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A short time ago the Detroit Police Museum opened its doors so we all could get a look at the Detroit Police Department's 150-year-history. It's intriguing.
With that in mind I took a look at the Detroit Historical Society's Encyclopedia of Detroit to get a little more information.
The first uniformed Detroit police took to the streets on May 15, 1865. That year they made 3,056 arrests and corralled 200 loose animals and 1,700 stray geese. Most carried personal handguns because they were not issued weapons.
As it grew, the Detroit Police Department embraced innovation and change. In 1893, L.T. Toliver became the city's first African American police officer and police superintendent Morgan Collins hired Marie Owen, the first female officer in the United States. In addition, the Detroit Police Department was one of the very first in the US to use cars for patrol and in 1922 it became the first in the nation to use radio dispatch technology. Detroit was also the first to use traffic lights.
"When I started with the department we didn't even have patrol wagons. If we found a drunk so helpless he couldn't navigate, we started looking for a wheelbarrow. Everybody had a little garden in those days and usually a wheelbarrow," John P. Pramstaller, a Detroit police officer from 1880-87, described working conditions to The Detroit News in 1938.
You can learn more about the Detroit Police Department's history at the museum. While you're there have your picture taken with members of the Purple Gang, a mob of bootleggers and hijackers who operated out of Detroit in the 1920s.
Here are just a few other things you can see at the Detroit Police Museum
- Jimmy Hoffa's fingerprints
- Officer Iron Mike, a robotic-looking black body armor painted black, used for barricaded gunman situation in the 1950s
- A 1910 stop-go traffic sign used by police to manually direct traffic from the street level
- Old police uniforms
- A tape recorder hidden in pack of Marlboro cigarettes
- An old Colt .32 cal. revolver lost in 1927 and fished out of the Detroit River by a fisherman in 1973
- Old bomb squad devices and suits
While you're there check out the gift shop where you can purchase DPD apparel and accessories … beer mugs, coffee cups, hats, shirts, sweatpants, hoodies, model police cars and even a camo backpack. You can also buy them online. Your purchase will provide training, equipment, community outreach and other DPD needs.
The department needs your help. More than 85% of the DPD budget is dedicated to personnel so there is little left for new programs … and those programs are needed to make sure our crime statistics continue to drop.
Things have changed dramatically in the last 150 years. In 2014, there were 300 criminal homicides, the lowest in 47 years. There were 1,054 non-fatal shootings. Those numbers compare with 332 homicides and 1,161 non-fatal shootings in 2013. In addition, violent offenses and property crime are also down.
The catch is the Detroit Police Department has accomplished this with staffing at a record low. According to a Detroit News story, there are 1,590 police officers patrolling the city, fewer than at any time since the 1920s. It's a manpower shortage that sometimes leaves precincts with only one squad car, posing what some say is a danger to cops and residents. So you see, your donations can help.
The museum and gift shop is a partnership with the Detroit Police Department and Detroit Public Safety Foundation. The Foundation is the only organization authorized to raise funds on behalf of the DPD.
The Detroit Police Museum is located at Detroit Public Safety Headquarters, 1301 Third Street on the 3rd floor. Hours are Monday – Friday 9:00 – 4:30 PM and admission is free. To learn even more you can also purchase Detroit Police Department (Images of America: Michigan) on Amazon.


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Within an ideal world, we would almost all be able to balance our private income and expenses every month so that we would never flunk of having the money we need need cash in Oregon / GAdcapital. Such an imaginary world, you can easily predict and policy for expenses such as upcoming vehicle repairs, medical expenses, or maybe the need to travel to visit family members in another city.
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With the enhancement for software and much personal finance, company software is already released in the market, managing your hard earned money is no more a difficult job. The tough part would be to get you started.
A credit score of 580 or less is considered low credit score. Search on the internet for banks which are ready to lend poor credit personal bank loan. But some of the banks neglect a good credit history of people along with bad credit history.
Personal truck finance – if you choose to take out personal finance you can search for your New Hamshire loan overview using a specialist website that may be capable of finding you the most suitable interest levels based on your circumstances. This means that even though you have bad credit you can get finance. You could also take this choice if you wish to buy from a seller or buy from a private vendor.
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Aguas Amargas, Zunil
In this municipality, 90% of the population belongs to the indigenous group Quiché and the region is protected by four volcanos, Santiaguito, Santa María, Zunil and Santo Tomas, whose mineral-rich volcanic waters offer their visitors many health benefits. It may be said that the balneotherapy of aguas amargas (literally bitter waters) can help.
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Hello/ here are my last editions from the last three months! Nice restoring objects!
The second pattern is strange! It was jused by a student in the 60th. He got it from his father. You can clearly see where are the insignia was sitting and the back
How can i got rid of it ore should i leave it?
Last edited by Thoms (16-05-2016 21:04:17)
Oh no, the kid destroyed the tunic. I would remove it of course but i don't know how. Is it paint? Spray?
That one is very interesting !
The hippy one is probably not recoverable, may be worth more as a 60's collector item, check that out before attempting to remove the paint
1st tunic will be an easy restoration project
Mark S
I'm trying to read what is covered by the red paint... But do see "NAZI SCHWEINEN" covered by the peace symbol. It probably should remain a piece of 60s memorabilia
I remember when I was offered the 2nd pattern tunic - I passed on it due to the chances of successfully removing the paint....
It's part of that tunics history now. Most things you could use would also bleach the twill irrevocably.
There stays "Nieder mit den Nazi Schweinen" it means down with the nazis ore get rid of them!
I think I will try to take of the color. Even I can't remove all complete on a mannequin with a a-frame and backpack it will not be seen!
I now some painters and they have really good soft remover!
No leave the jacket as is ! Its part of its very interesting history. The kid is right of course and probably wore this jacket at the protest marches against the 'Nam, very cooool
Last edited by The Magpie (18-06-2016 01:42:04)


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Wildwood Golf Course is just 30 miles north of Beaumont, is an amazing 18-hole golf with a rating of 71.9/121 (Blue Tees) & 69.9/116 (White Tees) for men and 69.7/115 for women. This beautiful Beaumont area golf course is in the heart of the Big Thicket National Forest Preserve and contains a variety of unique plants, tall trees, and abundant wildlife. Amidst this beautifully scenery are ten converging ecosystems, natural wildlife and friendly people.
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Abia State Governor Theodore Orji has urged House of Representatives members not to overheat the polity with their impeachment threat against President Goodluck Jonathan over budget implementation.
He said it could worsen the tension created by rising insecurity, and called for a peaceful resolution of the issues.
The governor, in a statement by his spokesman, Mr Ben Onyechere, said the "altercation" over budget implementation between the presidency and the National Assembly should be avoided.
"It will exacerbate the current tension created by insecurity in parts of the northern states.
"As such, we must be careful not to create unnecessary distractions from our focus, which is to provide and upgrade the living standards of our people while shunning measures that will increase political volatility," he said.
Orji said both arms of government must avoid any acts that could be detrimental to the common pursuit of the goal of providing democratic dividends to Nigerians.
"The important thing now is to promote and protect the factors that project national unity because no one knows it all."
"The brewing impasse existing between the executive and legislature can be played down since it is not in the interest of the generality of the people we represent who are concerned with making ends meet at the moment.
"Nothing can be better than peaceful resolution of misunderstanding particularly when it has to do with two essential arms of government such as executive and legislature.
"It has become pertinent that we thread with care in order not to attract unnecessary attention from the international community as well as our local populace."


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Debt service coverage ratio is calculated by dividing a company's net operating income by its total debt service costs. Also known as earnings before interest and taxes, net operating income is the cash flow left over after all operating expenses are paid, while total debt service refers to all expenses related to satisfying debt, including interest expenses, principal payments and sinking fund obligations.
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Successful companies ideally have a DSCR of greater than one; a ratio of exactly one would mean that net operating income is just enough to cover debt expenses. A ratio of 0.9 indicates a business only generates enough revenue annually to meet 90 percent of its outstanding debts, meaning it must tap into savings to pay debt obligations, making it difficult to get a loan.
If a shop has a net operating profit of $145,000 and interest expenses, principal payments and sinking fund obligations of $25,000, $35,000 and $40,000, respectively, the store has a debt service coverage ratio of 1.4 (145,000/100,000), meaning the business is left with 30 percent of its profits after dues are paid; the business is therefore deemed creditworthy by lenders.


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A dysfunctional by Pakistan was clearly manifest during the much anticipated visit of US Secretary of State John Kerry to Pakistan and the period preceding it. The visit ended with the familiar notes of elimination of militant havens in Pakistan, continuation of drone strikes and resumption of a strategic dialogue. Pakistani officials retorted with the apologist's rant of taking action against militants on own terms, cessation of drone strikes and the need to open US markets for bilateral trade. With US exit from the region round the corner, and the lapse of 11 years of military cooperation in a US-led war; the 'yet to negotiate' strategic dialogue is a baffling preposition. What were they doing all these years?
John Kerry gave a positive spin to an otherwise fractious relationship by saying: "The Pakistan-US relationship is not defined by the threats we face and is not just about counter-terrorism." Adding that, "the US was concerned with Pakistan's economic revival." How the economy was manipulated to melt has been an old theme in these columns.
Earlier, a US official summarised the bleak prospects of the visit by stating: "They (Pakistan) are working on their own counter-terrorism strategy. We just need to wait and see what they come up with internally and how we can coordinate both in our bilateral relationship and with joint cooperation." This means that with no counter-terrorism policy, the outcome of Pak-US diplomacy was doomed to hang in balance. But if General Ashfaq Parvez Kayani's speech is to be taken as a serious intention, his plans to fight the militancy with political support are in jeopardy. It appears he is yet to sell his counter-terrorism strategy to Parliament, a wedge that has allowed the militants to seize initiative and operate freely.
Ideally, Kerry's visit to Pakistan should have been preceded by a presentation to the leaders of major political parties in Parliament, followed by an All Parties Conference and an outline agreement of a counter-terrorism policy. Perhaps, this was not possible because none of the actors involved in the process are willing to divulge the level and extent of their cooperation with USA. This includes the touchy subject of drone operations and linkages of both sides with militant groups. Just before and during Kerry's visit, the US concerns of militants groups were rocked by Sukkur to Nanga Parbat and Parachinar to Dera Ismail Khan. Faced with successive embarrassments, Pakistani negotiators must have put up a brave face to argue their logic.
The jailbreak in Dera Ismail Khan is a serious breach. From the point of view of national security, it was as embarrassing as Abbottabad, the former by USA and latter, by non-state actors. In both cases, the local authorities were surprised, yet inside complicity cannot be ruled out. This was another dimension of the battle of frontiers tantamount to an act of war, neither militancy nor terrorism. Despite 48 hours advance notice, why preventive reconnaissance, deployments and operations were not conducted are questions the Khyber Pakhtunkhwa government has to answer.
The IG FC also has responsibility to explain why he could not carry out a coordinated operation with the provincial government to flush out the hideouts of these militants inside the city.
Most alarmingly, once faced with advance warning, what actions were taken to neutralise the jail staff - a majority of who had been shifted from Bannu after the first jailbreak. How the militants infiltrated security points and barriers and then managed to get out unchallenged by the elite force and LEAs and why they were not knocked out by gunships with night vision capabilities are questions that need to be answered.
Perhaps, the biggest disconnect remains between the federal and provincial governments and the army reflected in Imran Khan's frustration in not being given a top secret briefing prior to an All Parties Conference. As long as various organs of the state continue to work secretively in their own compartments, dysfunctionalism would prevail. This is the same wedge that allows militants to operate freely and delays substantive diplomacy with USA.
Within the treacherous game of this pathetic circus, neither the military, nor the ruling government nor the USA approves the stance taken by Imran on the war on terror. Yet, none amongst those who matter are prepared to take him into confidence over issues that may modify his views. The government of Khyber Pakhtunkhwa cannot perform its role of counter-terrorism operations till such time it is not convinced that ground realities substantially differ from its simplification of a so-called war on terror. This cognitive construct inhibits exhibition of a leadership equal to the task.
Finally, the propensity of the judiciary to define new boundaries of jurisdiction in every matter of the state creates its own uncertainties. All political parties are crying hoarse at the massive rigging conducted by the polling staff. The judiciary has shown no urgency in taking up writ petitions over the right of information and verifications. Election tribunals are ineffective. Advancing dates of presidential elections was controversial and boycotted. Asghar Khan Case that could have decided the fate of some politicians is back to the dustbins. Dr Tahirul Qadri, who started the awareness campaign, is humiliated. Fakhru Bhai, the Chief Election Commissioner, after having done the damage has resigned. The contempt of court case against Imran Khan elevates him as the collective reaction of the entire opposition and millions of people, who will not allow another ZAB to happen. This, in turn, leaves in limbo the performance of the Khyber Pakhtunkhwa government. The situation fits neatly into the battle of frontiers and the ever-widening wedge of instability.
Hence, by the time Secretary Kerry landed back in London and Prime Minister Nawaz Sharif in Saudi Arabia, another dimension had been added to Pakistan's uncertain politics at a juncture when USA is keen to work out the final modalities of its withdrawal from Afghanistan. The much anticipated high diplomacy was overshadowed by local actors bent on defining new frontiers.
The writer is a retired army officer, current affairs host on television and political economist.


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e-journal of Practical Business Research Business Process Benchmarking Band II Gesamtkonzeption:
- Ginger Tyler
- 3 years ago
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1 e-journal of Practical Business Research Business Process Benchmarking Band II Gesamtkonzeption: BPB-Tool-Entwicklung Christian Nagel, David Jäck & Jörg Puchan Erschienen im e-journal of Practical Business Research unter: Dieser Teil des zweiten Sammelbandes beschäftigt sich mit der Erstellung und Entwicklung von Anforderungen für eine passende Benchmarking-Software. Basis dieser Entwicklung sind die Analyse des Status Quo existierender Software, welche eventuell verwendet oder ausgebaut werden soll sowie die Anforderungen aus den Teilprojekten. Ebenfalls wurde die am Markt befindliche Software analysiert und ein Status-Quo zu diesem Thema erstellt. Ziel der Arbeit ist es, einen Prototypen oder gar ein fertiges, kommerziell nutzbares Programm zu erstellen, welches die Teilprojekte in ihrer Arbeit unterstützt, als auch die Inhalte und Ergebnisse der Teilprojekte verinnerlicht hat und ebenfalls auch anwendet. Der Fokus dabei liegt auf der Vorgehensweise nach der Benchmarking Method Munich und dem Reference Process Model Munich, welche eigens für das Benchmarking, durch das Forschungsprojekt, entwickelt wurden. Die Ausarbeitung basiert auf Auswertungen von Fachliteratur, sowie die Befragung der Modulteilnehmer, als auch weiteren Projektpartnern. Zitation: Nagel, Christian; Jäck, David & Puchan, Jörg (2012): BPB-Tool-Entwicklung. In: e-journal of Practical Business Research, Sonderausgabe: Business Process Benchmarking Band II Gesamtkonzeption (Hrsg. Puchan) (07/2012), DOI: /
2 Business Process Benchmarking Band II Gesamtkonzeption: BPB-Tool-Entwicklung Projekt Business Process Benchmarking (BPB) Forschungs- und Entwicklungsprojekt der Fakultät für Wirtschaftsingenieurwesen Hochschule für angewandte Wissenschaften München Wiss. Leitung: Prof. Dr. Jörg Puchan Thomas Gann, M. Eng. Autoren: Christian Nagel, David Jäck & Jörg Puchan
3 Kurzfassung Die vorliegende Arbeit beschäftigt sich, auf Grundlage des Forschungsprojektes der Hochschule München im Themenbereich Business Process Benchmarking, mit der Erstellung und Entwicklung von Anforderungen für eine passende Benchmarking-Software. Basis dieser Entwicklung sind die Analyse des Status Quo existierender Software, welche eventuell verwendet oder ausgebaut werden soll sowie die Anforderungen aus den Teilprojekten. Ebenfalls wurde die am Markt befindliche Software analysiert und ein Status-Quo zu diesem Thema erstellt. Ziel der Arbeit ist es, einen Prototypen oder gar ein fertiges, kommerziell nutzbares Programm zu erstellen, welches die Teilprojekte in ihrer Arbeit unterstützt, als auch die Inhalte und Ergebnisse der Teilprojekte verinnerlicht hat und ebenfalls auch anwendet. Der Fokus dabei liegt auf der Vorgehensweise nach der Benchmarking Method Munich und dem Reference Process Model Munich, welche eigens für das Benchmarking, durch das Forschungsprojekt, entwickelt wurden. Die Ausarbeitung basiert auf Auswertungen von Fachliteratur, sowie die Befragung der Modulteilnehmer, als auch weiteren Projektpartnern. Projekt BPB; Nagel, Jäck, Puchan Seite I
4 Index of Content Kurzfassung... I Index of Content... II Abbildungsverzeichnis... III List of Abbreviations...IV 1 Introduction, Motivation and Purpose Status Quo Status Quo of Software Environment Process Metadata Model Munich Requirements Engineering Procedure / Process Model Stakeholder Analysis Objectives Analysis Requirements Engineering Activities and Development Requirements Elicitation Requirements Analysis, Specification and Validation Quality Requirements Management Requirements Risk Management System Design and Technical Concept Technology Evaluation Object-Oriented Analysis Mockups System Analysis Documentation Future Prospects and Conclusion / Discussion...24 Literaturverzeichnis...V Projekt BPB; Nagel, Jäck, Puchan Seite II
5 Abbildungsverzeichnis Figure 2-1: Process Metadata Model - PM³...5 Figure 3-1: Idealized Approach for refining requirements...8 Figure 3-2: Complete requirement template with conditions...9 Figure 3-3 : Notation elements of use cases...10 Figure 3-4: Notation relations and associations of use cases...11 Figure 3-5: Software systems and functions...12 Figure 3-6: Kano model...13 Figure 4-1: Mock-ups...22 Figure 4-2: Example of an instance of a class in the PM³...23 Projekt BPB; Nagel, Jäck, Puchan Seite III
6 List of Abbreviations API BM² BPB BPM BPMS ERM PM³ RE RPM² UML Application Programming Interface Benchmarking Method Munich Business Process Benchmarking Business Process Management Business Process Management System Entity-Relationship-Model Process Metadata Model Munich Requirements Engineering Reference Process Model Munich Unified Modeling Language Projekt BPB; Nagel, Jäck, Puchan Seite IV
7 1 Introduction, Motivation and Purpose According to the definition and understanding of the research project Business Process Benchmarking (BPB), Business Process Management (BPM) is a management tool or procedure, based on processes in order to (re)structure, model, organize or optimize enterprises or organizations. Benchmarking is understood as a collective term for methods to measure and compare anything towards an outstanding objective or target value. (Puchan, Gann, Konrad, Seifert, Nagel & Jäck, 2012) Schmieder (2011, pp. 6, 7) says in his benchmarking study that in the past the focus was on material, process and human resources. But for the future he came to the conclusion that process efficiency will be more in the focus than any other part and that direct functions of the value chain will be considered. In order to perform a benchmark, to measure or compare data, it is necessary that this data is detectable and comparable. But like Doane and Brooks (2005) unveil in their article: finding key information about other companies can seem like searching for the proverbial needle in the haystack. They also say that most information is kept in different types or formats (e.g. html-, pdf-, excel-files and so on) and that there exists no common sense, type or language about how information should be standardized as well as out of this the exchange of data can be a problem. They go on and mention that companies might hesitate to publish information about their own company due to the fact that it might be used against them. The meaning of this leads to the reason of this elaboration, namely to find or develop software which is able to compare data of different companies without showing the participating companies data of others. One of the aims of this elaboration is the fact that the method should be adaptable for a large number of companies in the short as well as the long term. In order to manage the number of information generated out of comparison within a company or in combination with other partners, it is necessary to search for or built up a software which is able to cope with this task as well as with the problem Doane and Brooks revealed. To go into detail, the objective of this elaboration is to develop, analyze and provide a tool (quality- and risk-oriented) for (multi-client capable) documentation, visualization and diagnosis of data as well as the processing of defined key figures. Projekt BPB; Nagel, Jäck, Puchan Seite 1/25
8 2 Status Quo 2.1 Status Quo of Software Environment The following paragraph shows the status quo of business management tools or software which are used related to the topic of BPM as well as a critical reflection of them. In order not to perform an own research about BPM systems already existent comparisons and surveys of BPMS were searched and analyzed. Therefore, the following research works were chosen: the Gartner research note (Sinur & Hill, 2010), a research of Forrester (Richardson, Moore, Le Clair, & Vitti, 2010), especially for the German market, the research of the Fraunhofer IAO (Drawehn, Kicherer, Kopperger & Zähringer, 2008). For the continuation of the elaboration the focus will lie on the Gartner research note and the Forrester Wave. To meet all various needs different sectors and clients could have, the tools are available in several sizes, compositions and from many vendors. Most of these software programs consist of several management tools as well as usage scenarios (cf. Sinur & Hill, 2010, p. 1). According to the Gartner research note (ibid.), the most important usage scenarios 1 for investing into a BPMS are: Support for continuous process improvement program Implementation of an industry-specific or company-specific process solution Support for a business transformation initiative Support for a process-based, service-oriented-architecture (SOA) redesign (p. 1) As the usage scenarios demonstrate and also other authors agree on, the advantages of such BPMS are obvious. For Smith and Fingar (2007, p. 233) companies will have a positive impact by adding a BPMS to their existing systems. They will improve the management and control of their business processes and therefore reach the business objectives much faster. The advantage of the Reference Process Model Munich (RPM²) as a process model is, that it is generic and adaptable to all kind of company process and even the other way round. All different company process models are able to be integrated in the RPM² and all company processes are detectable in the RPM². The future 1 These scenarios are clearly represented in the Gartner Research note (Sinur & Hill, 2010, p. 4) and are not explained in more detail in this elaboration. Projekt BPB; Nagel, Jäck, Puchan Seite 2/25
9 software or function, besides others, has to meet the requirements already shown in the Gartner report. Two requirements which are amongst others important for the buyers of BPMS are cross-boundary coordination and interaction management. The cross-boundary coordination means to achieve better coordination that crosses multiple boundaries (organizational, international, facility and so forth). The interaction management, for example, stands for the support of technology in unstructured domains such as service industries (cf. ibid., pp. 5, 6). Another advantage, according to Sinur and Hill (2010), is, that a shared language among business professionals and IT professionals simplifies the communication and improves understanding and direct access [ ] to manipulate the assets (p. 4). They also say that BPMS will have to assist in discovering better practices, and guiding workers into more effective behaviors and desirable outcomes (p. 4). Critical reflection Since the Gartner Magic Quadrant (Sinur & Hill, 2010) shows the market leaders of BPMS, the elaboration also reveals hints of improvement or as the authors call it: cautions of each software. The Gartner Magic Quadrant by itself shows some cautions or even crucial points. Since there are many different vendors of BPMS, the authors were not able to represent all of the vendors in the Magic Quadrant. This leads to the point that there are many different ways of how to create, design and develop a BPMS. The advantage of one vendor might be a disadvantage of another vendor. With the purpose of showing the reader that there are more vendors available who might better fit to the clients needs some of them are listed but are not part of the Magic Quadrant. The authors even admit that the listed (or maybe also not listed) vendors might match better to the process management requirements of the client (ibid., pp. 7f.). Because of the Gartner research note and the Forrester research reveal that many BPMS vendors and even different BPMS within one vendor, it is important to not only stick to one special vendor in order to create and develop software or a tool for the benchmarking research project. A software which will be useful for a huge kind of different BPMS will be much more effective than only for one vendor. The advantage of this will be a broader range of clients and users and with this will come more data, which will lead to better, more useful and more precise statements about benchmarking. Projekt BPB; Nagel, Jäck, Puchan Seite 3/25
10 2.2 Process Metadata Model Munich In this segment, the first draft of a process metadata model is introduced, and it is developed in this elaboration for the abstraction of business processes. Due to the complexity of processes, especially for the business process understanding in software, a holistic process metadata model is necessary. Therefore, the Process Metadata Model Munich (PM³) is drafted based on the results of the BPB project. As already defined within the documentation and publication of the research project the process metadata is the description of semantic properties of a process (cf. Puchan et al., 2012, pp. 19f.). Gadatsch (2010) says that models are used to analyze and design real-world systems. They form an original object or system into a model system (p. 72). A model reflects the structure and behavior of an object system as faithfully as possible. There are special requirements that are expected for their illustration. Therefore, the formal specification of model systems allows it to accomplish the meta-modeling (cf. ibid.). A meta-model represents a whole class of model systems; each class element represents an instance of the meta-model. It provides notation rules, which are required for developing the model system. It allows the verification of the model system for completeness and consistency of the objects in the system (cf. ibid., p. 73). The metadata model is like the Entity-Relationship-Model (ERM) a picture of a section of reality. Nowadays, ERMs conduct inter alia as a basis for the development of databases. The representation of relations includes often only relationships between data, which are processed in a database. The advantage of the metadata model is thus the possibility of linking data with context information (for example, the processing component) (cf. Furth, Dittman, Ortmeier, & Feigenspan, 2008, p. 3). For the PM³, the following key tasks have been revealed: Mapping of all process components and components that could affect the process (interfaces key figures - environment) and their properties at the meta level A simpler view of the entire complex process through the meta view Support for the modeling of scenarios One objective of the PM³ is that it is supposed to be a generic process metamodel, which is universally applicable to all processes that ensure comparability. Projekt BPB; Nagel, Jäck, Puchan Seite 4/25
11 In addition to that, it is influenced by the developed methods from the BPB project. The RPM² thereby forms the basis of the metadata model and is extended by the BM² and the key figure system. Secondly, the PM³ provides the basis for the object-oriented programming. Based on the meta attributes and classes, Unified Modeling Language (UML) 2 diagrams can be created. The meta-model provides here a scope for decision-making in the choice of the programming language. Furthermore, metadata is a big support in case of information retrieval, for example the search in large databases. Instead of browsing large data sets with complex full-text search, it is more efficient and easier to understand, by creating metadata, those are smaller and could be searched much faster. For example in case of the BPB software, that would be the search for process input and outputs, based on keywords (cf. Balzert, 2009, pp , 83; Gadatsch, 2010, pp. 72f.). Figure 2-1: Process Metadata Model - PM³ Source: Own representation based on Balzert (2009, pp. 32f.) Figure 2-1 is a first draft of the PM³, which consists of all estimated elements of a process of the RPM². It describes roughly all the components (classes) and their properties (attributes) of a process. 2 Unified Modeling Language (UML) is the most known and standardized general-purpose modeling language for object-oriented software engineering. UML includes a set of graphic notation techniques to visualize object-oriented software models (cf. Pohl, 2008, p. 290). Projekt BPB; Nagel, Jäck, Puchan Seite 5/25
12 Referring to Balzert (2009, pp. 31ff.) and Pohl (2008, pp. 291f.), the first model level (M0) shows a process (grey box) as a realistic reflection of the reality, which means a specific process for instance recruiting of new employees. The second model level (M1) is a generic meta level of a process in which the process is described with its properties. The boxes with the arrows are intended to illustrate the data modeling approach. The blue boxes represent the classes and include properties that are known as attributes. The arrows refer to respective subclasses (light blue) and inherit their properties, resp. attributes to the superclass (dark blue). The third model level (M2) is the meta meta level and is implemented by using UML notations to describe the model elements and to create UML diagrams like the class diagram. In the second level, the generic meta level (M1), the superclass Process is itemized with its metadata. This superclass contains the essential characteristics and conditions including their changes of any process. The metadata of the Process are listed as attributes in the class. Because of the complexity of a few attributes, they are referenced to new classes (subclass in light blue). For example, the superclass Process has the attributes Key Figures, Hard- and Soft-Facts. Therefore, a subclass Key Figure with the attribute Type was instantiated and inherits the data from their subclass Hard- and Soft-Facts. This data refers to any process and is hinted as an attribute in the superclass. Thus, with a developed metadata model, related to the PM³, the basis for an operational database is defined. Now it can be deduced which tables, names and structure the database should have. The idea is, based on the generic view of the PM³, to enable stable data management and data architecture for the software. Projekt BPB; Nagel, Jäck, Puchan Seite 6/25
13 3 Requirements Engineering 3.1 Procedure / Process Model For the project BPB the procedure model of agile software development is recommended. Not just because the software has to be adaptable to new perceptions out of the research project and therefore to new requirements out of the generic approaches, but also due to the reason that the Standish Group (2012), to name one out of many researchers, discovered in their 2011 CHAOS Manifesto (even if they do not reveal which and how many projects they have analyzed) that an agile procedure model has three times the success rate of the waterfall method. By choosing the agile procedure model, it was not taken into account which person is going to develop the software in the end. Therefore, it might be necessary to change the model because the people developing the software might not feel comfortable by using the agile procedure (cf. Versteegen, 2002). 3.2 Stakeholder Analysis Since there are many stakeholders involved in the RE process of the benchmarking software, it is important to first elicit, analyze, and divide these characters into different groups. These groups were gathered in a picture, which is available within the project documentation. This picture shows at this juncture the main stakeholder related to the development of the software for the BPB project. The group members of the research project did the elicitation, analysis, and classification in a workshop. This overview of stakeholders is only a current depiction. For the future of the project, it is important that the stakeholder analysis will be continued and carried on in order to involve the right stakeholders at the right time. 3.3 Objectives Analysis The purpose of the objective analysis is to find the appropriate and important objectives for the software, which are deducible from the stakeholders, needs. It is the basis of the requirement elicitation, analysis and validation. Without objectives, it might be possible that engineers and developers will evolve software that might not fit to the perception and vision of the client (cf. Rupp & SOPHISTen, 2007, pp. 86ff.; Ebert, 2012, pp. 49ff.). Another important aspect for the collection of objectives is to distinguish between them and the requirements. Requirements represent the way one has to Projekt BPB; Nagel, Jäck, Puchan Seite 7/25
14 go in order to reach the goal. An objective describes what the output is like, a goal which should be met, it should be measurable and understandably defined. The objectives were derived from the main stakeholders, especially from the description of the research project and the different modules in Puchan et al. (2012), as well as from conversations with the project partners and out of the survey. Some additional objectives were added by the authors in order to get fully integral and satisfying software and were divided into strategic and operative objectives. These objectives are available within the project documentation. 3.4 Requirements Engineering Activities and Development Requirements Elicitation For the elicitation of requirements, it first was necessary to define how requirements have to look like or how they have to be written. Therefore, all stakeholders will be able to understand the same by the requirements. The following idealized approach for refining requirements from stakeholders or objectives was used: Stakeholder Objectives Stakeholder requirements System requirements Sub-system requirements Component requirement refine / specify / derive refine / specify / derive refine / specify / derive refine / specify / derive Figure 3-1: Idealized Approach for refining requirements Source: Own representation Another point of sharing the same requirements is to use a standard approach to formulate them. Therefore the template based approach of Rupp and SOPHISTen was used in order to create unambiguous, complete and testable requirements. One comparative advantage of a template-based approach is a decreasing of failures due to rules about the formulation of a requirement. Rupp and SOPHISTen (2007, pp ) identify a six-step process of how to design perfect requirements based on templates: 1. Define processes 2. Choose system activity Projekt BPB; Nagel, Jäck, Puchan Seite 8/25
15 3. Determine legal liability 4. Add objects and additions 5. Prepend conditions and constraints 6. Perform inspection and testing By doing so they create a template, which is highly useful and supports the unambiguous comprehensibility of requirements (see Figure 4 3). In this template and out of the six steps, they divide the system activities into three types that are mostly relevant for the process (Rupp & SOPHISTen, 2007, p. 229): Autonomous system activity (<process>) The process is performed autonomous by the system User interaction (provide <whom?> the ability to <process>) The system provides the user the process functionality Interface requirements The system runs a process in dependency to one or more other parties (e.g. an external system) is inherently passive and is waiting for external events. After defining the system activities, the requirements have to be completed by legal relevance. To strengthen the liability of the requirements, it is also possible to prioritize or indicate them with a degree of liability, such as: compulsory, request, proposal or intention. For a better and comprehensive understanding, the requirements are commented (cf. Rupp & SOPHISTen, 2007, pp. 231ff.). The requirements were determined during surveys and interviews with potential customers, workshops with project members and also the analysis of scientific literature. The basic frame of a requirement is build out of these three steps. The other three steps have to be performed in order to get complete requirements (see chapter 3.4.2). <process> SHALL <When?> <Under what conditions> THE SOFTWARE SHOULD PROVIDE <whom?> THE ABILITY TO <process> <thing to be processed> <process detail> WILL BE ABLE TO <process> Figure 3-2: Complete requirement template with conditions Source: Own representation based on Rupp and SOPHISTen (2007, p. 247) Projekt BPB; Nagel, Jäck, Puchan Seite 9/25
16 Survey / Interview of Stakeholder In order to get the right requirements, the current partners of the research project as well as the modules were interviewed in the context of their needs and wishes about the functionality of the software. Furthermore, an extensible questionnaire 3 was developed for the research project and future project partners to easily get their needs and wishes and compare them with the existing ones. Use Cases A use case describes a sequence of interactions between a system and an external actor. An actor is a person or user role that interacts with the system. The use case combines all the possible scenarios that can occur when an actor tries, with the help of the software, to reach a specific functional objective. It describes contentwise what can happen while trying to achieve objectives, and this can be abstracted into concrete technical solutions (cf. Wiegers, 2003, p. 133; Pohl, 2008, pp. 162f.; Ebert, 2012, p. 109). The aim is to show, preferably simple, what the software system is able to do and in which cases the application is going to react. Figure 3-3 and Figure 3-4 show the notation elements that are used to describe formal use case diagrams. These are necessary to make it understandable for everyone and to minimize possible misunderstandings during the interpretation and the software development (cf. Balzert, 2009, pp. 256ff.; Pohl, 2008, pp. 162f.). Figure 3-3 : Notation elements of use cases Source: Own representation based on Balzert (2009, pp. 256ff.) Therefore, Figure 3-4 shows the described notations, which underlie the developed use case diagrams in the BPB project. 3 The entire questionnaire is available within the project documentation of the BPB project. Projekt BPB; Nagel, Jäck, Puchan Seite 10/25
17 Figure 3-4: Notation relations and associations of use cases Source: Own representation based on Balzert (2009, pp. 256ff.) 1. Scenario illustrates the extends arrow, with a dashed line, which is drawn from a use case X to a use case Y to indicate that the process X is a special case behavior of the same type as the more general process Y. 2. The uses arrow, with a dashed line, is drawn from a use case X to a use case Y to indicate that the process of doing X always involves doing Y at least once. 3. Scenario shows a solid line without arrows, which indicates an interaction resp. communication between use, cases itself and actors. 4. The solid line with an arrow is drawn from a use case Y and / or Z to a use case X to indicate that the process Y and Z specialize the process X. The use case X inherits goals of Y and Z or may add more specific goals and steps to achieve process X. From the restrictions of the actors and systems, the use cases were derived and their relationship and association with each other were determined. Finally, the identified requirements were assessed and prioritized according to their functional necessity for the software 4. 4 The fully described use cases are available in the documentation of the BPB project. Projekt BPB; Nagel, Jäck, Puchan Seite 11/25
18 After a subsequent critical examination and a structured analysis, other actors and use cases have been identified. Figure 3-5 shows the software overview and their entire functionality based on the results of the use case workshop. Front-End Dashboard BPB Tool Back-End Administrative Environment Data Management History Report Management Forecast Admin Environment Data Management Benchmarking Error Management Client Management Administrative Environment Data Management Client Admin Area Report Management Test Area Figure 3-5: Software systems and functions Source: Own representation Kano Model For requirements elicitation, it is crucial to know the significance of the requirements in order to satisfy its stakeholders (cf. Rupp & SOPHISTen, 2009, p. 81). Dr. Noriaki Kano developed a model to work out which stakeholder requirements are mandatory, which ones are valuable for money, and which requirements will delight the stakeholder. Projekt BPB; Nagel, Jäck, Puchan Seite 12/25
19 Figure 3-6: Kano model Source: Own representation based on (Rupp & SOPHISTen, 2009, p. 82) In interviews and at a workshop with industry partners as well as the results from the questionnaire, the requirements, which are imposed on the software, were determined in terms of customer satisfaction and the degree of implementation. The results are implemented in the Kano model shown in Figure Requirements Analysis, Specification and Validation After the elicitation, the requirements need to be assorted. They are divided into functional requirements and non-functional requirements. Those again are distinguished into operational, quality and security requirements as well as constraints. The requirements were deduced from the documentation of the research project, conversations with the project partners, objectives of the final software (chapter 3.3) and inner protocols as well as from presentations and discussions within the research project. A last validation came from the advisors and the project members. Functional Requirements Since almost 200 different requirements were defined, it goes beyond the scope of this elaboration to show all requirements. They are written down and were added by a category, description of the requirement, the priority and the type of requirement (functional or non-functional requirement). The priority is defined as follows: Projekt BPB; Nagel, Jäck, Puchan Seite 13/25
20 Priority 1: has to be absolutely fulfilled (highest priority) Priority 2: shall be fulfilled Priority 3:should be fulfilled, but is not necessary for the software Priority 4: should be fulfilled in future Priority 5: is not important for the software (no implementation needed) The following categories were determined in order to assort the requirements and at least give an overview of existing requirements concerning the software. Automation / Task Management Monitoring / Optimization Business Process Reengineering / Patterns Simulation Performance Design / Usability Pricing / Support Discovery / Analysis Regulatory Event Management Reliability Implementations Reporting Industry Rules / Customization Integration Security Integration / Execution Transaction Control Modeling / Design Non-Functional Requirements The non-functional requirements are divided into operational requirements (performance, operating and environmental conditions), safety requirements (which become very important in the case that the software is available via the internet), quality requirements, and constraints (which mostly consist of requirements describing contracts, agreements, rights and duties etc). For the future, it is very important that all the requirements will be discussed with the developer of the software in order to find a solution which meets the legitimate interests of both parties, the principal and the developer. Validation Validation ensures that the requirements exhibit the desirable characteristics of excellent requirement statements (complete, correct, feasible, necessary, prioritized, unambiguous, and verifiable) and of excellent requirement specifications (classified, consistent, modifiable, and traceable) (cf. Wiegers, 2003, p. 261; Rupp & SOPHISTen, 2009, p. 24). Requirements validation involves checking that the software provides all functions that support the customers needs and ensures that there are no requirements conflicts. For this purpose, the identified requirements were aligned Projekt BPB; Nagel, Jäck, Puchan Seite 14/25
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text:
So, here we are in 2016. Welcome, I'm glad we both made it! How was 2015 for you?
My 2015 resolution was to find myself. From February 2015: "After Little N was born, I found myself spiraling mentally. I had no idea who I was anymore. I knew I was a mom and wife… but who was I? What do I love doing? Why am I not doing that anymore? I had committed myself to so many things without even asking myself if I really wanted to do that… I just went with the flow. So I decided that 2015 would be the year to bring me back…"
How did it go? So, so. There are days where I still feel totally lost and confused, others where I know exactly where I am and where I am heading to.
What happened in 2015 you ask?
We built a house:
We finished building our house and moved in! Yeah!!!! It isn't 100% done… sadly my kitchen is still not all finished due to some snaggs, but I can use it. We don't have closet doors and no decorations at all. What we do have is a brand new house that I will make into a great home over the years. My hubby and I are still talking. Our couple was somewhat shaky at some points, but we made it through… construction will do that to you sometimes 😉 The boys are so happy to have their own rooms back. Little N starting sleeping through the night as soon as we moved.
Hubby's business is thriving
Hubby is busy as ever with his business and we are very thankful for that. I am still doing the books for him and we hired an apprentice. Hubby is now into his 3rd year of being an entrepreneur and we have both learnt a lot.
And I…
I started baking and selling Artisan Bread. I managed to book a commercial kitchen one day per week, got my license and off I went. I participated in my first bake/craft sales in December… what great experiences those were.
My goals were:
So, my goal for 2015 was to clean up my act. My greenhouse and gardens had been neglected for 2 years and I wanted to bring them back. Did I do it? Partially. The house took way more time that I had anticipated, so choices had to be made. I managed to keep my greenhouse clean all through the season which is amazing to me! I got a lot of beets, tomatoes and cukes from it. I also got the most amazing tasting watermelon ever. My first one that actually made it to an eatable stage 🙂
My garden is still a mess 😦 We did manage to lift the frames of the 2 remaining raised beds, so that come spring, we will be able to remove them… more about that in my 2016 goals. No fencing got done, no clean up in the field either.
That brings us to 2016. I have a lot on my mind for this year.
My theme last year was to find myself. This projet, Triple N Acres, was the result of that theme.
My theme for 2016…. drumroll…. Friends and Family
We have had to set aside almost all social time for us, the grown-ups, and some for the littles too as we were focusing on the workshop and then the house. We haven't spent a lot of time in the last 2 years just having fun with others, hosting sleep-overs for the kiddos, doing family activities, etc.
I plan on changing that this year! Read more about my new goals in my next post 🙂
As always, thanks of following me! See you soon. ~ Karina


text:
Hamburg, PA
The gem for PA cliff jumpers. Complete with slide dam, rope swing, and 38′ cliff jump.
Unfortunately shut down due to injuries and littering.
Philadelphia, PA
This well known watering hole is right in Fairmount park. Locals grill, chill, and swim at this beautiful location all summer long.
Media, PA
Jumping off the old rail tunnel is a popular summertime sport for locals in Media.
Scranton, PA
Tucked away in beautiful Nay Aug Park, the gorge is a sight to behold.
Not far is the equally impressive Step Falls, boasting more jumping locations.
Wapwallopen, PA
A mile off the road, Powder Hole has both history and beauty on it's side. Bridge and cliff jumps,
as well as ruins from the old gunpowder factory, put this location at the top of our list.
Dorset, VT
This incredible quarry is open to the public – totally legal jumping!
Cliffs from 10-35ft with no bottom in sight.


text: I'm 20 years old and had suffered with very heavy painful periods for about 3 years. I tried various contraceptive pills, the implant, the injection but bled heavily and for long periods of time (7 months at one point) on all of them. I had the coil fitted 1 year and 7 months ago and finally had luck as it has stopped ovulation all together and I don't get regular period pain either, however I now encounter a different kind of pain. It it very intense and completely stops me in my tracks to the point that i've been on my hand and knees in tears. It's in my abdomen and my back and gradually the pains get closer together and more intense then eventually dies off. It really bloats me too and makes me look pregnant. My mum has endometriosis and experienced similar pains but the doctors have told me I'm too young. I've got an ultrasound scan to attend finally but what will they look for? The pain interferes with day to day tasks and is effecting my concentration on my degree. Can anyone relate to this or explain the sort of process I can expect to go through at the scan? I'm a little nervous! Thanks.


text:
-Scarlet Witch: Yeah, she has gone through a lot between Avengers II and this movie. She lost her brother and killed a bunch of people trying to protect her friends. I like that they keep hinting that she is unpredictable with her powers.
-Black Widow: For all the bitching that went on about this character in Avengers II, no one should call her weak in this movie. While she isn't in it that much, she has an important moment at the end of the second act. It makes sense.
-The Vision played by Paul Bettany : Okay, I like seeing the sweater version of the Vision. He has more to do here despite the fact he's not the center of the story . There are some funny moments with him that Paul Bettany handling it rather well. His relationship with SW is handled extremely well too and built upon the last Avengers movie. I love that Bettany still plays him as a guy that is merely a few months old and still doesn't have a handle on his feelings on SW.
The Russo Brothers kept the movie/story going with only a few slow points. However, some of those slower points do in fact stand out. unlike Avengers 2, these slower moments aren't as painful as the farm scenes in Avengers 2.
Due to the larger superhero roster, some of the more modern day spy stuff people loved in the second Cap movie isn't really in this movie as much. This is more of a superhero movie with certain spy elements carried over and a more personal story weaved into the third act.
The special effects are really good for this movie. I loved seeing Spider-Man and team Iron-Man take on Giant-Man. The CGI is pretty much seamless with the practical stunts and effects. However, most Marvel movies look good when it comes to special effects.
Henry Jackman has come back to score the film. It is a completely different style of music from his 24-ish genre type score from Winter Soldier. I like the direction he took here with the symphonic tone. This new score sounds akin to the scores from traditional superhero movies and even has a classical tone to some of themes. Winter Soldier's sore has grown on me, but this score is better and much cleaner.
One of my biggest gripes with the movie are the shaky camera shots. They were a problem in action movies in the early 2000s and I hate seeing that technique creeping into current movies. I really didn't notice it in their second Marvel outing, but it is noticeable in Civil War. I hate it because it takes away from stunt work and special effects. Leave this shit for the video games.
despite its minor problems, the movie handles both sides of the argument fairly well. However, I am more on the side of Cap than Stark. As I've gotten older, I have moved from left to the center with a view of government being too big and overreaching. It makes since to see why Cap would be against the UN tying the Avengers' hands. Too much red tape would slow them down and might cost them lives. Stark has a point and too, He sees firsthand why there needs to be oversight. It doesn't make him a trust villain.
Overall, this is a pure Marvel movie fun with some serious overtones that don't bog down the fun stuff. The writers and directors know how to balance out the script. The acting is top notch and the movie plot runs along at a brisk pace with only a few filler bits here and there. The Russo brothers outdid themselves and further build upon the strong and rich MCU. I can't wait to see them work on the a proper Avengers movie. You've impressed me here. It is time to step up your game, DC.
Grade: A-


text:
Saturday, October 23, 2010
African Folklore: Why Hippos Don't Eat Fish
God looked at them, and was doubtful about letting them live in the water: their mouths were so large, their teeth so long and sharp, and their sizeand their appetiteswere so big, He was afraid that they would eat up all the fish. Besides, He had already granted the place to another predator - the crocodile. He couldn't have two kinds of large, hungry animals living in the rivers. So God refused the hippos' request, and told them that they could live out on the open plains.
At this news, the two hippos began to weep and wail, making the most awful noise. They pleaded and pleaded with God, who finally gave in. But He made the hippos promise that if they lived in the rivers, they must never harm a single fish. They were to eat grass instead. The Hippos promised solemnly, and rushed to the river, grunting with delight.
And to this day, hippos always scatter their dung on the river bank, so God can see that it contains no fish bones. And you can still hear them laughing with joy that they were allowed to live in the rivers after all. ( From: When the Hippos was Hairy and Other Tales from Africa: Nick Greaves)
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text:
Mid-South corn farmers would love to scratch aflatoxin off their list of worries. Research being conducted by Brooks Blanche, LSU agronomist and breeder, could help lead to such list revisions.
"Basically, I'm evaluating the potential to develop corn inbred lines that have resistance to aflatoxin," says Blanche. "We are approaching this with small steps and, at this point, want to see if there is potential for corn breeding that focuses on Mid-South production issues, including resistance to aflatoxin."
In years past, Blanche's predecessor, Steve Moore, had collected and evaluated several exotic tropical lines resistant to aflatoxin. When working with corn, a 'line' is half of a hybrid. "Basically, you breed inbred lines and cross the results to produce an F1 hybrid. So, Moore had evaluated some exotic inbred lines he thought had some resistance. That's kind of where the project was when I took over."
Blanche will now test some of the inbred lines and additional ones secured from the world collection.
"After we've run the tests and have identified those with truly high levels of resistance, if any, we'll begin a breeding and development program. We'll try to select for adaptation to the Mid-South growing conditions: hot, sometimes dry environments. And heat and drought are conducive to aflatoxin epidemics."
Years from now, as inbred lines are developed, "we'll cross them back to a common tester. That will create hybrid corn seed for multi-location yield trials in Louisiana and throughout the Mid-South."
The work — funded by the Louisiana Soybean and Grain Research Promotion Board — will be conducted at the Dean Lee Research Station in Alexandria, La., where Blanche is now based. Until last January, he had been working with medium-grain rice breeding at the Crowley station in south Louisiana.
How do the researchers get aflatoxin into their test plots?
"We try to plant on the late side. Since the disease responds to heat and drought, the later we plant the better it is for the tests. Then, we'll come in with some concentrated inoculum — Aspergillus flavus — and inoculate the ears at mid-silk."
The inoculum will be applied with a tree-marking gun supplied by a USDA group led by Paul Williams at Mississippi State University. The needle is inserted between the cob and shuck and the inoculum is injected on the developing kernels.
"That way we're guaranteed there's inoculum in those ears. Then, right before harvest, we'll pull the ears (which will be marked with orange spray paint) and run tests to see how much aflatoxin is present in each line, or hybrid."
e-mail: firstname.lastname@example.com


text: In an upset, Diary of a Wimpy Kid 2: Rodrick Rules, David Bowers's sequel to last year's surprise comedy hit Diary of a Wimpy Kid, landed in first place at the box office this weekend, grossing $24.4 million and sucker punching Zack Snyder's big-budget Sucker Punch. In second place, Snyder's gang of ass-kicking girls in skimpy outfits only earned $19 million. (Warner Bros. reportedly spent over $100 million making and marketing Sucker Punch; Wimpy Kid was produced for about $21 million.) Meanwhile, Limitless, last weekend's victor, took third place, grossing $15.2 million in its second weekend, and The Lincoln Lawyer took fourth place, earning $11 million in its second weekend. Finally, Rango slid into fifth place, earning another $9.8 million, bumping its cumulative earnings to $106.4 million. [Box Office Mojo, NYT]