
� In
order for ball park costs to be reasonably representative, a high level view of
the solution options and lifecycle costs must be produced at an architectural
� This
view can be produced in a very short space of time, by engaging with architects
and business analysts. If it is not possible to determine a broad brush set of
options and representative costs, it means that the initial business case would
be for an investigation/feasibility study of possible solutions and associated
costs, rather than for the solution which would then be contained in a later
business case.
� Raw:
% of programmes, projects and initiatives that have a business case.
� Raw:
% of programmes, projects and initiatives that include solution options
� Raw:
% of programmes, projects and initiatives that include lifecycle costs.
Proactive Business Leadership
Business and IT Leaders engage proactively
on key IT planning activities.
� The
Business is the key stakeholder, or customer, in the application of technology
to address a business need.
� The
business needs to be an active participant in order to close the gap between IT
and the Business and to allow the Business and IT to operate within a
partnership rather than a purely customer/supplier relationship.
� In
order to ensure IT is aligned with the Business, all areas of the Business must
be involved in all aspects of the IT environment.
� To
operate as a team, every stakeholder, or customer, will need to accept
responsibility and accountability for developing the information environment.
� Commitment
of resources will be required to implement this principle.
� The
business experts from across the Enterprise and the senior technical staff
responsible for developing and sustaining the IT environment need to come
together as a team to jointly define their goals and objectives.
� Raw:
Does a model of IT and Business leaders involved in Business Planning exist?
� Raw:
% of roles, responsibilities and accountabilities defined for each
� Raw:
% of leaders that have agreed their roles, responsibilities and
� Raw:
Last 4 Quarters: Did the quarterly Business Planning meeting take place?
� Raw:
% Business leaders attendance at quarterly Business Planning meetings.
� Raw:
% IT leaders attendance at quarterly Business Planning meetings.
� Derived:
% attendance at quarterly Business Planning meetings.
Recognise Responsibilities
Recognise and respect the responsibilities
of business departments and the IT department relating to change.
� Business
departments are best placed to define WHY
something needs to change.
� Business
& the IT Department are best placed, together, to define WHAT needs to change.
� The
IT department is best placed to define HOW IT change
should be implemented.
� Business
departments are best placed to define HOW business
change should be implemented.
� Business
departments are responsible for explaining to the IT department why something
needs to change. If the IT department does not understand, the onus is on the
business department to explain.
� Business
departments and the IT department need to work together to determine what needs
to change to achieve the desired outcome of a change.
� Whilst
the IT department is always open to any discussions and recommendations
regarding how its change processes could be improved, it is the IT department
that will decide what processes must be followed to effect IT change and that
these processes may impact business timescales and/or costs.
� Whilst
business departments are always open to any discussions and recommendations
regarding how its change processes could be improved, it is the business
departments that will decide what processes must be followed to effect business
change and that these processes may impact IT timescales and/or costs.
� Raw:
% of instances where the IT department is not allowed to follow its change
� Raw:
% of instances where business departments are not allowed to follow their
change processes.
Minimise Customisation of COTS Products and
Customisation of COTS packages will only be
allowed when their is clear business advantage for doing so.
� One
of the benefits of buying a COTS package is the reduced maintenance burden and
the easy acceptance of updates from the manufacturer.
� The
more a COTS package is Customised (as opposed to Configured) the more these
basic benefits are lost.
heavily customised COTS package effectively becomes a built application.
� The
Business may have to forgoe some functionality and settle for "what the product
can do out-of-the-box" rather than have all their requirements fully satisfied.
� �
� Raw:
Number of Customisations done.
�Replace Legacy Appropriately
Legacy Systems will be replaced but only
when there is a valid business case for doing so.
� Legacy
systems are not inherently bad and a wholesale approach to replace them with
the latest technology will be avoided.
� Replacement
of existing/legacy systems will only be done if there is a sound value
proposition to do so and if the risks have been properly evaluated.
� Legacy
systems will continue to exist in the Enterprise and it should be noted that
this position will not change much over time.
� Only
the specifics of which systems are legacy will change. i.e. the systems
introduced today will be deemed to be "legacy" at some point in the future.
� Raw:
Number of legacy systems in place.
� Raw:
A legacy system evaluation framework exists
� Raw:
% of legacy systems that have been evaluated.
Increase Independence
Applications and services should be independent of
specific technologies.
� Technologies
(Hardware and software) change and evolve over time. As time passes some
technologies are favoured over others due to security concerns, scalability,
costs, or other important drivers.
� Applications
which are independent of the technologies they require to operate provide the
business with an increased level of flexibility to change technologies when
required based on business drivers.
� Technology
Standards are required.
� This
principle may be difficult to comply with because Commercial Off-The-Shelf
(COTS) applications can tend to be platform dependent.
� Raw:
For each application and service, the number of alternative Technologies that
could be used.
� Derived:
Average number of alternative Technologies per application/service.
Reduce Diversity
The number of technologies should be reduced
wherever possible.
� The
higher the number of technologies used the higher the cost of supporting and
maintaining them.
� If
many technologies are in use, it becomes a necessity for IT resources to have
to concentrate on a subset of technologies thereby reducing the flexibility of
the workforce.
� This
principle may be difficult to comply with because Commercial Off-The-Shelf
(COTS) applications can tend to increase technology diversity.
� Raw:
For each Technology, the number of different types in use.
� Derived:
Average number of instances per Technology.
Increase Interoperability
The level of interoperability between disparate
technologies should be increased wherever possible.
� Where
disparate technologies have to be utilised, interoperability provides the best
way of enabling them to work together coherently.
� Interoperability
reduces the cost of integration and maintenance.
� Interoperability
Standards are required.
� This
principle may be difficult to comply with because Commercial Off-The-Shelf
(COTS) applications may or may not adopt open standards.
Average number of instances per Technology.
2008-2016 Pragmatic EA Ltd


text:
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subset: commoncrawl


text: arteria cerebri definition October 21, 2017 AZ Dictionary Link to this page noun: the arteries providing bloodstream on cerebral cortex Related Sources Definition for "arteria cerebri" the arteries providing bloodstream on cerebral cortex View More Hyponym for "arteria cerebri" temporal artery View More Hypernym for "arteria cerebri" arterial blood vessel View More How would you define arteria cerebri? All the definitions on AZdictionary were written by people just like you. Now's your chance to add your own! Your Full Name Your definition Post Definition


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My husband and I did the Fiat 500 Tour. We had Angel as our guide and had an amazing time! I would highly recommend this tour!
1,611 - 1,620 of 11,843 reviews
My husband and I did the Fiat 500 Tour. We had Angel as our guide and had an amazing time! I would highly recommend this tour!
Our guide Fabian was knowledgeable, funny, engaging and full of energy. Cinque Terre is hands down.. a wonder of the world that cannot be missed. Fabio was a highlight on this tour! It was a big day, but a fantastic day for us (2 adults...More
We researched getting to Cinque Terre on our own from Florence and for less money than it would have taken us to get there with public transit and taxis, Walkabout was able to provide us with transportation and a very dynamic tour guide. We enjoyed...More
A wonderful jammed packed day from start to finish. Guides were awesome (shoutout to Matteo and team), well-planned to get the most of out of the trip. Highly recommend this if you're looking to squeeze a Cinque Terre visit in your plans but don't want...More
Freddy is amazing his knowledge about the history and ecology of Cinque Terra was comprehensive. We particularly enjoyed our hike in which he pointed out native plants and their uses in local cuisine. Futhermore you can see he cares ,he looks over his group like...More
We had a great experience with this tour. It was a long and packed day so having Freddy lead us was very helpful. He knows his way around really well. I'm glad we decided to book this tour because we saved a lot of time...More
While touring in Salzburg Austria I had a tourist suggest we use Walkabout tours to see the Cinque Terre. What a great idea that was! Molly our guide was nice, well informed and even funny! We were a family of 5 with kids 11,13,15. We...More
Had the Taste of Chianti tour which we booked by viator. Amazing as all the reviews have pointed out. Our tour guide, Gloria, and driver, Ricardo, made it an enjoyable experience. A 10 hour tour goes by so quick when you have such good time....More
I'm glad we did Cinque Terre with a tour because I was really unsure of the logisitics. This tour lined it all up for us. Giada, our tour guide, was very nice and entertaining. That said, if you want a relaxed pace, this might not...More
The Cinque Terre Trek is a MUST if you are visiting Italy. My husband and I had never been to Europe and I booked a lot of tours but this was the best one by far. Matteo was excellent. He took his time to get...More
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text:
My trenbolone results cutting cycle
By itself, the muscle building drug cycle is pretty heavy, combine with other anabolic steroid used mostly by pro. It goes well with anabolic "Sustanon", "Winstrol", "Boldenone", etc. Strengthening the already serious muscle building drug can lead to the most unpredictable hormonal results.Use of the legal anabolic steroid
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One of the four killers my trenbolone results cutting cycle were outlined was the right time. The federation he was wondering in banned him from patient for 2 years. They found a combination of 18 my trenbolone results cutting cycle types of steroids, less diuretics in his system.


text:
Ravinia was a cult founded by Alexander Naymeer, and used by Saint Dane to achieve total control of Halla for 10 years. Ravinia was made of the elite of each world. All the people Saint Dane found weak, were killed or flumed to other territories, namely Eelong. Ravinia was destroyed by an attack on their Conclave, in which the Dado army was deactivated by its own people, the Ravinians. The Ravinians each wear a star tattoo on their arm. Ravinia was named after when Nevva Winter, in the form of a raven came to heal Alexander Naymeer, when she gave him Mark's traveler ring.
Alexander Naymeer created Ravinia when he became the Traveler of Second Earth, upon Bobby Pendragon's resignition of being a Traveler.
Alexander Naymeer has many Ravinia member who are called the Ravinians. Here are some known members of Ravinians:
Alexander Naymeer {founder}
Nevva Winter
Jim Hirsch
Richard {former}
Mr. Chetwynde
Ms. Chetwynde


text:
Cruciate Surgery
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£9.99 microchips
Nine Mile and all of the branches are currently running a promotion where microchips, including implantation by a Vet or Nurse are only
for all pets.
Remember that in April 2016, it will be a legal requirement to have your dog identified with a microchip. Microchips are also required if you wish to take your pet abroad. They are a permanent method of identifying your pet, and will make it much more likely for you to be reunited with your pet if he or she goes missing.
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Nine Mile Veterinary Practice is part of CVS (UK) Limited, a company which owns over 200 veterinary practices within the UK. Company Registration Number 03777473 Registered Office: CVS House Vinces Road Diss Norfolk IP22 4AY.


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As a result, when I write, I outline, often two to three times. Each outline is different from the others, often emphasizing a new thread or momentum for the story. But what I've come to realize above all else is that, no matter how hard I try, I will always diverge from this outline.
This could be a point of utter frustration or like yanking the car off the highway and trekking it through the desert sands without a clue how to survive. Instead, I like to view this as an opportunity. It can be a challenge, but it's the time to ask, "What new and interesting complication can I throw at the characters now?" Rather than restricting, it allows the creative part of the brain full range. Most of my best plot twists have come from diverging from the outline.
That said, if you yank your storyteller's car off the outline highway, make sure you have a few pieces of survival gear: conflict, character motivation, and character goals. The nice thing about diverging from the outline is that, because there already is an outline, you can always go back if the detour doesn't work out.


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The Los Angeles Marathon (formerly the City of Los Angeles Marathon) is an annual running event held each spring in Los Angeles, California. The 26.219 mile (42.195 km) footrace, inspired by the success of the 1984 Summer Olympic Games held in Los Angeles, has been contested every year since 1986. The 31st edition of the marathon took place on Valentine's Day February 14, 2016. The "Stadium to the Sea" course took runners from Dodger Stadium to the coastline of Santa Monica running past every m...More
Chicago Marathon
The Chicago Marathon is a major marathon held yearly in Chicago, Illinois, United States. Interesting facts about Chicago Marathon: - #OwnChicago is an official hashtag of the Bank of America Chicago Marathon. - The first race was held on September 25, 1977 under the original name the Mayor Daley Marathon, which drew a field of 4,200 runners. - The Chicago Marathon will celebrate its 40th Anniversary in 2017. - Alongside the Boston, New York, London, Berlin, and Tokyo Marathons, it is...More


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Set of 6 Lo-Z Mics with Stands and Cables.
A set of 6 hypercardioid dynamic microphones complete with 6 low impedance cables and 6 tripod boom stands. Ideal for drum sets, multiple vocals, instruments and a wide variety of other stage applications.
Order now while supplies last.
Our product catalog varies by country due to manufacturer restrictions. If you change the Ship-To country, some or all of the items in your cart may not ship to the new destination.


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11 May 2011
The only fish that cries like a baby
LURKING in the swamps, mangroves and coral reefs of the west Pacific is a fish that makes the same type of urgent call we associate with a screaming baby.
The three-spined toadfish, Batrachomoeus trispinosus (pictured), is not the only fish that vocalises, but it is the first one known to produce a range of calls known as non-linear.
Other fish make linear sounds, which have a regular waveform a bit like a sine wave. In non-linear sounds, however, different waveforms interfere with one another as they travel, creating a much more complex signal. Human babies, other mammals and songbirds use non-linear sounds in their calls, and animals associate such sounds with a sense of urgency. Aaron Rice at Cornell University in Ithaca, New York, recorded the calls of captive three-spined toadfish and noticed that some of the waveforms produced contained short but complicated patterns. Intrigued, he showed them to Cornell engineer Bruce Land, who immediately recognised them as non-linear.
With colleague Andrew Bass, Rice recorded a further 1200 calls from his captive toadfish, and found that 38 per cent were non-linear. For instance, the fish could produce biphonic calls, a trick used by songbirds that gives the animal two distinct but simultaneous voices.
The key to the toadfish's talkativeness is its unusual swim bladder. This gas-filled organ is normally used to maintain buoyancy, but by manipulating a nearby muscle it can be made to resonate and so double as an organ of vocalisation. The three-spined toadfish's swim bladder is unique because it is divided in two. Each half is controlled by a separate nerve and muscle, so can produce


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Ballooning Over Cappadocia
The Cappadocia region was formed as a result of volcanic eruption approximately 9 to 3 million years ago. Over hundreds and thousands of years, the sedimentary rocks and deposits from volcanoes were eroded into hundreds of spectacular pillars and minaret-like forms, that reach heights of 40 meters. Within these rock formations people have excavated a network of caves which served as refuges, residences, storage and places of worship dating from the 4th century. The tunnel complexes formed entire towns with as many as eight different stories hidden underground, making it one of the world's largest cave dwelling complexes.
Cappadocia was inhabited as early as the Hittite era, circa 1800 to 1200 B.C. and later sat uncomfortably on the boundary between rival empires; first the Greeks and Persians and later the Byzantine Greeks and a host of rivals. This precarious political position meant that residents needed hiding places—and found them by tunneling into the rock itself.
During the early days of Christianity, the caves of Cappadocia gave refugee to Christians fleeing Rome's persecution who arrived in some numbers and established monastic communities here. The monks excavated extensive dwellings and monasteries and created Byzantine frescoed paintings in cave chapels beginning in the seventh century, which endure in well-preserved isolation to this day.
Not all of Cappadocia's troglodyte dwellings are museums. Some still serve as homes and others as hotels, which offer a truly unique hospitality experience.


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1. Re: Do i need to rework client-tasks after a VSE product update ?warlord711 Feb 6, 2017 6:42 AM (in response to warlord711)
Another question:
If I got a client task that installs VSE with commandline option:
ADDLOCAL=ALL REMOVE=LotusNotesScan /q
now I change this this task to:
ADDLOCAL=ALL REMOVE=EmailScan,LotusNotesScan /q
do clients automaticly got the Outlook Scan Module removed ?
2. Re: Do i need to rework client-tasks after a VSE product update ?tao Feb 13, 2017 3:25 PM (in response to warlord711)
First Question: "Is it necessary to rework a client task, lets say the main VSE installation task, after you check-in a new VSE build ?" Depends on the check-in and setup of the client task - meaning, if the original VSE is checked in as Current, deployment task is configured to deploy Current and you check-in the NEW VSE build as Evaluation then there is no need to rework the installation task. If you check-in the NEW VSE build as Current - then Yes, a rework of the installation task will be needed.
Second Question: Is the task set to run once or run at every policy update? If once then no, at every policy update - I believe it will


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Wendy Jones Blackett Double MDF Frame Wedding Day
Designed by Wendy Jane Blackett, this double MDF wedding photo frame is the perfect gift for a married or soon-to-be-married couple. With this frame, they can display their favourite photographs from their wedding day and their anniversary. The frame features the words, 'Wedding' in silver block capitals, and the words, 'on our wedding day' in black, swirly writing underneath. This beautiful frame also has a shiny gold and silver heart with sparkling crystals on them to make the gift just that little bit more special.
Product details:
- Wedding frame holds a 4" x 4" photo
- Anniversary frame holds a 5" x 7" photo
- Frame dimensions: 31 x 3 x 29cm
We hope you are satisfied with your purchase but if you ever need to return an item, you can do so within 30 days of receipt.
Please note, we cannot offer refunds on perishable goods, pierced jewellery, duvets, pillows, mattresses, underwear or on swimwear if the hygiene seal is not in place or has been broken. Items which are made to order will also be non returnable unless faulty or not as described. Your legal rights are not affected.
Goods can be returned to your nearest Oldrids & Downtown store: Simply take your original despatch note along with the goods you wish to return to the customer collections point between the following times: Mon - Fri 9.30am - 5.00pm, Sat 9.00am - 6.00pm, Sun 10.00am - 5.00pm. Our stores will be more than happy to receive the goods. We have our own dedicated team who will apply the refund to your card thereafter. Funds can take up to 5 working days to reach your account.
Alternatively, tell us about the product you want to return by emailing us at firstname.lastname@example.com or phoning us on 03452 505502, remembering to include your order number, 10 digit item code and the reason for return and whether you would like a full refund or a replacement.
We recommend that a verifiable method of return delivery is used, as proof of posting cannot be taken as proof of receipt.
For larger items we can organise for a courier to come and collect the product you wish to return and will discuss collection charges with you at the time.
Item Number: 9000654995
Availability: If you plan to collect from store, please check with your chosen store before visiting.
Delivery Options: Click here for details
Note: Currently not available for delivery to remote UK postcodes and Ireland.


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Contributors: HRT, GT, LDR, JJM, and CAM wrote the paper. JJM, HRT, Martha Sinclair, and the late Chris Silagy designed the study. JJM, HRT, CAM, LDR, Sinead K Garrett, MS, Flavia Cicuttini, Kath Ogden, and Adrian Thomas were members of the study's steering committee. The Data Safety and Monitoring Committee was chaired by the late Professor Chris Silagy. JJM, HRT, CAM were overall supervisors for the VECAT study. CAM was the trial epidemiologist. SKG was study coordinator. Hugo Stephenson designed and managed the software used for data collection. GT, LDR, and SKG conducted the study. Alex Harper was the external retinal consultant. LDR was the study ophthalmologist, was responsible for all fundus photography and clinical eye examinations, and was internal adjudicator for fundus grading. GT was responsible for all macular grading, development of grading protocol, participant interviews and medical examinations, and assessment of compliance to study protocol. Lynne Rodereda and Trudy Mai contributed to the data collection. LDR, GT, Kath Ogden, and Nicole Doherty contributed to the finalisation of the dataset. GT, LDR, and CAM (statistical supervisor) were responsible for data analysis. HRT is guarantor.
To determine whether vitamin E supplementation influences the incidence or rate of progression of age related maculopathy (AMD).
Prospective randomised placebo controlled clinical trial.
An urban study centre in a residential area supervised by university research staff.
1193 healthy volunteers aged between 55 and 80 years; 73% completed the trial on full protocol.
Vitamin E 500 IU or placebo daily for four years.
Primary outcome: development of early age related macular degeneration in retinal photographs. Other measures included alternative definitions of age related macular degeneration, progression, changes in component features, visual acuity, and visual function
The incidence of early age related macular degeneration (early AMD 3) was 8.6% in those receiving vitamin E versus 8.1% in those on placebo (relative risk 1.05, 95% confidence interval 0.69 to 1.61). For late disease the incidence was 0.8% versus 0.6% (1.36, 0.67 to 2.77). Further analysis showed no consistent differences in secondary outcomes.
Daily supplement with vitamin E supplement does not prevent the development or progression of early or later stages of age related macular degeneration.
Age related macular degeneration is the leading cause of loss of vision and blindness in elderly people; for people aged 90 years, two out of every three will be affected and one in four will become blind
Currently, there are no methods of prevention or treatment in most cases, though a third of cases are due to cigarette smoking
Antioxidant vitamins have been suggested as a possible prevention
Daily supplementation with 500 mg vitamin E for four years did not alter the incidence or progression of AMD
Age related macular degeneration (AMD) is now the leading cause of blindness and loss of vision in developed countries.1,2 This is due to the increased life expectancy and "greying" of the population and the successful control and treatment of other causes of blindness, such as ophthalmia neonatorum, cataract, or diabetic retinopathy. Population based studies have shown that the age specific prevalence of AMD rapidly increases in people aged over 60 years.3–5 Two thirds of people in their 90s will have AMD, and one quarter will have the most severe form (late), which is associated with serious loss of vision.2
The cause or causes of AMD are unknown, and treatment is only partially effective and appropriate in only a few.6 There is no effective method of prevention. A genetic basis for AMD has been suggested,7 and the genes for some similar macular disorders that occur in younger people have been described.8,9 Associations with several measures of cardiovascular disease and its associated risk factors are inconsistent.10,11 Cigarette smoking is a significant risk factor for both the incidence and progression of AMD.4 Exposure to sunlight may contribute to its development,12 but this association is inconsistent.5,13
Many of the early changes of AMD occur at the level of the retinal pigment epithelium and failure to repair oxidative damage may be an early step in its development. Case-control and cross sectional studies have examined the association between intake or plasma concentrations of antioxidant vitamins and AMD.14,15 The findings have been inconclusive and sometimes contradictory. It is unclear whether this reflects the lack of a biological linkage or methodological difficulties in study design, dietary ascertainment, or biochemical measurements of vitamin E.
A recent study investigated the effects of the combined antioxidant vitamins A, C, and E and zinc on the development of cataract and AMD. The results showed some partial protective effect of antioxidant supplements on the progression of moderately advanced AMD, but only when both eyes were affected.16 We undertook a prospective randomised controlled trial to examine whether a high dose supplement of vitamin E influenced the development of AMD.
One of the major arms of the vitamin E, cataract, and age related maculopathy trial (VECAT) looked at vitamin supplementation and incidence and progression of AMD. Volunteers were recruited mainly through community advertising and by post between January 1995 and April 1996.17 From the 1906 people who were screened by telephone, 1289 (69%) were examined and 1204 (93%) of these were enrolled and randomised. We excluded 11 participants after randomisation as they were outside the required age range at enrolment. All remaining eligible participants were those aged between 55 and 80 years in whom the lens and retina of at least one eye could be photographed. We excluded those with bilateral cataract surgery, advanced bilateral cataract, other serious disease, or sensitivity to vitamin E or who were taking steroids or anticoagulant treatment.
We obtained written informed consent. The project was approved by the standing committee on ethics in research on humans at Monash University (project 50/91).
Annual follow up examinations were planned within one month of the anniversary of enrolment. Follow up ended in January 2000. A standardised eye examination was performed that has been described in detail elsewhere.18 It included the measurement of best corrected visual acuity, visual function (VF-14), slit lamp examination, and funduscopy and photography through dilated pupils.
Participants randomly received either 500 IU natural vitamin E (335 mg d-α tocopherol) in a soybean oil suspension encapsulated in gelatin or a matched placebo capsule containing only the soybean oil. Study numbers were allocated sequentially by the study coordinator as participants were enrolled in the study. Participants were then randomly allocated to treatment group. This random allocation was performed by using a "permuted blocks" allocation scheme. The allocation list was stored at a remote site.
Bulk medications were dispensed into labelled jars by a person not involved in the study. Vitamin E and placebo were dispensed on different days to avoid confusion. Identical containers were used. The jars were packed in numerical order and then dispensed by study personnel.
Vitamin E and placebo capsules were of identical appearance and taste. Neither study staff nor examiners or participants were aware of the treatment allocation, although all knew that participants would be randomly assigned to receive either vitamin E or placebo.
The number of bottles and capsules returned by participants during the course of the study were documented as one measure of compliance. Participants were encouraged to report any adverse effects immediately and were asked specifically about adverse events and compliance during quarterly telephone calls or letters and at the annual examination. Adverse effects were investigated and periodically reported to the data monitoring and safety committee for review.
The primary outcome of the study was the development of early AMD (fig (fig1).1). Secondary outcomes were the progression of early AMD, the development of late AMD (fig (fig2),2), changes in visual acuity (the number of letters read on the LogMAR chart), and changes in visual function (VF-14 score).
The clinical assessment of AMD was performed with 90 and 78 dioptre lenses and was graded according to the international classification.19 One frame simultaneous stereophotographs of the macula were taken with a Nidek 3-DX fundus camera (Nidek, Japan) with Kodachrome 64 ASA colour film. These photographs were graded independently for AMD by trained graders according to the international classification.19,20 Sets of circles were used to estimate drusen size and the area affected with drusen or abnormalities in retinal pigmentary. At the end of the study we reassessed the initial and final photographs for any change with a "side by side" comparison in a masked and randomised fashion.
The grading of retinal photographs was performed over five years. Two people graded the baseline slides (grading was in the proportion 70:30). Slides for the remaining four years of follow up were graded by GT. To prevent systematic bias or drift we carried out retraining followed by observer trials every three months, when 10% of randomly selected slides were regraded. All cases of late AMD were also included in this masked regrading. We assessed agreement between observers by unweighted kappa statistics: κ ranged from 0.77 (95% confidence interval 0.30 to 1.00) for hyperpigmentation to 0.86 (0.40 to 1.00) for soft distinct drusen and 1.00 for soft indistinct drusen, hypopigmentation, and late AMD. Cases in which the retinal changes were questionable or uncertain were referred to a retinal specialist for adjudication.
Because the international classification and grading system for age related maculopathy and age related macular degeneration is somewhat ambiguous about the inclusion of soft intermediate drusen and pigmentary changes4,5,19 we modelled several different definitions of early AMD (table (table1).1). Early AMD-3 was the primary outcome.
We considered that AMD progressed through six stages: (a) no drusen or only hard drusen; (b) intermediate drusen or hyperpigmentation without hypopigmentation; (c) soft drusen or pigmentary change; (d) soft drusen and pigmentary change; (e) geographic atrophy; and (f) neovascular AMD. We defined progression as movement from a lower stage to a higher stage. Participants were categorised by their worse eye.
We defined the incidence of early AMD as the appearance of early AMD in at least one eye of participants who did not have AMD in either eye at baseline.
Late AMD included neovascular AMD with serious or haemorrhagic detachment of the retinal pigment epithelium or sensory retina, characteristic haemorrhages, or subretinal fibrous scars.19 We defined atrophic late AMD as a central areolar zone of retinal pigment epithelial atrophy with visible choroidal vessels, at least 175 μm in diameter, in the absence of signs of neovascular AMD in the same eye.19
The VECAT study was initially designed to evaluate cataract, and the original estimation of sample size was based on a four year progression rate of 15% for nuclear cataract.21 One thousand people allocated in a 1:1 ratio to vitamin E or placebo would detect a 15% reduction (type I error of 0.01, power 0.95), with allowance for a 10% annual loss due to death or withdrawals.
Given a sample size of 1000 people we calculated the power to detect changes in the incidence and progression of early AMD from published data.3,22 Power calculations were based on baseline data with type 1 error of 0.05 and a power of 0.80. The final statistical power of this study to detect a 50% reduction in the incidence of early AMD (early AMD 3) was 82%. The power to detect a 50% reduction in the progression of early AMD was 98%. However, the power to detect a change in the incidence or progression of individual features of AMD such as soft drusen and pigment changes was lower (70%).
We used the nQuery Advisor' software program, release 2.0 (Statistical Solutions, Crosse's Green, Cork, Ireland) for all power calculations.
Data were entered directly on to either a computer or self coding forms. Open ended responses were coded later. Double data entry was used. Data were cross checked for inconsistencies. The allocation code was not broken until all the data cleaning had been completed and the dataset "locked." Analyses were based on intention to treat. However, we performed subanalyses including only those who continued on protocol—that is, those who took the study capsules to the end of the study. We used SPSS 8.0 (SPSS, Chicago, IL) in the data analyses.
The safety committee assessed adverse events each year. The study was to be stopped if serious adverse effects occurred that were attributed to vitamin E. There was no interim analysis of the outcomes for the duration of the study.
We enrolled 1193 participants (fig (fig3).3). The groups were highly comparable with no differences in baseline characteristics except for a small excess in the number with cortical lens opacities in the vitamin E group (χ2=5.6, P=0.02, table table2).2).
The rate of compliance with the study protocol for treatment and examinations was high and similar for both groups (tables (tables33 and and4).4). In the vitamin E group eight people were excluded from final data analysis: six developed diabetic retinopathy, one had myopic degeneration, and one had missing data. Six people were excluded from the placebo group: two developed adult vitelliform macular degeneration and four had missing data.
Mean serum vitamin E concentrations at baseline were 39.4 (SD 20.9) μmol/l in the vitamin E group and 35.3 (6.6) μmol/l in the placebo group. At two and four years respectively, the concentrations were 63.8 (21.6) μmol/l and 58.3 (25.6) μmol/l in the vitamin E group and 32.0 (SD 8.8) μmol/l and 31.4 (SD 8.9) μmol/l for the placebo group (at two years Student's t=6.82, P>0.001; at four years t=4.98, P>0.001).
We assessed compliance by counting left over capsules, and 78% of participants had a compliance rate of 80% or higher based on intention to treat analyses. There was no difference in compliance between the two groups (χ2=3.61, df=1, P=0.46). We measured plasma concentrations in a subgroup of participants to assess compliance with treatment allocation.
We classified adverse events according to the body system affected. No serious adverse events were reported, though 678 people reported at least one adverse event. There was no significant difference between overall number and type of adverse event between the two groups (χ2=1.82, df=7, P=0.97). A total of 174 adverse events were potentially related to the use of study capsules, 91 (15%) in the vitamin E group and 83 (14%) in the placebo grpup (χ2=0.48, df=1, P=0.49). Ophthalmic adverse events were reported by 105 (18%) in the vitamin E group and 90 (15%) in the placebo group (χ2=1.44, df=1, P=0.23).
Incidence—There was no difference in the four year incidence of early AMD in the two treatment groups over the four years (table (table5).5). This was true for each definition tested and for both grading of photographs and clinical grading. Similarly, there was no difference between the incidence of the separate features of early AMD and treatment, except for hypopigmentation. Hypopigmentation was significantly less common in those on vitamin E, although the clinical significance of this is unclear. In addition, there were no differences between the groups in the prevalence of early AMD, its component features, or late AMD at baseline or at four years by either grading of photographs or clinical grading (tables (tables66 and and7).7).
Progression—According to grading of photographs 95 of 491 (19%) in the vitamin E group showed progression compared with 90 of 506 (18%) in the placebo group (relative risk=1.09, 0.84 to 1.42). By clinical grading, we observed progression in 40 of 508 (7.9%) in the vitamin E group and 31 of 514 (6.0%) in the those placebo group (1.31, 0.83 to 2.07). We saw no difference in the rate of progression of drusen types by treatment group (hard drusen being replaced by soft drusen, intermediate soft drusen being replaced by soft distinct or indistinct drusen, or the increase in area of either soft distinct or soft indistinct drusen; data not shown).
A masked "side by side" comparison of photographs from baseline and at four years showed no significant difference between the two groups (table (table8).8). There was slightly more progression in the vitamin E group, which was only marginally significant (1.26, 1.01 to 1.57).
Analysis of best corrected visual acuity and visual function data showed no differences between the groups (data not shown). Similar numbers of people lost more than nine letters (two lines) of visual acuity (59 in vitamin E group, 57 in placebo group).
Further analyses included all cases of AMD, geographic atrophy alone, and neovascular AMD alone. Subgroup analyses included current smokers, those with a family history of AMD, and those with a high ocular exposure to visible light or to ultraviolet-B radiation. In none of these analyses was there a difference between the two treatment groups. Similarly, no difference was found when we repeated the analyses and controlled for the baseline presence of cortical lens opacities.
Finally, a multiple logistic regression analysis that included potential confounders of incidence or progression showed no association between the study intervention and the incidence or progression of early AMD.
In this four year study of the effect of vitamin E supplementation of the development and progression of early age related macular degeneration (early AMD-3) we found no protective or deleterious effect of the daily dietary supplementation of 500 IU vitamin E on incidence or progression. Further analysis of the incidence of individual features of early AMD also showed no protective effect of supplementation except for a decrease in retinal hypopigmentation. However, the clinical significance of this finding is unclear and it may be due to chance alone. The secondary analyses of visual acuity and visual function also failed to show an intervention effect.
To our knowledge this is the first prospective randomised controlled trial to evaluate vitamin E supplementation and age related macular degeneration. The strengths of this study include the sample size, the high rates of compliance and follow up, the prospective and randomised design, and photographic documentation. Weaknesses in the study were the relatively short follow up (four years) and the relatively low proportion of cigarette smokers.
We saw no deleterious effects associated with vitamin E supplementation, and the adverse effects that were reported occurred with a similar frequency in each group. This is consistent with data from another recent report about vitamin E supplementation.23
The physicians health study showed that physicians who used either vitamin E or multivitamins had a 13% and 10% reduction in the risk of AMD respectively, although this finding was not significant.24 Since we completed our study results from the age related eye disease study (AREDS) have become available.16 That study examined the effect of a combination of antioxidants (vitamin C 500 mg/day; vitamin E 400 IU/day; β carotene 15 mg/day) with and without zinc (80 mg as zinc oxide and copper and 2 mg as cupric oxide). They found a reduction in the progression of photographic signs of AMD but only in those with moderately advanced disease in both eyes. They found no effect on earlier or later stages of AMD or in those with unilateral disease. They did not examine the effect of vitamin E supplementation on its own.
The lack of a protective effect of vitamin E supplementation is somewhat disappointing. Possibly our follow up period was too short and vitamin E may need to be taken for a long time, if not for the whole of life, or in combination with other antioxidants. There may be a long time lag between the time of damage and the appearance of clinical signs. In addition, antioxidants may be effective only in certain subgroups of people who are at particular risk or who have a high exposure to retinal damage or oxidation, such as those with a genetic susceptibility, cigarette smokers, or those with a high ocular light exposure.25 Alternatively, our findings may mean that vitamin E does not have an important role in protecting against macular degeneration. This last conclusion would be consistent with the variable and often contradictory results obtained from previous cross sectional studies.
Funding: The VECAT study was funded in part by grants from the National Health and Medical Research Council, the Jack Brockhoff Foundation, the Eirene Lucas Foundation, the Stoicesco Foundation, the Carleton Family Charitable Trust, Je Hope Knell Trust Fund, Smith and Nephew, Australia, and Henkel Australia.
Competing interests: None declared.
PubMed Central Canada is a service of the Canadian Institutes of Health Research (CIHR) working in partnership with the National Research Council's national science library in cooperation with the National Center for Biotechnology Information at the U.S. National Library of Medicine(NCBI/NLM). It includes content provided to the PubMed Central International archive by participating publishers.


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Bank Reconciliation in Odoo 10 Community Edition
While the community edition of Odoo has many built in features, bank reconciliation is a feature that is only available in the enterprise edition of Odoo. In this video you will learn how to reconcile and import your bank statements in the community edition of Odoo using a free OCA module.
Bank Reconciliation - Odoo Community vs Enterprise
Odoo is very successful for one very important reason. The community version of Odoo is a solid, full-featured business application platform. Several features in Accounting & Finance however are part of the Enterprise edition of Odoo. This includes bank reconciliation features that allow you to automatically import bank statements.
The Odoo Community Association (OCA) adds value
While there are certainly very compelling features to Odoo Enterprise, it is nice to have alternatives for missing features in Odoo community. The OCA has repeatedly delivered important functionality that is not available in the standard community edition of Odoo. Take the time to visit OCA and look at the modules they have to offer.
Getting started with Odoo Community Modules
This video is for Odoo integrators and those that are comfortable downloading and installing 3rd party community modules. If you are brand new to Odoo or are an end user who is uncomfortable with the technical aspects of installing and configuring Odoo modules you may need some assistance in installing these applications.