Gen S420 F 2019 Assignment #1 All About Me (10 pts =.docxshericehewat
Gen S420
F 2019
Assignment #1: All About Me
(10 pts = Essay & Photo)
Assignment Description:
One of the powerful experiences of GS 420 is the sharing of life stories. By sharing your own story, you
begin the journey of your own self-discovery and self-reflection. We cannot possibly begin to
understand the disability experience of someone else unless we can examine our own experiences with
life. Everyone’s story is unique, and yet, we all struggle with life’s challenges and we all care about
issues that are meaningful to us. This experience of storytelling can bond us together in our diversity.
To write and share your story is to grow in who you are and at the same time, gain a more profound
understanding of the people who will share their stories with you in this course.
Requirements:
● 3 Page Essay - (9 points)
Write a 3-page minimum, double spaced, 12 point font essay about the story of your life. The
story of your life can include:
● Your family
● Your community
● Friends and acquaintances
● Extracurricular activities & hobbies
● Important events in your life
● Your major (and your minor if applicable)
● And how all these things made you who you are
We also want you to include:
● Previous disability-related experience
● How your culture views people with disabilities
● What you hope to learn from this course
Some of you will feel more comfortable with writing a timeline of your life so far – dividing your
life into periods. Others may want to describe your life thematically, or perhaps allegorically.
You get to choose how you share your story.
Your story is considered confidential and will not be shared with anyone other than the
instructors and teaching assistants (who assist with grading during the semester).
You are not required to include parts of your story that you are uncomfortable sharing.
However, sometimes sharing or exploring challenging areas of our life can be a step in
pressing through.
● Photo of yourself - (1 point) Include a photo of yourself that is current, identifiable, and
appropriate. This picture should be inserted at the end of your summary. If you are not
comfortable including a photo, you may choose a picture that reflects your interests/hobbies.
INFORMATION
GOVERNANCE
Founded in 1807, John Wiley & Sons is the oldest independent publishing company in
the United States. With offi ces in North America, Europe, Asia, and Australia, Wiley
is globally committed to developing and marketing print and electronic products and
services for our customers’ professional and personal knowledge and understanding.
The Wiley CIO series provides information, tools, and insights to IT executives
and managers. The products in this series cover a wide range of topics that supply
strategic and implementation guidance on the latest technology trends, leadership, and
emerging best practices.
Titles in the Wiley CIO series include:
The Agile Arch ...
IntroductionWrite a short paragraph that introduces your paper t.docxvrickens
Introduction
Write a short paragraph that introduces your paper to the reader. This usually includes mention of all of the content/topics that will be written about within the body of the paper. For example, “First I will explain why I chose….”.
Insert paper Title, centered, not bolded and Title case.
Then start paragraph.
Part I: Book
State which book you chose, and discuss why you chose it. Include specific references to book title, description, authors, or particular experiences of yours that prompted you to select the book.
Insert heading title, centered, bolded and Title Case.
Then start paragraph.
Part II: Two Topics of Interest
Write two separate paragraphs describing topics or pieces of information from the book itself that made the greatest impression on you. Discuss why the topic impacted you giving an example of student impact for each of the topics.
Insert heading title, centered, bolded and Title Case.
Then start paragraphs.
Part III: Corroboration / Contradiction
Provide at least two examples from an external source that either corroborates or contradicts the information or stance taken by the author of the book on your topics of interest. Be specific and relate the information from the external source to the book itself.
Insert heading title, centered, bolded and Title Case.
Then start paragraphs.
Part IV: Practice Application
Explain why or how the information you gained from the reading of this book will or will not affect your personal actions or your professional practice.
Insert heading title, centered, bolded and Title Case.
Then start paragraph.
Book: 10-Minute Mindfulness: 71 Simple Habits for Living in the Present Moment by S. J. Scott and Barrie Davenport
*Note that your additional source should be from a recent (within last 5 years), professional journal or website (Nursing)
Be sure that you are using correct APA format for all of your citations and references to include the book title. Outline your responses to the criteria listed in the rubric and instructions. Use language and examples that demonstrate your understanding of course concepts and reflect your personal position on the author’s stance. Write professionally and concisely. You may write in first person for this assignment.
INFORMATION
GOVERNANCE
Founded in 1807, John Wiley & Sons is the oldest independent publishing company in
the United States. With offi ces in North America, Europe, Asia, and Australia, Wiley
is globally committed to developing and marketing print and electronic products and
services for our customers’ professional and personal knowledge and understanding.
The Wiley CIO series provides information, tools, and insights to IT executives
and managers. The products in this series cover a wide range of topics that supply
strategic and implementation guidance on the latest technology trends, leadership, and
emerging best practices.
Titles in the Wiley CIO series include:
The Agile Architecture Revolu ...
ENG 132Winesburg Essay Definition ArgumentSpring 2019The.docxgidmanmary
ENG 132
Winesburg Essay: Definition Argument
Spring 2019
The short stories in Winesburg, Ohio, all work to illustrate “the grotesque” in different ways. At first glance, the definition of grotesque might seem pretty straightforward…but it’s not! In this essay, use examples from the short stories to define “grotesque” for your audience.
Essays should be a minimum of 3 pages long (titled, typed, double spaced). Not only should you use examples from the short stories we’ve read and discussed, but you should also use at least two secondary sources to help support your ideas. Please format and cite research according to MLA guidelines (I’ve posted visual examples), and make sure to include a citation for your primary source (Winesburg, Ohio) in your works cited page.
Remember to think about the audience when writing your essay. What misconceptions might they have about the grotesque? Why might they have them? How is grotesque portrayed in the stories? Is it favorable, unfavorable, or both? In what ways are you confused?
If you have any questions, please contact me immediately!
[email protected]
INFORMATION
GOVERNANCE
Founded in 1807, John Wiley & Sons is the oldest independent publishing company in
the United States. With offi ces in North America, Europe, Asia, and Australia, Wiley
is globally committed to developing and marketing print and electronic products and
services for our customers’ professional and personal knowledge and understanding.
The Wiley CIO series provides information, tools, and insights to IT executives
and managers. The products in this series cover a wide range of topics that supply
strategic and implementation guidance on the latest technology trends, leadership, and
emerging best practices.
Titles in the Wiley CIO series include:
The Agile Architecture Revolution: How Cloud Computing, REST-Based SOA, and
Mobile Computing Are Changing Enterprise IT by Jason BloombergT
Big Data, Big Analytics: Emerging Business Intelligence and Analytic Trends for Today’s
Businesses by Michael Minelli, Michele Chambers, and Ambiga Dhiraj
The Chief Information Offi cer’s Body of Knowledge: People, Process, and Technology by
Dean Lane
CIO Best Practices: Enabling Strategic Value with Information Technology (Second
Edition) by Joe Stenzel, Randy Betancourt, Gary Cokins, Alyssa Farrell, Bill
Flemming, Michael H. Hugos, Jonathan Hujsak, and Karl Schubert
The CIO Playbook: Strategies and Best Practices for IT Leaders to Deliver Value by
Nicholas R. Colisto
Enterprise Performance Management Done Right: An Operating System for Your
Organization by Ron Dimon
Executive’s Guide to Virtual Worlds: How Avatars Are Transforming Your Business and
Your Brand by Lonnie Bensond
IT Leadership Manual: Roadmap to Becoming a Trusted Business Partner by Alan R. r
Guibord
Managing Electronic Records: Methods, Best Practices, and Technologies by Robert F. s
Smallwood
On Top of the Cloud: How CIOs Leverage New Techno ...
Running head SHOULD T.J.MAXX SELL ONLINE2Week 3Dev.docxjeanettehully
Running head: SHOULD T.J.MAXX SELL ONLINE?
2
Week 3
Devry University
Keller Graduate School of Management
Ontario, California
Week 3
Authored by
Alexis Soltero
Human Resource Management
HRM595
Instructor Laura Miraz
September 16, 2019
I would like to write about A workplace negotiation for the Negotiation Analysis Paper. It would be about a new salary. Working in the Human Resource Department at my job or in Corporate services as it is called by my employer, I feel like this is the topic I am most familiar with. I help in reviewing the applications and the salary requirements and I have seen what the more professional job titles are asking for in terms of salary and I can compare to what we are offering for the position.
I know different ways for negotiating a salary and plan to talk about them in the analysis paper. A person needs to know their value, do research, be organized in your thinking, be willing to walk away, timing is everything, be confident and show them what you can do.
I think I will have more than enough experience and information to provide a thorough analysis of negotiating a new salary in the workplace.
INFORMATION
GOVERNANCE
Founded in 1807, John Wiley & Sons is the oldest independent publishing company in
the United States. With offi ces in North America, Europe, Asia, and Australia, Wiley
is globally committed to developing and marketing print and electronic products and
services for our customers’ professional and personal knowledge and understanding.
The Wiley CIO series provides information, tools, and insights to IT executives
and managers. The products in this series cover a wide range of topics that supply
strategic and implementation guidance on the latest technology trends, leadership, and
emerging best practices.
Titles in the Wiley CIO series include:
The Agile Architecture Revolution: How Cloud Computing, REST-Based SOA, and
Mobile Computing Are Changing Enterprise IT by Jason BloombergT
Big Data, Big Analytics: Emerging Business Intelligence and Analytic Trends for Today’s
Businesses by Michael Minelli, Michele Chambers, and Ambiga Dhiraj
The Chief Information Offi cer’s Body of Knowledge: People, Process, and Technology by
Dean Lane
CIO Best Practices: Enabling Strategic Value with Information Technology (Second
Edition) by Joe Stenzel, Randy Betancourt, Gary Cokins, Alyssa Farrell, Bill
Flemming, Michael H. Hugos, Jonathan Hujsak, and Karl Schubert
The CIO Playbook: Strategies and Best Practices for IT Leaders to Deliver Value by
Nicholas R. Colisto
Enterprise Performance Management Done Right: An Operating System for Your
Organization by Ron Dimon
Executive’s Guide to Virtual Worlds: How Avatars Are Transforming Your Business and
Your Brand by Lonnie Bensond
IT Leadership Manual: Roadmap to Becoming a Trusted Business Partner by Alan R. r
Guibord
Managing Electronic Records: Methods, Best Practices, and Technologies by Robert F. ...
Running Head Case Studies2Running Head Case Studies.docxtodd271
Running Head: Case Studies
2
Running Head: Case Studies
Case Studies Reviews
Type Your Full Name Here
Abstract
Type a paragraph that briefs your audience/ reader about your paper. Synthesize each topic of discussion. The abstract section is always typed on page 2 following the title page. Font type is Times New Roman with 12 font size letters. A minimum of 7 succinct sentences is required in this section.
Introduction
Type a paragraph that prepares your audience/ reader on what you are about to say. Indent the first sentence of each paragraph and include in-text citations using the list from your reference list. Font type is Times New Roman with 12 font size letters.
1. Type question here Case #1 Week 1
Type your response to the question here. Indent the first sentence of each paragraph and include in-text citations using the list from your reference list. Font type is Times New Roman with 12 font size letters.
2. Type question here Case #2 Week 2
Type your response to the question here. Indent the first sentence of each paragraph and include in-text citations using the list from your reference list. Font type is Times New Roman with 12 font size letters.
3. Type question here Case #3 Week 3
Type your response to the question here. Indent the first sentence of each paragraph and include in-text citations using the list from your reference list. Font type is Times New Roman with 12 font size letters.
#. Type question here Case # Week #
Etcetera…
Summary
Type a paragraph that summarizes to your audience/ reader what you just said. Indent the first sentence of each paragraph and include in-text citations using the list from your reference list. Font type is Times New Roman with 12 font size letters. A minimum of 7 concise sentences is required in this section.REFERENCES
*Apply page-break to make this its own page
Take note that the first line of the reference is left aligned with second line as hanging indentation. See example below.
Last Name, Abbreviate First Name. Abbreviate Middle Name. (Year). Type title of article here and in Italic font. (Web Article). Retrieved from Type or Paste URL Address here
INFORMATION
GOVERNANCE
Founded in 1807, John Wiley & Sons is the oldest independent publishing company in
the United States. With offi ces in North America, Europe, Asia, and Australia, Wiley
is globally committed to developing and marketing print and electronic products and
services for our customers’ professional and personal knowledge and understanding.
The Wiley CIO series provides information, tools, and insights to IT executives
and managers. The products in this series cover a wide range of topics that supply
strategic and implementation guidance on the latest technology trends, leadership, and
emerging best practices.
Titles in the Wiley CIO series include:
The Agile Architecture Revolution: How Cloud Computing, REST-Based SOA, and
Mobile Computing Are Changing Enterprise IT by Jaso.
Gen S420 F 2019 Assignment #1 All About Me (10 pts =.docxshericehewat
Gen S420
F 2019
Assignment #1: All About Me
(10 pts = Essay & Photo)
Assignment Description:
One of the powerful experiences of GS 420 is the sharing of life stories. By sharing your own story, you
begin the journey of your own self-discovery and self-reflection. We cannot possibly begin to
understand the disability experience of someone else unless we can examine our own experiences with
life. Everyone’s story is unique, and yet, we all struggle with life’s challenges and we all care about
issues that are meaningful to us. This experience of storytelling can bond us together in our diversity.
To write and share your story is to grow in who you are and at the same time, gain a more profound
understanding of the people who will share their stories with you in this course.
Requirements:
● 3 Page Essay - (9 points)
Write a 3-page minimum, double spaced, 12 point font essay about the story of your life. The
story of your life can include:
● Your family
● Your community
● Friends and acquaintances
● Extracurricular activities & hobbies
● Important events in your life
● Your major (and your minor if applicable)
● And how all these things made you who you are
We also want you to include:
● Previous disability-related experience
● How your culture views people with disabilities
● What you hope to learn from this course
Some of you will feel more comfortable with writing a timeline of your life so far – dividing your
life into periods. Others may want to describe your life thematically, or perhaps allegorically.
You get to choose how you share your story.
Your story is considered confidential and will not be shared with anyone other than the
instructors and teaching assistants (who assist with grading during the semester).
You are not required to include parts of your story that you are uncomfortable sharing.
However, sometimes sharing or exploring challenging areas of our life can be a step in
pressing through.
● Photo of yourself - (1 point) Include a photo of yourself that is current, identifiable, and
appropriate. This picture should be inserted at the end of your summary. If you are not
comfortable including a photo, you may choose a picture that reflects your interests/hobbies.
INFORMATION
GOVERNANCE
Founded in 1807, John Wiley & Sons is the oldest independent publishing company in
the United States. With offi ces in North America, Europe, Asia, and Australia, Wiley
is globally committed to developing and marketing print and electronic products and
services for our customers’ professional and personal knowledge and understanding.
The Wiley CIO series provides information, tools, and insights to IT executives
and managers. The products in this series cover a wide range of topics that supply
strategic and implementation guidance on the latest technology trends, leadership, and
emerging best practices.
Titles in the Wiley CIO series include:
The Agile Arch ...
IntroductionWrite a short paragraph that introduces your paper t.docxvrickens
Introduction
Write a short paragraph that introduces your paper to the reader. This usually includes mention of all of the content/topics that will be written about within the body of the paper. For example, “First I will explain why I chose….”.
Insert paper Title, centered, not bolded and Title case.
Then start paragraph.
Part I: Book
State which book you chose, and discuss why you chose it. Include specific references to book title, description, authors, or particular experiences of yours that prompted you to select the book.
Insert heading title, centered, bolded and Title Case.
Then start paragraph.
Part II: Two Topics of Interest
Write two separate paragraphs describing topics or pieces of information from the book itself that made the greatest impression on you. Discuss why the topic impacted you giving an example of student impact for each of the topics.
Insert heading title, centered, bolded and Title Case.
Then start paragraphs.
Part III: Corroboration / Contradiction
Provide at least two examples from an external source that either corroborates or contradicts the information or stance taken by the author of the book on your topics of interest. Be specific and relate the information from the external source to the book itself.
Insert heading title, centered, bolded and Title Case.
Then start paragraphs.
Part IV: Practice Application
Explain why or how the information you gained from the reading of this book will or will not affect your personal actions or your professional practice.
Insert heading title, centered, bolded and Title Case.
Then start paragraph.
Book: 10-Minute Mindfulness: 71 Simple Habits for Living in the Present Moment by S. J. Scott and Barrie Davenport
*Note that your additional source should be from a recent (within last 5 years), professional journal or website (Nursing)
Be sure that you are using correct APA format for all of your citations and references to include the book title. Outline your responses to the criteria listed in the rubric and instructions. Use language and examples that demonstrate your understanding of course concepts and reflect your personal position on the author’s stance. Write professionally and concisely. You may write in first person for this assignment.
INFORMATION
GOVERNANCE
Founded in 1807, John Wiley & Sons is the oldest independent publishing company in
the United States. With offi ces in North America, Europe, Asia, and Australia, Wiley
is globally committed to developing and marketing print and electronic products and
services for our customers’ professional and personal knowledge and understanding.
The Wiley CIO series provides information, tools, and insights to IT executives
and managers. The products in this series cover a wide range of topics that supply
strategic and implementation guidance on the latest technology trends, leadership, and
emerging best practices.
Titles in the Wiley CIO series include:
The Agile Architecture Revolu ...
ENG 132Winesburg Essay Definition ArgumentSpring 2019The.docxgidmanmary
ENG 132
Winesburg Essay: Definition Argument
Spring 2019
The short stories in Winesburg, Ohio, all work to illustrate “the grotesque” in different ways. At first glance, the definition of grotesque might seem pretty straightforward…but it’s not! In this essay, use examples from the short stories to define “grotesque” for your audience.
Essays should be a minimum of 3 pages long (titled, typed, double spaced). Not only should you use examples from the short stories we’ve read and discussed, but you should also use at least two secondary sources to help support your ideas. Please format and cite research according to MLA guidelines (I’ve posted visual examples), and make sure to include a citation for your primary source (Winesburg, Ohio) in your works cited page.
Remember to think about the audience when writing your essay. What misconceptions might they have about the grotesque? Why might they have them? How is grotesque portrayed in the stories? Is it favorable, unfavorable, or both? In what ways are you confused?
If you have any questions, please contact me immediately!
[email protected]
INFORMATION
GOVERNANCE
Founded in 1807, John Wiley & Sons is the oldest independent publishing company in
the United States. With offi ces in North America, Europe, Asia, and Australia, Wiley
is globally committed to developing and marketing print and electronic products and
services for our customers’ professional and personal knowledge and understanding.
The Wiley CIO series provides information, tools, and insights to IT executives
and managers. The products in this series cover a wide range of topics that supply
strategic and implementation guidance on the latest technology trends, leadership, and
emerging best practices.
Titles in the Wiley CIO series include:
The Agile Architecture Revolution: How Cloud Computing, REST-Based SOA, and
Mobile Computing Are Changing Enterprise IT by Jason BloombergT
Big Data, Big Analytics: Emerging Business Intelligence and Analytic Trends for Today’s
Businesses by Michael Minelli, Michele Chambers, and Ambiga Dhiraj
The Chief Information Offi cer’s Body of Knowledge: People, Process, and Technology by
Dean Lane
CIO Best Practices: Enabling Strategic Value with Information Technology (Second
Edition) by Joe Stenzel, Randy Betancourt, Gary Cokins, Alyssa Farrell, Bill
Flemming, Michael H. Hugos, Jonathan Hujsak, and Karl Schubert
The CIO Playbook: Strategies and Best Practices for IT Leaders to Deliver Value by
Nicholas R. Colisto
Enterprise Performance Management Done Right: An Operating System for Your
Organization by Ron Dimon
Executive’s Guide to Virtual Worlds: How Avatars Are Transforming Your Business and
Your Brand by Lonnie Bensond
IT Leadership Manual: Roadmap to Becoming a Trusted Business Partner by Alan R. r
Guibord
Managing Electronic Records: Methods, Best Practices, and Technologies by Robert F. s
Smallwood
On Top of the Cloud: How CIOs Leverage New Techno ...
Running head SHOULD T.J.MAXX SELL ONLINE2Week 3Dev.docxjeanettehully
Running head: SHOULD T.J.MAXX SELL ONLINE?
2
Week 3
Devry University
Keller Graduate School of Management
Ontario, California
Week 3
Authored by
Alexis Soltero
Human Resource Management
HRM595
Instructor Laura Miraz
September 16, 2019
I would like to write about A workplace negotiation for the Negotiation Analysis Paper. It would be about a new salary. Working in the Human Resource Department at my job or in Corporate services as it is called by my employer, I feel like this is the topic I am most familiar with. I help in reviewing the applications and the salary requirements and I have seen what the more professional job titles are asking for in terms of salary and I can compare to what we are offering for the position.
I know different ways for negotiating a salary and plan to talk about them in the analysis paper. A person needs to know their value, do research, be organized in your thinking, be willing to walk away, timing is everything, be confident and show them what you can do.
I think I will have more than enough experience and information to provide a thorough analysis of negotiating a new salary in the workplace.
INFORMATION
GOVERNANCE
Founded in 1807, John Wiley & Sons is the oldest independent publishing company in
the United States. With offi ces in North America, Europe, Asia, and Australia, Wiley
is globally committed to developing and marketing print and electronic products and
services for our customers’ professional and personal knowledge and understanding.
The Wiley CIO series provides information, tools, and insights to IT executives
and managers. The products in this series cover a wide range of topics that supply
strategic and implementation guidance on the latest technology trends, leadership, and
emerging best practices.
Titles in the Wiley CIO series include:
The Agile Architecture Revolution: How Cloud Computing, REST-Based SOA, and
Mobile Computing Are Changing Enterprise IT by Jason BloombergT
Big Data, Big Analytics: Emerging Business Intelligence and Analytic Trends for Today’s
Businesses by Michael Minelli, Michele Chambers, and Ambiga Dhiraj
The Chief Information Offi cer’s Body of Knowledge: People, Process, and Technology by
Dean Lane
CIO Best Practices: Enabling Strategic Value with Information Technology (Second
Edition) by Joe Stenzel, Randy Betancourt, Gary Cokins, Alyssa Farrell, Bill
Flemming, Michael H. Hugos, Jonathan Hujsak, and Karl Schubert
The CIO Playbook: Strategies and Best Practices for IT Leaders to Deliver Value by
Nicholas R. Colisto
Enterprise Performance Management Done Right: An Operating System for Your
Organization by Ron Dimon
Executive’s Guide to Virtual Worlds: How Avatars Are Transforming Your Business and
Your Brand by Lonnie Bensond
IT Leadership Manual: Roadmap to Becoming a Trusted Business Partner by Alan R. r
Guibord
Managing Electronic Records: Methods, Best Practices, and Technologies by Robert F. ...
Running Head Case Studies2Running Head Case Studies.docxtodd271
Running Head: Case Studies
2
Running Head: Case Studies
Case Studies Reviews
Type Your Full Name Here
Abstract
Type a paragraph that briefs your audience/ reader about your paper. Synthesize each topic of discussion. The abstract section is always typed on page 2 following the title page. Font type is Times New Roman with 12 font size letters. A minimum of 7 succinct sentences is required in this section.
Introduction
Type a paragraph that prepares your audience/ reader on what you are about to say. Indent the first sentence of each paragraph and include in-text citations using the list from your reference list. Font type is Times New Roman with 12 font size letters.
1. Type question here Case #1 Week 1
Type your response to the question here. Indent the first sentence of each paragraph and include in-text citations using the list from your reference list. Font type is Times New Roman with 12 font size letters.
2. Type question here Case #2 Week 2
Type your response to the question here. Indent the first sentence of each paragraph and include in-text citations using the list from your reference list. Font type is Times New Roman with 12 font size letters.
3. Type question here Case #3 Week 3
Type your response to the question here. Indent the first sentence of each paragraph and include in-text citations using the list from your reference list. Font type is Times New Roman with 12 font size letters.
#. Type question here Case # Week #
Etcetera…
Summary
Type a paragraph that summarizes to your audience/ reader what you just said. Indent the first sentence of each paragraph and include in-text citations using the list from your reference list. Font type is Times New Roman with 12 font size letters. A minimum of 7 concise sentences is required in this section.REFERENCES
*Apply page-break to make this its own page
Take note that the first line of the reference is left aligned with second line as hanging indentation. See example below.
Last Name, Abbreviate First Name. Abbreviate Middle Name. (Year). Type title of article here and in Italic font. (Web Article). Retrieved from Type or Paste URL Address here
INFORMATION
GOVERNANCE
Founded in 1807, John Wiley & Sons is the oldest independent publishing company in
the United States. With offi ces in North America, Europe, Asia, and Australia, Wiley
is globally committed to developing and marketing print and electronic products and
services for our customers’ professional and personal knowledge and understanding.
The Wiley CIO series provides information, tools, and insights to IT executives
and managers. The products in this series cover a wide range of topics that supply
strategic and implementation guidance on the latest technology trends, leadership, and
emerging best practices.
Titles in the Wiley CIO series include:
The Agile Architecture Revolution: How Cloud Computing, REST-Based SOA, and
Mobile Computing Are Changing Enterprise IT by Jaso.
Week 8 discussion Maintenance Tasks – Operational and Maintenanc.docxhelzerpatrina
Week 8 discussion
Maintenance Tasks – Operational and Maintenance (O&M) costs make up a large portion of the total cost of ownership (TCO), regardless of system “size”. It is said that O&M costs make up the lion’s share of cost throughout the system’s life cycle, and ongoing expenses can determine the economic lifespan of a system. Maintenance tasks can be broken down into four (4) categories:
1. Corrective Maintenance
2. Adaptive Maintenance
3. Perfective Maintenance
4. Preventive Maintenance
The process of “racking & stacking” these maintenance tasks is no small feat; especially for a large system. This is why most firms implement a Change Control Board (CCB; or, you may have heard it referred to as a Configuration Control Board—they are synonymous in nature). Even though the lead systems analyst is typically on this board, they do not decide the priority of these maintenance tasks—however, it is imperative that they understand the nature of each maintenance category.
· For this discussion…..
1. Properly describe each of the maintenance categories
2. Give a specific example of each maintenance category, either using the class case study or a system that you are familiar with, and
3. Assign each example a specific priority (level 3 being the lowest; level 1 being the highest), based on your knowledge of the system—explain in detail “why” you would give it that specific priority.
INFORMATION
GOVERNANCE
Founded in 1807, John Wiley & Sons is the oldest independent publishing company in
the United States. With offi ces in North America, Europe, Asia, and Australia, Wiley
is globally committed to developing and marketing print and electronic products and
services for our customers’ professional and personal knowledge and understanding.
The Wiley CIO series provides information, tools, and insights to IT executives
and managers. The products in this series cover a wide range of topics that supply
strategic and implementation guidance on the latest technology trends, leadership, and
emerging best practices.
Titles in the Wiley CIO series include:
The Agile Architecture Revolution: How Cloud Computing, REST-Based SOA, and
Mobile Computing Are Changing Enterprise IT by Jason BloombergT
Big Data, Big Analytics: Emerging Business Intelligence and Analytic Trends for Today’s
Businesses by Michael Minelli, Michele Chambers, and Ambiga Dhiraj
The Chief Information Offi cer’s Body of Knowledge: People, Process, and Technology by
Dean Lane
CIO Best Practices: Enabling Strategic Value with Information Technology (Second
Edition) by Joe Stenzel, Randy Betancourt, Gary Cokins, Alyssa Farrell, Bill
Flemming, Michael H. Hugos, Jonathan Hujsak, and Karl Schubert
The CIO Playbook: Strategies and Best Practices for IT Leaders to Deliver Value by
Nicholas R. Colisto
Enterprise Performance Management Done Right: An Operating System for Your
Organization by Ron Dimon
Executive’s Guide to Virtual Worlds: How Avatars Are Transformin ...
Research Paper First DraftPurposeThe purpose of this assign.docxaudeleypearl
Research Paper First Draft
Purpose:
The purpose of this assignment is for you to prepare a first draft of your research paper (without the data and interpretation of data). You will receive feedback and will submit your final version later in the course.
Description:
Develop a draft of your research paper using the components that you have developed in the course so far. Make use of your sentence outline. Add a full abstract, introduction, literature review, methodology section, and reference page.
Attachments:
Research paper Attached
Sentence Outline Attached
Textbook : 7, 8 chapters
Learning Activities:
Links:
Abstract Link: https://www.youtube.com/watch?v=VwEj96kyc7w#action=share
Business Case for Information Governance: https://www.youtube.com/watch?v=A2MI9Hlmd1A#action=share
Legal Aspects of Information Governance:
https://www.youtube.com/watch?v=lkHAbpoEJ3E#action=share
Requirements:
· Please provide a substantive response (2 pages & 2 references) to the above question.
· API Format. No Plagiarism.
· You must also use a scholarly source.
· As a reminder, you must list every reference that you used to build your response then cite every reference within every sentence that you used it with a properly APA formatted citation (ABC, 2019).
· Must check Citation years in the discussion as well in the reference too. (They should match)
INFORMATION
GOVERNANCE
Founded in 1807, John Wiley & Sons is the oldest independent publishing company in
the United States. With offi ces in North America, Europe, Asia, and Australia, Wiley
is globally committed to developing and marketing print and electronic products and
services for our customers’ professional and personal knowledge and understanding.
The Wiley CIO series provides information, tools, and insights to IT executives
and managers. The products in this series cover a wide range of topics that supply
strategic and implementation guidance on the latest technology trends, leadership, and
emerging best practices.
Titles in the Wiley CIO series include:
The Agile Architecture Revolution: How Cloud Computing, REST-Based SOA, and
Mobile Computing Are Changing Enterprise IT by Jason BloombergT
Big Data, Big Analytics: Emerging Business Intelligence and Analytic Trends for Today’s
Businesses by Michael Minelli, Michele Chambers, and Ambiga Dhiraj
The Chief Information Offi cer’s Body of Knowledge: People, Process, and Technology by
Dean Lane
CIO Best Practices: Enabling Strategic Value with Information Technology (Second
Edition) by Joe Stenzel, Randy Betancourt, Gary Cokins, Alyssa Farrell, Bill
Flemming, Michael H. Hugos, Jonathan Hujsak, and Karl Schubert
The CIO Playbook: Strategies and Best Practices for IT Leaders to Deliver Value by
Nicholas R. Colisto
Enterprise Performance Management Done Right: An Operating System for Your
Organization by Ron Dimon
Executive’s Guide to Virtual Worlds: How Avatars Are Transforming Your Business and
Your Brand by ...
Social Media in a Law Enforcement WorkplaceClarissa N. Iverson.docxrosemariebrayshaw
Social Media in a Law Enforcement Workplace
Clarissa N. Iverson
Strayer University
Professional Communications
Agenda
How to market the police?
How to use social media to prevent and solve crime.
Social media policy for civilian employees and sworn officers.
How to Market the Police?
Law enforcement agencies now must utilize social media in many ways, such as recruiting and overall communication with the community.
Social media reaches a wide range of community. As far as it being useful for recruiting employees outside their local target market.
Showing the basic police academy process and the steps individuals need to take to apply and what to except is a great way many agencies have used social media to attract followers and potential employees.
Additionally, social media has been a great way to connect law enforcement with the community. Last year, many were engaged with the “Lip Sync Challenge” that agencies across the country participated in on social media.
Solving Crime
Using Social Media to Solve and Prevent Crime.
Social Media leaves a “digital fingerprint”
Many criminals will post themselves engaging in criminal activity.
Many criminals do not know if a social media friend or follower grants them access to their account to view the criminal activity it does no violate privacy.
Surveys have indicated 1,221 federal, state and local law enforcement who use social media, 4 of 5 use social media to gather intelligence.
Iverson, Clarissa (IC) - Business: https://www.cnn.com/2012/08/30/tech/social-media/fighting-crime-social-media/index.html
Catching Up With Modern Technology
Law enforcement and the judicial system have not caught up with current technology.
Police having a hard time regulating criminal activity because now criminals use social media and the Internet to expand their traditional reach.
Gangs use the Internet to work in conjunction with each other and to work together.
Social Media Policy
Establishing policy for individuals working in law enforcement.
Law enforcement agencies must be careful how they post on official social media accounts
Officers personal social media accounts can reflect badly on a department.
Officers have been in the news for posting inappropriate videos or racist joke, while on duty.
Agencies should adopt a social media policy and have them written in their directives.
The purpose of the policy should have a purpose and determine what it needs to cover.
The social media policy should be clearly defined to avoid confusion.
The policy need to establish what is acceptable and what is unacceptable uses of official and personal social media.
Iverson, Clarissa (IC) - Law Enforcement Social Media Policy. (2019, March 13). Retrieved from PowerDMS.
Additional Information
Police Officer Tommy Norman has used social media to bridge the gap between the community and law enforcement. His Instagram page has over 1 million followers and he now has people around the wo.
Webinar: Bridging the gap - Presentation slidesILC- UK
This webinar explored how businesses and charities across the country are responding to the coronavirus crisis to help the most vulnerable in society continue to access the goods and services they need.
Running head INFORMATION LITERACY 1INFORMATION LITERACY 2.docxwlynn1
Running head: INFORMATION LITERACY 1
INFORMATION LITERACY 2
INFORMATION LITERACY
GEN 499: General Education Capstone
October 14, 2019.
Ashford University Library has good resources for any academic material one wants to read. I am a business student and when I joined Ashford University I was a little worried about what might happen if I could not find the necessary academic materials to support my education. Another issue I found overwhelming at first was how to navigate the library database because there were so many options. If you click on a particular option at times they are not relevant to the topic under research. A friend directed me on how to navigate in the Databases A-Z. Nowadays it is easier because I followed all the instructions to the later.
I like the ProQuest Database because it has so many options someone can choose from and the resources are very helpful, (Brannon, 2017). I do not have any concerns but don't like the fact that Ashford Library pulls up student's research papers as references that have to be changed. In these databases, one has to use the subject topic to find readings or scholarly articles, (Nelson & Huffman, 2015). Some databases may not have the articles one is looking for because they are all specified for certain course work, if you are new it can be very overwhelming. I also realized that if I download a full PDF then all the details about the authors and references will be readily available.
Ashford University Library has improved skills in my business course because before the exams approach I am always equipped with adequate information. This keeps me away from using search engines like Google and some of the resources may not be credible. The best part with the resources that come from Ashford Library is that they help one reduce the reference format mistakes because they are already located on the articles, (Omar, et.al, 2018). The newspapers and other articles that are on the internet can be very difficult to cite at times. In general, the Ashford University Library is effective and reliable because it has good resources and citations which are accurate.
References
Brannon, P. C. (2017). ProQuest Regulatory Insight. Law Library Journal, 109(3), 484.
Nelson, N., & Huffman, J. (2015). Predatory journals in library databases: How much should we worry?. The serials librarian, 69(2), 169-192.
Omar, D., Preater, A., Clark, I., & Liebert, R. J. (2018). Inclusive reading lists: how libraries can support student and academic leadership.
INFORMATION
GOVERNANCE
Founded in 1807, John Wiley & Sons is the oldest independent publishing company in
the United States. With offi ces in North America, Europe, Asia, and Australia, Wiley
is globally committed to developing and marketing print and electronic products and
services for our customers’ professional and personal knowledge and understanding.
The Wiley CIO series provides information, tools, and insights to IT executives
a.
Running head INFORMATION LITERACY 1INFORMATION LITERACY 2.docxjeanettehully
Running head: INFORMATION LITERACY 1
INFORMATION LITERACY 2
INFORMATION LITERACY
GEN 499: General Education Capstone
October 14, 2019.
Ashford University Library has good resources for any academic material one wants to read. I am a business student and when I joined Ashford University I was a little worried about what might happen if I could not find the necessary academic materials to support my education. Another issue I found overwhelming at first was how to navigate the library database because there were so many options. If you click on a particular option at times they are not relevant to the topic under research. A friend directed me on how to navigate in the Databases A-Z. Nowadays it is easier because I followed all the instructions to the later.
I like the ProQuest Database because it has so many options someone can choose from and the resources are very helpful, (Brannon, 2017). I do not have any concerns but don't like the fact that Ashford Library pulls up student's research papers as references that have to be changed. In these databases, one has to use the subject topic to find readings or scholarly articles, (Nelson & Huffman, 2015). Some databases may not have the articles one is looking for because they are all specified for certain course work, if you are new it can be very overwhelming. I also realized that if I download a full PDF then all the details about the authors and references will be readily available.
Ashford University Library has improved skills in my business course because before the exams approach I am always equipped with adequate information. This keeps me away from using search engines like Google and some of the resources may not be credible. The best part with the resources that come from Ashford Library is that they help one reduce the reference format mistakes because they are already located on the articles, (Omar, et.al, 2018). The newspapers and other articles that are on the internet can be very difficult to cite at times. In general, the Ashford University Library is effective and reliable because it has good resources and citations which are accurate.
References
Brannon, P. C. (2017). ProQuest Regulatory Insight. Law Library Journal, 109(3), 484.
Nelson, N., & Huffman, J. (2015). Predatory journals in library databases: How much should we worry?. The serials librarian, 69(2), 169-192.
Omar, D., Preater, A., Clark, I., & Liebert, R. J. (2018). Inclusive reading lists: how libraries can support student and academic leadership.
INFORMATION
GOVERNANCE
Founded in 1807, John Wiley & Sons is the oldest independent publishing company in
the United States. With offi ces in North America, Europe, Asia, and Australia, Wiley
is globally committed to developing and marketing print and electronic products and
services for our customers’ professional and personal knowledge and understanding.
The Wiley CIO series provides information, tools, and insights to IT executives
a ...
1. Provide your position on what theorist is most relatable to you.docxjeremylockett77
1. Provide your position on what theorist is most relatable to your ideology and values. Respond to two other students’ comments seeking further explanation of their position and consequences of their thoughts.
· Dr. Thomas Sowell - Imperfections of the Market
· POLITICAL THEORY - John Maynard Keynes
· POLITICAL THEORY – Friedrich Hayek
2. Every decision has an Opportunity Cost due to the nature of scarcity, there is always a better alternative not chosen, therefore, there is always an opportunity cost. “The opportunity cost of an alternative is what you give up to pursue it” (Froeb, McCann,Shor & Ward, 2016). When you go to a Maroon 5 concert, you give up $100 of benefits you would have received if you had gone to a Beyoncé concert. Also, you would also avoid $80 of cost for the Beyoncé concert. According to the definition below, the opportunity cost of seeing Maroon 5 concert is $100 - $80 = $20. Please delve into the statement there are always opportunity costs. How can an individual make the best decision? Is there a best decision? Would one miss an opportunity not attending one of the concerts? Include a minimum of one reference.
3. Millennials are renting offices sharing costs to reduce their overhead expenditures and overall efficiency. What are the disadvantages and advantages of economies of scales? Give examples of your local establishments that use shared locations to decrease costs, i.e., Taco Bell and KFC. Include a minimum of one reference.
4. Article: Understanding the Impact of Transportation on Economic DevelopmentHow can the growth of intermodal transportation affect the product’s supply and demand? Discuss the major points of the article. How do transportation costs affect others? Please be specific. Discuss increases and decreases in supply and demand. Include a minimum of one reference
5. Behavior economics is a relatively new concept that was developed by Daniel Kahneman and Amos Tversky and is known as the prospect theory. The prospect theory posits that consumers are inspired by the comparison of prices to the reference price rather than the actual price. Please discuss why managing price expectations is as important as managing price. Please give three examples of local restaurants using prospect theory. Include a minimum of one reference.
6. This link explicitly discusses the theme behind the game theory. Please discuss the principles associated with this theory, as well as, how the classical game theory can be contained. Does the game theory in your opinion support the corporate’s strategy? When should the prisoner dilemma be used? Include a minimum of one reference.
7. Will there be a global economic crisis in a world of significant uncertainty? Please review the article from Goldman Sachs, Landing the Plane. Where are we headed the next few years of uncertainty and risks? What are the five greatest current global economic challenges? How will they affect the US economy? Include a minimum of one ...
Wearables and Mobile Move Health into Your Home - Candice HughesInnovation Women
TRANSCRIPT BELOW
Mary-Beth Russo:
Good morning. Good afternoon. Welcome to the Innovation Women Speak Webinar Series. My name is Mary-Beth Russo, and I'm sitting in for Bobby today.
Mary-Beth Russo:
For those of you not familiar with Innovation Women, we are a visibility bureau for entrepreneurial, technical, and innovative women. We connect female speakers with speaking opportunities, and we connect event managers with those speakers.
Mary-Beth Russo:
Our mission is to help women build their brand and advance their career, while eliminating the all male, all stale panels at conferences and events. By the way, if you're not a speaker or on the platform yet, we have a special going. An extension of the discount we gave in honor of Women's History Month. I'll give that code out in just one minute.
Mary-Beth Russo:
Unlike a traditional speakers bureau, when you join Innovation Women you get all of this. You get social media amplification and promotion. You get speaking opportunities. You get speaking invitations. You get a weekly list of over 100 calls for speakers that you can apply to. If you're an author, we promote your book.
Copy and paste this link into your web browser for the full transcript:
https://docs.google.com/document/d/1GQYx6e4QbD28S6q6_KJSEigQQuitNcWPpTjM-aC9dAI/edit?usp=sharing
Touchpoint is a marketing agency with a primary emphasis on custom content to strengthen all marketing strategies, including branding, customer/prospect engagement and internal communications.
In addition to counseling clients on campaign optimization, we develop and distribute content via traditional channels and contemporary digital mediums such as e-mail, social media and video
The Art & Science of Influence and Persuasion Webinar SlidesConvercent
How to gain influence in today's compliance landscape.
A recent survey found that 58% of chief compliance officers are not sufficiently integrated into corporate strategy.
This presentation, part of the Convercent webinar series, feauture speakers Kristy Grant-Hart, author of "How to Be a Wildly Effective Compliance Officer and Convercent's Director, Europe Keith Read discusses:
- The steps to take and questions to ask when making a decision
- Persuasion Theory: 5 Principles
- Increasing communication and raising awareness of compliance using compliance dashboards in your program
For a recording of the July 12 webinar, go here: https://www.convercent.com/lp/webinar-recording-persuasion-influence
Presentation held at the beginning of February 2017 at the Institute of Risk Management Regional Group Switzerland. The presentation gives an overview on current compliance trends and emphasizes the importance of a sound and embedded compliance culture for companies.
Marketing 4.0_ Moving from Traditional to Digital ( PDFDrive ).pdfHarshChaudhari51
MBA ,MBA 4 SECCEION MBA MARKETING MARKETING, MBA MARKETING 4.0 PPT , PPT MBA 4.0
MARKETING 4.0 , MANAGEMENT PPT , MARKETING PPT MARKETING 4.0 PDF FOR MBA, MBA ALL SELLABUS , MBA MARKETING 4.0 BOOK , BOOK MARKETING 4.0 , MBA MARKETING 4.0 BOOK REVIEW ,
M3 ch12 discussionConnecting Eligible Immigrant Families to Heal.docxjeremylockett77
M3 ch12 discussion
Connecting Eligible Immigrant Families to Health Coverage
Instructions:
Read the report
Connecting Eligible Immigrant Families to Health Coverage and Care
.
Write a one page post offering solutions to the problem from the nurse's standpoint.
.
Loudres eats powdered doughnuts for breakfast and chocolate that sh.docxjeremylockett77
Loudres eats powdered doughnuts for breakfast and chocolate that she can get out of the vending machines before class. Between classes , she grabs some chips and a caffine drink for lunch. By the end of the day, she is exhauted and cannot study very long before she falls asleep for a few hours. Then, she stays up untils 2.A.M to finish her work and take care of things she could not do during the day. She feels that she has to eat sugary foods and caffeinated drinks to keep her schedule going and to fit in all her activities. What advice would you give her?
.
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Week 8 discussion Maintenance Tasks – Operational and Maintenanc.docxhelzerpatrina
Week 8 discussion
Maintenance Tasks – Operational and Maintenance (O&M) costs make up a large portion of the total cost of ownership (TCO), regardless of system “size”. It is said that O&M costs make up the lion’s share of cost throughout the system’s life cycle, and ongoing expenses can determine the economic lifespan of a system. Maintenance tasks can be broken down into four (4) categories:
1. Corrective Maintenance
2. Adaptive Maintenance
3. Perfective Maintenance
4. Preventive Maintenance
The process of “racking & stacking” these maintenance tasks is no small feat; especially for a large system. This is why most firms implement a Change Control Board (CCB; or, you may have heard it referred to as a Configuration Control Board—they are synonymous in nature). Even though the lead systems analyst is typically on this board, they do not decide the priority of these maintenance tasks—however, it is imperative that they understand the nature of each maintenance category.
· For this discussion…..
1. Properly describe each of the maintenance categories
2. Give a specific example of each maintenance category, either using the class case study or a system that you are familiar with, and
3. Assign each example a specific priority (level 3 being the lowest; level 1 being the highest), based on your knowledge of the system—explain in detail “why” you would give it that specific priority.
INFORMATION
GOVERNANCE
Founded in 1807, John Wiley & Sons is the oldest independent publishing company in
the United States. With offi ces in North America, Europe, Asia, and Australia, Wiley
is globally committed to developing and marketing print and electronic products and
services for our customers’ professional and personal knowledge and understanding.
The Wiley CIO series provides information, tools, and insights to IT executives
and managers. The products in this series cover a wide range of topics that supply
strategic and implementation guidance on the latest technology trends, leadership, and
emerging best practices.
Titles in the Wiley CIO series include:
The Agile Architecture Revolution: How Cloud Computing, REST-Based SOA, and
Mobile Computing Are Changing Enterprise IT by Jason BloombergT
Big Data, Big Analytics: Emerging Business Intelligence and Analytic Trends for Today’s
Businesses by Michael Minelli, Michele Chambers, and Ambiga Dhiraj
The Chief Information Offi cer’s Body of Knowledge: People, Process, and Technology by
Dean Lane
CIO Best Practices: Enabling Strategic Value with Information Technology (Second
Edition) by Joe Stenzel, Randy Betancourt, Gary Cokins, Alyssa Farrell, Bill
Flemming, Michael H. Hugos, Jonathan Hujsak, and Karl Schubert
The CIO Playbook: Strategies and Best Practices for IT Leaders to Deliver Value by
Nicholas R. Colisto
Enterprise Performance Management Done Right: An Operating System for Your
Organization by Ron Dimon
Executive’s Guide to Virtual Worlds: How Avatars Are Transformin ...
Research Paper First DraftPurposeThe purpose of this assign.docxaudeleypearl
Research Paper First Draft
Purpose:
The purpose of this assignment is for you to prepare a first draft of your research paper (without the data and interpretation of data). You will receive feedback and will submit your final version later in the course.
Description:
Develop a draft of your research paper using the components that you have developed in the course so far. Make use of your sentence outline. Add a full abstract, introduction, literature review, methodology section, and reference page.
Attachments:
Research paper Attached
Sentence Outline Attached
Textbook : 7, 8 chapters
Learning Activities:
Links:
Abstract Link: https://www.youtube.com/watch?v=VwEj96kyc7w#action=share
Business Case for Information Governance: https://www.youtube.com/watch?v=A2MI9Hlmd1A#action=share
Legal Aspects of Information Governance:
https://www.youtube.com/watch?v=lkHAbpoEJ3E#action=share
Requirements:
· Please provide a substantive response (2 pages & 2 references) to the above question.
· API Format. No Plagiarism.
· You must also use a scholarly source.
· As a reminder, you must list every reference that you used to build your response then cite every reference within every sentence that you used it with a properly APA formatted citation (ABC, 2019).
· Must check Citation years in the discussion as well in the reference too. (They should match)
INFORMATION
GOVERNANCE
Founded in 1807, John Wiley & Sons is the oldest independent publishing company in
the United States. With offi ces in North America, Europe, Asia, and Australia, Wiley
is globally committed to developing and marketing print and electronic products and
services for our customers’ professional and personal knowledge and understanding.
The Wiley CIO series provides information, tools, and insights to IT executives
and managers. The products in this series cover a wide range of topics that supply
strategic and implementation guidance on the latest technology trends, leadership, and
emerging best practices.
Titles in the Wiley CIO series include:
The Agile Architecture Revolution: How Cloud Computing, REST-Based SOA, and
Mobile Computing Are Changing Enterprise IT by Jason BloombergT
Big Data, Big Analytics: Emerging Business Intelligence and Analytic Trends for Today’s
Businesses by Michael Minelli, Michele Chambers, and Ambiga Dhiraj
The Chief Information Offi cer’s Body of Knowledge: People, Process, and Technology by
Dean Lane
CIO Best Practices: Enabling Strategic Value with Information Technology (Second
Edition) by Joe Stenzel, Randy Betancourt, Gary Cokins, Alyssa Farrell, Bill
Flemming, Michael H. Hugos, Jonathan Hujsak, and Karl Schubert
The CIO Playbook: Strategies and Best Practices for IT Leaders to Deliver Value by
Nicholas R. Colisto
Enterprise Performance Management Done Right: An Operating System for Your
Organization by Ron Dimon
Executive’s Guide to Virtual Worlds: How Avatars Are Transforming Your Business and
Your Brand by ...
Social Media in a Law Enforcement WorkplaceClarissa N. Iverson.docxrosemariebrayshaw
Social Media in a Law Enforcement Workplace
Clarissa N. Iverson
Strayer University
Professional Communications
Agenda
How to market the police?
How to use social media to prevent and solve crime.
Social media policy for civilian employees and sworn officers.
How to Market the Police?
Law enforcement agencies now must utilize social media in many ways, such as recruiting and overall communication with the community.
Social media reaches a wide range of community. As far as it being useful for recruiting employees outside their local target market.
Showing the basic police academy process and the steps individuals need to take to apply and what to except is a great way many agencies have used social media to attract followers and potential employees.
Additionally, social media has been a great way to connect law enforcement with the community. Last year, many were engaged with the “Lip Sync Challenge” that agencies across the country participated in on social media.
Solving Crime
Using Social Media to Solve and Prevent Crime.
Social Media leaves a “digital fingerprint”
Many criminals will post themselves engaging in criminal activity.
Many criminals do not know if a social media friend or follower grants them access to their account to view the criminal activity it does no violate privacy.
Surveys have indicated 1,221 federal, state and local law enforcement who use social media, 4 of 5 use social media to gather intelligence.
Iverson, Clarissa (IC) - Business: https://www.cnn.com/2012/08/30/tech/social-media/fighting-crime-social-media/index.html
Catching Up With Modern Technology
Law enforcement and the judicial system have not caught up with current technology.
Police having a hard time regulating criminal activity because now criminals use social media and the Internet to expand their traditional reach.
Gangs use the Internet to work in conjunction with each other and to work together.
Social Media Policy
Establishing policy for individuals working in law enforcement.
Law enforcement agencies must be careful how they post on official social media accounts
Officers personal social media accounts can reflect badly on a department.
Officers have been in the news for posting inappropriate videos or racist joke, while on duty.
Agencies should adopt a social media policy and have them written in their directives.
The purpose of the policy should have a purpose and determine what it needs to cover.
The social media policy should be clearly defined to avoid confusion.
The policy need to establish what is acceptable and what is unacceptable uses of official and personal social media.
Iverson, Clarissa (IC) - Law Enforcement Social Media Policy. (2019, March 13). Retrieved from PowerDMS.
Additional Information
Police Officer Tommy Norman has used social media to bridge the gap between the community and law enforcement. His Instagram page has over 1 million followers and he now has people around the wo.
Webinar: Bridging the gap - Presentation slidesILC- UK
This webinar explored how businesses and charities across the country are responding to the coronavirus crisis to help the most vulnerable in society continue to access the goods and services they need.
Running head INFORMATION LITERACY 1INFORMATION LITERACY 2.docxwlynn1
Running head: INFORMATION LITERACY 1
INFORMATION LITERACY 2
INFORMATION LITERACY
GEN 499: General Education Capstone
October 14, 2019.
Ashford University Library has good resources for any academic material one wants to read. I am a business student and when I joined Ashford University I was a little worried about what might happen if I could not find the necessary academic materials to support my education. Another issue I found overwhelming at first was how to navigate the library database because there were so many options. If you click on a particular option at times they are not relevant to the topic under research. A friend directed me on how to navigate in the Databases A-Z. Nowadays it is easier because I followed all the instructions to the later.
I like the ProQuest Database because it has so many options someone can choose from and the resources are very helpful, (Brannon, 2017). I do not have any concerns but don't like the fact that Ashford Library pulls up student's research papers as references that have to be changed. In these databases, one has to use the subject topic to find readings or scholarly articles, (Nelson & Huffman, 2015). Some databases may not have the articles one is looking for because they are all specified for certain course work, if you are new it can be very overwhelming. I also realized that if I download a full PDF then all the details about the authors and references will be readily available.
Ashford University Library has improved skills in my business course because before the exams approach I am always equipped with adequate information. This keeps me away from using search engines like Google and some of the resources may not be credible. The best part with the resources that come from Ashford Library is that they help one reduce the reference format mistakes because they are already located on the articles, (Omar, et.al, 2018). The newspapers and other articles that are on the internet can be very difficult to cite at times. In general, the Ashford University Library is effective and reliable because it has good resources and citations which are accurate.
References
Brannon, P. C. (2017). ProQuest Regulatory Insight. Law Library Journal, 109(3), 484.
Nelson, N., & Huffman, J. (2015). Predatory journals in library databases: How much should we worry?. The serials librarian, 69(2), 169-192.
Omar, D., Preater, A., Clark, I., & Liebert, R. J. (2018). Inclusive reading lists: how libraries can support student and academic leadership.
INFORMATION
GOVERNANCE
Founded in 1807, John Wiley & Sons is the oldest independent publishing company in
the United States. With offi ces in North America, Europe, Asia, and Australia, Wiley
is globally committed to developing and marketing print and electronic products and
services for our customers’ professional and personal knowledge and understanding.
The Wiley CIO series provides information, tools, and insights to IT executives
a.
Running head INFORMATION LITERACY 1INFORMATION LITERACY 2.docxjeanettehully
Running head: INFORMATION LITERACY 1
INFORMATION LITERACY 2
INFORMATION LITERACY
GEN 499: General Education Capstone
October 14, 2019.
Ashford University Library has good resources for any academic material one wants to read. I am a business student and when I joined Ashford University I was a little worried about what might happen if I could not find the necessary academic materials to support my education. Another issue I found overwhelming at first was how to navigate the library database because there were so many options. If you click on a particular option at times they are not relevant to the topic under research. A friend directed me on how to navigate in the Databases A-Z. Nowadays it is easier because I followed all the instructions to the later.
I like the ProQuest Database because it has so many options someone can choose from and the resources are very helpful, (Brannon, 2017). I do not have any concerns but don't like the fact that Ashford Library pulls up student's research papers as references that have to be changed. In these databases, one has to use the subject topic to find readings or scholarly articles, (Nelson & Huffman, 2015). Some databases may not have the articles one is looking for because they are all specified for certain course work, if you are new it can be very overwhelming. I also realized that if I download a full PDF then all the details about the authors and references will be readily available.
Ashford University Library has improved skills in my business course because before the exams approach I am always equipped with adequate information. This keeps me away from using search engines like Google and some of the resources may not be credible. The best part with the resources that come from Ashford Library is that they help one reduce the reference format mistakes because they are already located on the articles, (Omar, et.al, 2018). The newspapers and other articles that are on the internet can be very difficult to cite at times. In general, the Ashford University Library is effective and reliable because it has good resources and citations which are accurate.
References
Brannon, P. C. (2017). ProQuest Regulatory Insight. Law Library Journal, 109(3), 484.
Nelson, N., & Huffman, J. (2015). Predatory journals in library databases: How much should we worry?. The serials librarian, 69(2), 169-192.
Omar, D., Preater, A., Clark, I., & Liebert, R. J. (2018). Inclusive reading lists: how libraries can support student and academic leadership.
INFORMATION
GOVERNANCE
Founded in 1807, John Wiley & Sons is the oldest independent publishing company in
the United States. With offi ces in North America, Europe, Asia, and Australia, Wiley
is globally committed to developing and marketing print and electronic products and
services for our customers’ professional and personal knowledge and understanding.
The Wiley CIO series provides information, tools, and insights to IT executives
a ...
1. Provide your position on what theorist is most relatable to you.docxjeremylockett77
1. Provide your position on what theorist is most relatable to your ideology and values. Respond to two other students’ comments seeking further explanation of their position and consequences of their thoughts.
· Dr. Thomas Sowell - Imperfections of the Market
· POLITICAL THEORY - John Maynard Keynes
· POLITICAL THEORY – Friedrich Hayek
2. Every decision has an Opportunity Cost due to the nature of scarcity, there is always a better alternative not chosen, therefore, there is always an opportunity cost. “The opportunity cost of an alternative is what you give up to pursue it” (Froeb, McCann,Shor & Ward, 2016). When you go to a Maroon 5 concert, you give up $100 of benefits you would have received if you had gone to a Beyoncé concert. Also, you would also avoid $80 of cost for the Beyoncé concert. According to the definition below, the opportunity cost of seeing Maroon 5 concert is $100 - $80 = $20. Please delve into the statement there are always opportunity costs. How can an individual make the best decision? Is there a best decision? Would one miss an opportunity not attending one of the concerts? Include a minimum of one reference.
3. Millennials are renting offices sharing costs to reduce their overhead expenditures and overall efficiency. What are the disadvantages and advantages of economies of scales? Give examples of your local establishments that use shared locations to decrease costs, i.e., Taco Bell and KFC. Include a minimum of one reference.
4. Article: Understanding the Impact of Transportation on Economic DevelopmentHow can the growth of intermodal transportation affect the product’s supply and demand? Discuss the major points of the article. How do transportation costs affect others? Please be specific. Discuss increases and decreases in supply and demand. Include a minimum of one reference
5. Behavior economics is a relatively new concept that was developed by Daniel Kahneman and Amos Tversky and is known as the prospect theory. The prospect theory posits that consumers are inspired by the comparison of prices to the reference price rather than the actual price. Please discuss why managing price expectations is as important as managing price. Please give three examples of local restaurants using prospect theory. Include a minimum of one reference.
6. This link explicitly discusses the theme behind the game theory. Please discuss the principles associated with this theory, as well as, how the classical game theory can be contained. Does the game theory in your opinion support the corporate’s strategy? When should the prisoner dilemma be used? Include a minimum of one reference.
7. Will there be a global economic crisis in a world of significant uncertainty? Please review the article from Goldman Sachs, Landing the Plane. Where are we headed the next few years of uncertainty and risks? What are the five greatest current global economic challenges? How will they affect the US economy? Include a minimum of one ...
Wearables and Mobile Move Health into Your Home - Candice HughesInnovation Women
TRANSCRIPT BELOW
Mary-Beth Russo:
Good morning. Good afternoon. Welcome to the Innovation Women Speak Webinar Series. My name is Mary-Beth Russo, and I'm sitting in for Bobby today.
Mary-Beth Russo:
For those of you not familiar with Innovation Women, we are a visibility bureau for entrepreneurial, technical, and innovative women. We connect female speakers with speaking opportunities, and we connect event managers with those speakers.
Mary-Beth Russo:
Our mission is to help women build their brand and advance their career, while eliminating the all male, all stale panels at conferences and events. By the way, if you're not a speaker or on the platform yet, we have a special going. An extension of the discount we gave in honor of Women's History Month. I'll give that code out in just one minute.
Mary-Beth Russo:
Unlike a traditional speakers bureau, when you join Innovation Women you get all of this. You get social media amplification and promotion. You get speaking opportunities. You get speaking invitations. You get a weekly list of over 100 calls for speakers that you can apply to. If you're an author, we promote your book.
Copy and paste this link into your web browser for the full transcript:
https://docs.google.com/document/d/1GQYx6e4QbD28S6q6_KJSEigQQuitNcWPpTjM-aC9dAI/edit?usp=sharing
Touchpoint is a marketing agency with a primary emphasis on custom content to strengthen all marketing strategies, including branding, customer/prospect engagement and internal communications.
In addition to counseling clients on campaign optimization, we develop and distribute content via traditional channels and contemporary digital mediums such as e-mail, social media and video
The Art & Science of Influence and Persuasion Webinar SlidesConvercent
How to gain influence in today's compliance landscape.
A recent survey found that 58% of chief compliance officers are not sufficiently integrated into corporate strategy.
This presentation, part of the Convercent webinar series, feauture speakers Kristy Grant-Hart, author of "How to Be a Wildly Effective Compliance Officer and Convercent's Director, Europe Keith Read discusses:
- The steps to take and questions to ask when making a decision
- Persuasion Theory: 5 Principles
- Increasing communication and raising awareness of compliance using compliance dashboards in your program
For a recording of the July 12 webinar, go here: https://www.convercent.com/lp/webinar-recording-persuasion-influence
Presentation held at the beginning of February 2017 at the Institute of Risk Management Regional Group Switzerland. The presentation gives an overview on current compliance trends and emphasizes the importance of a sound and embedded compliance culture for companies.
Marketing 4.0_ Moving from Traditional to Digital ( PDFDrive ).pdfHarshChaudhari51
MBA ,MBA 4 SECCEION MBA MARKETING MARKETING, MBA MARKETING 4.0 PPT , PPT MBA 4.0
MARKETING 4.0 , MANAGEMENT PPT , MARKETING PPT MARKETING 4.0 PDF FOR MBA, MBA ALL SELLABUS , MBA MARKETING 4.0 BOOK , BOOK MARKETING 4.0 , MBA MARKETING 4.0 BOOK REVIEW ,
M3 ch12 discussionConnecting Eligible Immigrant Families to Heal.docxjeremylockett77
M3 ch12 discussion
Connecting Eligible Immigrant Families to Health Coverage
Instructions:
Read the report
Connecting Eligible Immigrant Families to Health Coverage and Care
.
Write a one page post offering solutions to the problem from the nurse's standpoint.
.
Loudres eats powdered doughnuts for breakfast and chocolate that sh.docxjeremylockett77
Loudres eats powdered doughnuts for breakfast and chocolate that she can get out of the vending machines before class. Between classes , she grabs some chips and a caffine drink for lunch. By the end of the day, she is exhauted and cannot study very long before she falls asleep for a few hours. Then, she stays up untils 2.A.M to finish her work and take care of things she could not do during the day. She feels that she has to eat sugary foods and caffeinated drinks to keep her schedule going and to fit in all her activities. What advice would you give her?
.
Lori Goler is the head of People at Facebook. Janelle Gal.docxjeremylockett77
Lori Goler is the head
of People at Facebook.
Janelle Gale is the head
of HR Business Partners
at Facebook. Adam Grant
is a professor at Wharton,
a Facebook consultant,
and the author of Originals
and Give and Take.
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HBR.ORG
Let’s Not Kill
Performance
Evaluations Yet
Facebook’s experience shows
why they can still be valuable.
BY LORI GOLER, JANELLE GALE, AND ADAM GRANT
November 2016 Harvard Business Review 91
LET’S NOT KILL PERFORMANCE EVALUATIONS YET
tThe reality is, even when companies get rid of performance evaluations, ratings still exist. Employees just can’t see them. Ratings are done sub-jectively, behind the scenes, and without input from the people being evaluated.
Performance is the value of employees’ contribu-
tions to the organization over time. And that value
needs to be assessed in some way. Decisions about
pay and promotions have to be made. As research-
ers pointed out in a recent debate in Industrial and
Organizational Psychology, “Performance is always
rated in some manner.” If you don’t have formal
evaluations, the ratings will be hidden in a black box.
At Facebook we analyzed our performance man-
agement system a few years ago. We conducted fo-
cus groups and a follow-up survey with more than
300 people. The feedback was clear: 87% of people
wanted to keep performance ratings.
Yes, performance evaluations have costs—but
they have benefits, too. We decided to hang on
to them for three reasons: fairness, transparency,
and development.
Making Things Fair
We all want performance evaluations to be fair. That
isn’t always the outcome, but as more than 9,000
managers and employees reported in a global sur-
vey by CEB, not having evaluations is worse. Every
organization has people who are unhappy with their
bonuses or disappointed that they weren’t pro-
moted. But research has long shown that when the
process is fair, employees are more willing to accept
undesirable outcomes. A fair process exists when
evaluators are credible and motivated to get it right,
and employees have a voice. Without evaluations,
people are left in the dark about who is gauging their
contributions and how.
At Facebook, to mitigate bias and do things sys-
tematically, we start by having peers write evalua-
tions. They share them not just with managers but
also, in most cases, with one another—which reflects
the company’s core values of openness and transpar-
ency. Then decisions are made about performance:
Managers sit together and discuss their reports
face-to-face, defending and championing, debating
and deliberating, and incorporating peer feedback.
Here the goal is to minimize the “idiosyncratic rater
effect”—also known as personal opinion. People
aren’t unduly punished when individual managers
are hard graders or unfairly rewarded when they’re
easy graders.
Next managers write the performance reviews.
We have a team of analysts who examine evalua-
tions f.
Looking for someone to take these two documents- annotated bibliogra.docxjeremylockett77
Looking for someone to take these two documents- annotated bibliography and an issue review(outline)
to conduct an argumentative paper about WHY PEOPLE SHOULD GET THE COVID-19 VACCINE
Requirements:
Length: 4-6 pages (not including title page or references page)
1-inch margins
Double spaced
12-point Times New Roman font
Title page
References page
.
Lorryn Tardy – critique to my persuasive essayFor this assignm.docxjeremylockett77
Lorryn Tardy – critique to my persuasive essay
For this assignment I’ll be workshopping the work of Lisa Oll-Adikankwu. Lisa has chosen the topic of Assisted Suicide; she is against the practice and argues that it should be considered unethical and universally illegal.
Lisa appears to have a good understanding of the topic. Her sources are well researched and discuss a variety of key points from seemingly unbiased sources. Her sources are current, peer reviewed and based on statistical data.
Lisa’s summaries are well written, clear and concise. One thing I noticed is that the majority of her writing plan is summarized and cited at the end of each paragraph. I might suggest that she integrate more synthesis of the different sources, by combining evidence from more than one source per paragraph and using more in text citations or direct quotes to reinforce her key points.
I think that basic credentialing information could be provided for Lisa’s sources, this is something that looking back, I need to add as well. I think this could easily be done with just a simple “(Authors name, and their title, i.e. author, statistician, physician etc.…)”, when the source is introduced into the paper might provide a reinforced credibility of the source.
As far as connection of sources, as previously mentioned, I think that in order to illustrate a stronger argument, using multiple sources to reinforce a single key point would solidify Lisa’s argument. I feel that more evidence provided from a variety of different sources, will provide the reader with a stronger sense of credibility and less room for bias that could be argued if the point is only credited to one source.
One area that stuck out to me for counter argument, being that my paper is in favor of this issue, is in paragraph two where Lisa states that “physicians are not supposed to kill patients or help them kill themselves, and terminally ill patients are not in a position of making rational decisions about their lives.” I’d like to offer my argument for this particular statement. In states where assisted suicide (or as I prefer to refer to it, assisted dying) is legal, there are several criteria that a patient has to meet in order to be considered a candidate. These criteria include second, even third opinions to determine that death is imminent, as well psychological evaluation(s) and an extensive informed consent process that is a collaborative effort between the patient, the patient’s family, physicians, psychologists and nurses. It is a process that takes weeks to months. Patients that wish to be a candidate, should initiate the process as soon as they have been diagnosed by seeking a second opinion. As an emergency room nurse, I have been present for a substantial amount of diagnoses that are ‘likely’ terminal. Many of these patients presented to the emergency for a common ailment and have no indication that they don’t have the capacity to make such a decision. Receiving a terminal diagnos.
M450 Mission Command SystemGeneral forum instructions Answ.docxjeremylockett77
M450 Mission Command: System
General forum instructions: Answer the questions below and provide evidence to support your claims (See attached slides). Your answers should be derived primarily from course content. When citing sources, use APA style. Your initial posts should be approximately 150-500 words.
1. Describe and explain two of the Warfighting Functions.
2. How do commanders exercise the Command and Control System?
.
Lymphedema following breast cancer The importance of surgic.docxjeremylockett77
Lymphedema following breast cancer: The importance of
surgical methods and obesity
Rebecca J. Tsai, PhDa,*, Leslie K. Dennis, PhDa,b, Charles F. Lynch, MD, PhDa, Linda G.
Snetselaar, RD, PhD, LDa, Gideon K.D. Zamba, PhDc, and Carol Scott-Conner, MD, PhD,
MBAd
aDepartment of Epidemiology, College of Public Health, University of Iowa, Iowa City, IA, USA.
bDivision of Epidemiology and Biostatistics, College of Public Health, University of Arizona,
Tucson, AZ, USA.
cDepartment of Biostatistics, College of Public Health, University of Iowa, Iowa City, IA, USA.
dDepartment of Surgery, College of Medicine, University of Iowa, Iowa City, IA, USA.
Abstract
Background: Breast cancer-related arm lymphedema is a serious complication that can
adversely affect quality of life. Identifying risk factors that contribute to the development of
lymphedema is vital for identifying avenues for prevention. The aim of this study was to examine
the association between the development of arm lymphedema and both treatment and personal
(e.g., obesity) risk factors.
Methods: Women diagnosed with breast cancer in Iowa during 2004 and followed through 2010,
who met eligibility criteria, were asked to complete a short computer assisted telephone interview
about chronic conditions, arm activities, demographics, and lymphedema status. Lymphedema was
characterized by a reported physician-diagnosis, a difference between arms in the circumference
(> 2cm), or the presence of multiple self-reported arm symptoms (at least two of five major arm
symptoms, and at least four total arm symptoms). Relative risks (RR) were estimated using
logistic regression.
Results: Arm lymphedema was identified in 102 of 522 participants (19.5%). Participants treated
by both axillary dissection and radiation therapy were more likely to have arm lymphedema than
treated by either alone. Women with advanced cancer stage, positive nodes, and larger tumors
along with a body mass index > 40 were also more likely to develop lymphedema. Arm activity
level was not associated with lymphedema.
*Correspondence and Reprints to: Rebecca Tsai, National Institute for Occupational Safety and Health, 4676 Columbia Parkway,
R-17, Cincinnati, OH 45226. [email protected] Phone: (513)841-4398. Fax: (513) 841-4489.
Authorship contribution
All authors contributed to the conception, design, drafting, revision, and the final review of this manuscript.
Competing interest
Conflicts of Interest and Source of Funding: This study was funded by the National Cancer Institute Grant Number: 5R03CA130031.
All authors do not declare any conflict of interest.
All authors do not declare any conflict of interest.
HHS Public Access
Author manuscript
Front Womens Health. Author manuscript; available in PMC 2018 December 14.
Published in final edited form as:
Front Womens Health. 2018 June ; 3(2): .
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Love Beyond Wallshttpswww.lovebeyondwalls.orgProvid.docxjeremylockett77
Love Beyond Walls
https://www.
lovebeyondwalls
.org
Provide a brief background of your chosen nonprofit entity using evidence from their publications or any other published materials. Then evaluate the factors, which may include economic, political, historic, cultural, institutional conditions, and changes that contributed to the creation and growth (decline) of the nonprofit organization. Justify your response.
.
Longevity PresentationThe purpose of this assignment is to exami.docxjeremylockett77
Longevity Presentation
The purpose of this assignment is to examine societal norms regarding aging and to integrate the concepts of aging well and living well into an active aging framework that promotes longevity.
Using concepts from the Hooyman and Kiyak (2011) text and the Buettner (2012) book, consider the various perspectives on aging.
Identify the underlying values or assumptions that serve as the basis for longevity, including cultural, religious, and philosophical ideas.
Present an overview of three holistic aging theories.
Integrate the values, assumptions, and theories to indicate what is necessary for an active aging framework where individuals both live well and age well.
Presentations should be 10-15 minutes in length, use visual aids, and incorporate references from the course texts and 5 additional scholarly journal articles.
.
Look again at the CDCs Web page about ADHD.In 150-200 w.docxjeremylockett77
Look again at the
CDC's Web page about ADHD
.
In 150-200 words, please analyze the document’s purpose and audience. Who, for example, is the CDC's audience? What are the CDC's beliefs about ADHD, and how does the CDC's Web page relate itself to those beliefs? Why would the federal government post a Web page about ADHD? What role does the general public expect the government to play regarding disorders such as ADHD?
.
M8-22 ANALYTICS o TEAMS • ORGANIZATIONS • SKILLS .fÿy.docxjeremylockett77
M8-22 ANALYTICS o TEAMS • ORGANIZATIONS • SKILLS .fÿy' ÿ,oÿ ()V)g
The Strategy That Wouldn't Travel
by Michael C. Beer
It was 6:45 P.M. Karen Jimenez was reviewing the
notes on her team-based productMty project tbr
what seemed like the hundredth time. I31 two days,
she was scheduled to present a report to the senior
management group on the project's progress. She
wasn't at all sure what she was going to say.
The project was designed to improve productiv-
it3, and morale at each plant owned and operated by
Acme Minerals Extraction Company. Phase one--
implemented in early 1995 at the site in Wichita,
I(amsas--looked like a stunning, success by the mid-
dle of 1996. Productivity and mo[ÿale soared, and
operating and maintenance costs decreased signifi-
cantly. But four months ago, Jimenez tried to
duplicate the results at the project's second
target--the plant in Lubbock, Texas--and some-
thing went wrong. The techniques that had worked
so well in Wichita met with only moderate success
in Lubbock. ProductMty improved marginally and
costs went down a bit, but morale actually seemed
to deteriorate slightl): Jimenez was stumped,
approach to teamwork and change. As it turned
out, he had proved a good choice. Daniels was a
hands-on, high-energy, charismatic businessman
who seemed to enjoy media attention. Within his
first year as CEO, he had pretty much righted the
floundering company by selling oft:some unrelated
lines of business. He had also created the share-
services deparnnent--an internal consulting organ-
ization providing change management, reengineer-
ing, total quailB, management, and other
services--and had rapped Jimenez to head the
group. Her first priority Daniels told her, would be
to improve productiviB, and morale at the com-
pany's five extraction sites. None of them were
meeting their projections. And although Wichita
was the only site at which the labor-management
conflict was painfiflly apparent, Daniels and Jimenez
both thought that morale needed an all-around
boost. Hence the team-based productivity project.
She tried to "helicopter up" and think about
the problem in the broad context of the com-
pany's history. A few ),ears ago, Acme had been in
bad financial shape, but what had really brought
things to a head--and had led to her current
dilemma--was a labor relations problem. Acme
had a wide variety of labor requirements For its
operations. The company used highly sophisti-
cated technologB employing geologists, geophysi-
cists, and engineers on what was referred to as the
"brains" side of the business, as well as skilled and
semi-skilled labor on the "brawn" side to run the
extraction operations. And in the summer of
1994, brains and brawn clashed in an embarrass-
ingly public way. A number of engineers at the
Wichita plant locked several union workers out of
the offices in 100-degree heat. Although most
Acme employees now felt that the incident had
been blown out of propo,'tion by the press, .
Lombosoro theory.In week 4, you learned about the importance.docxjeremylockett77
Lombosoro theory.
In week 4, you learned about the importance of theory, the various theoretical perspectives and the ways in which theory help guide research in regards to crime and criminal behavior.
To put this assignment into context, I want you to think about how Lombroso thought one could identify a criminal. He said that criminals had similar facial features. If that was the case you would be able to look at someone and know if they were a criminal! Social theories infer that perhaps it is the social structures around us that encourage criminality. Look around your city- what structures do you think may match up to something you have learned about this week in terms of theory? These are just two small examples to put this assignment into context for you. The idea is to learn about the theories, then critically think about how can one "show" the theory without providing written explanation for their chosen image.
Directions: With the readings week 4 in mind, please do the following:
1. Choose a theoretical perspective (I.e., biological, psychological sociological)
2. Look through media images (this can be cartoons, magazines, newspapers, internet stories, etc...) and select 10 images that you think depict your chosen theory without written explanation.
3. Provide a one paragraph statement of your theory, what kinds of behavior it explains and how it is depicted through images. Be sure to use resources to support your answer.
4. You will copy and paste your images into a word document, along with your paragraph. You do not need to cite where you got your images, but you do need to cite any information you have in number 3.
Format Directions:
Typed, 12 point font, double spaced
APA format style (Cover page, in text citations and references)
.
Looking over the initial material on the definitions of philosophy i.docxjeremylockett77
Looking over the initial material on the definitions of philosophy in
the course content section, which definition (Aristotle, Novalis,
Wittgenstein) would you say gives you the best feel for philosophy? What
is it about the definition that interests you? do you find there to be any problems with the definition? what other questions do you have regarding the meaning of philosophy?
ARISTOTLE :
Definition 1: Philosophy begins with wonder. (Aristotle)
Our study of philosophy will begin with the ancient Greeks. This is not because the Greeks were necessarily the first to philosophize. They were the first to address philosophical questions in a systematic manner. Also, the bodies of works which survive from the Greeks is quite substantial so in studying philosophy we have a lot to go on if we start with the Greeks.
Philosophy is, in fact, a Greek word. Philo is one of the Greek words for love: in this case the friendship type of love. (What other words can you think of that have "philo" as a part?) Sophia, has a few different uses in Greek. Capitalized it is the name of a woman or a Goddess: wisdom. Philosophy, then, etymologically, (that is from its roots) means love of wisdom.
But what exactly is wisdom? Is it merely knowledge? Intelligence? If I know how to perform a given skill does this necessarily imply that I also have wisdom or am wise?
The word "wise" is not in fact a Greek word. Remember for the Greeks that's "Sophia". Wise is Indo-European and is related to words like "vision", "video", "Veda" (the Indian Holy scriptures). The root has something to do with seeing. Wisdom then has to do with applying our knowledge in a meaningful and practically beneficial way. Perhaps this is the reason why philosophy is associated with the aged. Aristotle believes that philosophy in fact is more suitably studied by the old rather than the young who are inclined to be controlled by the emotions. Do you think this is correct? Nevertheless, whether Aristotle is correct or not, typically the elderly are more likely to be wise as they have more experience of life: they have seen more and hopefully know how to respond correctly to various situations.
Philosophy is not merely confined to the old. Aristotle also says that philosophy begins with wonder and that all people desire to know. Children often are paradigm cases of wondering. Think about how children (perhaps a young sibling or a son or daughter, niece or nephew of your acquaintance) inquistively ask their parents "why" certain things are the case? If the child receives a satisfying answer, one that fits, she is satisfied. If not there is dissatisfaction and frustration. Children assume that their elders know more than they do and thus rely on them for the answers. Though there is a familiar cliche that ignorance is bliss, (perhaps what is meant by this is that ignorance of evil is bliss), Aristotle sees ignorance as painful, a wonder that I would rather fill with knowledge. After all wha.
Lucky Iron Fish
By: Ashley Snook
Professor Phillips
MGMT 350
Spring 2018
Table of Contents
Executive Summary
Introduction
Human Relations Theory
Communications Issues
Intercultural Relations
Ethics Issues
Conclusion
Works Cited
Executive Summary
The B-certified organization that I chose is Lucky Iron Fish Enterprise which is located in Guelph, Ontario Canada. The company distributes iron fish that are designed to solve iron deficiency and anemia for the two billion people who are affected worldwide.
The human relations model is comprised of McGregor’s Theory X and Theory Y, Maslow’s Hierarchy of Needs, and theories from Peters and Waterman. These factors focus on the organizational structure of the company as it relates to the executives, the staff, and the customers. The executives provide meaningful jobs for the staff which gives them high levels of job satisfaction. Together, they are able to provide a product that satisfies the thousands of customers they have already reached.
Communication in this company flows smoothly. They implement open communication, encourage participation, and have high levels of trust among employees. Each of their departments are interconnected through teamwork.
Their intercultural relations, although successful, require a significant amount of time. They need to emphasize to the high context cultures that they are willing to understand their culture and possibly adopt some aspects of it. Additionally, they face barriers such as language dissimilarity and lack of physical store locations.
Ethics remains a top priority for this organization. They have high ethical standards that are integrated into their operations. They make decisions that do the most good for the most people, they do not take into consideration financial or political influence, and they strive to protect the environment through their sustainability measures.
Every employee is dedicated to improving the lives of those who suffer from iron deficiency
and anemia. As their organization grows, they continue to impact thousands of lives around the world. They are on a mission to put “a fish in every pot” (Lucky Iron Fish).
Introduction
Lucky Iron Fish, located in Guelph Canada, is a company that is dedicated to ending worldwide iron deficiency and anemia. They do this by providing families with iron fish that release iron when heated in food or water. They sell this product in developed countries in order to support their business model of buy one give one. Each time an iron fish is purchased, one is donated to a family in a developing country. They designed their product to resemble the kantrop fish of Cambodia; in their culture this fish is a symbol of luck. Another focus of theirs is to remain sustainable, scalable, and impactful (Lucky Iron Fish). Each of their products is made from recycled material and their packaging is biodegradable. Their organization has a horizontal stru.
Lucky Iron FishBy Ashley SnookMGMT 350Spring 2018ht.docxjeremylockett77
Lucky Iron Fish
By: Ashley Snook
MGMT 350
Spring 2018
https://www.youtube.com/watch?v=G6Rx3wDqTuI
Table of Contents
Case Overview
Introduction
Human Relations
Communications
Intercultural Relations
Ethics
Conclusion
Works Cited
https://www.youtube.com/watch?v=iY0D-PIcgB4
Video ends at 1:45
2
Case Overview
Company located in Guleph, Ontario Canada
Mission is to end iron deficiency and anemia
A fish in every pot
Gavin Armstrong, Founder/CEO
Introduction
Idea originated in Cambodia
Distribute fish through buy one give one model
Sustainable, scalable, impactful
Human Relations
McGregor’s Theory X and Y
-X: employees focused solely on financial gain
-Y: strive to improve worldwide health
Maslow’s Hierarchy of Needs
-Affiliation: desire to be part of a unit, motivated by connections
-Self-esteem: recognition for positive impact
Peters and Waterman
-Close relations to the customer
-Simple form & lean staff
Communications
Time and Distance
-Make product easily and quickly accessible
Communication Culture
-Encourages active participation
Teamwork
-Each role complements the overall mission
Gavin Armstrong Kate Mercer Mark Halpren Melissa Saunders Ashley Leone
Founder & CEO VP Marketing Chief Financial Officer Logistics Specialist Dietician
Intercultural Relations
High/Low Context
-Targets high context cultures
Barriers
-Language dissimilarity
Overcoming Barriers
-Hire a translator
Ethics
Utilitarianism
-Targets countries where majority of people will benefit
Veil of Ignorance
-Not concerned with financial influence
Categorical Imperative
-Accept projects only if environmentally friendly
Conclusion
Buy one give one model
Expansion
Sustainability
Works Cited
Guffey, Mary. “Essentials of Business Communication.” Ohio: Erin Joyner. 2008. Print.
“Lucky Iron Fish.” Lucky Iron Fish. Accessed 30 May 2018. https://luckyironfish.com/
“Lucky Iron Fish Enterprise.” B Corporation.net. Accessed 30 May 2018. https://www.bcorporation.net/community/lucky-iron-fish-enterprise
Lucky Iron Fish. “Lucky Iron Fish: A Simple
Solution
for a global problem.” Youtube. 28 October 2014. Accessed 4 June 2018. https://www.youtube.com/watch?v=iY0D-PIcgB4
“Lucky little fish to fight iron deficiency among women in Cambodia.” Grand Challenges Canada. Accessed 6 June 2018. http://www.grandchallenges.ca/grantee-stars/0355-05-30/
Podder, Api. “Lucky Iron Fish Wins 2016 Big Innovation Award.” SocialNews.com. 5 February 2016. Accessed 4 June 2018. http://mysocialgoodnews.com/lucky-iron-fish-wins-2016-big-innovation-award/
Zaremba, Alan. “Organizational Communication.” New York: Oxford University Press Inc. 2010. Print.
Lucky Iron Fish
By: Ashley Snook
Professor Phillips
MGMT 350.
look for a article that talks about some type of police activity a.docxjeremylockett77
look for a article that talks about some type of police activity and create PowerPoint and base on the history describe
-What is the role of a police officer in society? (general statement )
-how are they viewed by society?
what is the role of the police in this case?
how it is seems by society?
Article
An unbelievable History of Rape
An 18-year-old said she was attacked at knifepoint. Then she said she made it up. That’s where our story begins.
by T. Christian Miller, ProPublica and Ken Armstrong, The Marshall Project December 16, 2015
https://www.propublica.org/article/false-rape-accusations-an-unbelievable-story
.
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Look at the Code of Ethics for at least two professional agencies, federal agencies, or laws that would apply to Health IT professionals. In two pages (not including the reference list), compare and contrast these standards. How much overlap did you find? Is one reference more specific than the other? Does one likely fit a broader audience, etc... Would you add anything to either of these documents?
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Locate
an example for 5 of the 12 following types of communication genres:
Business card
Resume/CV
Rules and regulations
Policy handbook
Policy manual
Policy guide
Policy or departmental memorandum
Public policy report
Government grant
Government proposal
Departmental brochure or recruitment materials
Governmental agency social media (Twitter, Facebook, etc...)
Write
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How does the use of these conventions promote understanding for the intended audience of the communication? How is it similar or different than the other genres you chose?
Is the communication intended for external or internal distribution? Describe ethical and privacy considerations used for determining an appropriate method of distribution. How is it similar or different than the other genres you chose?
Cite
at least three academic sources in your paper.
Format
your paper consistent with APA guidelines.
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Locate and read the other teams’ group project reports (located .docxjeremylockett77
Locate and read the other teams’ group project reports (located in Doc Sharing).
Provide some comments for two reports in terms of what you think they did right, what you learned from these reports, as well as what else they could have done.
In addition, read the comments that other students made about your team’s report and respond to at least one of them.
Review ATTACHMENTS!!!!
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The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
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The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
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Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
1. Clean your hands ...• Use an alcohol-based hand sanitizer.docx
1. 1. Clean your hands ...
• Use an alcohol-based hand sanitizer.
• Use soap and water if your hands are visibly dirty.
• Clean your hands before eating or touching food.
2. Remind caregivers to clean their hands ...
• As soon as they enter the room.
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3. Stay away from others when you are sick ...
• If possible, stay home.
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3. INFORMATION
GOVERNANCE
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Titles in the Wiley CIO series include:
The Agile Architecture Revolution: How Cloud Computing,
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Big Data, Big Analytics: Emerging Business Intelligence and
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The Chief Information Offi cer’s Body of Knowledge: People,
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CIO Best Practices: Enabling Strategic Value with Information
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The CIO Playbook: Strategies and Best Practices for IT Leaders
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Enterprise Performance Management Done Right: An Operating
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Executive’s Guide to Virtual Worlds: How Avatars Are
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IT Leadership Manual: Roadmap to Becoming a Trusted
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Managing Electronic Records: Methods, Best Practices, and
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On Top of the Cloud: How CIOs Leverage New Technologies to
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5. Straight to the Top: CIO Leadership in a Mobile, Social, and
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Strategic IT: Best Practices for Managers and Executives by
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Transforming IT Culture: How to Use Social Intelligence,
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Collaboration to Create an IT Department That Outperforms by
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Unleashing the Power of IT: Bringing People, Business, and
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The U.S. Technology Skills Gap: What Every Technology
Executive Must Know to Save
America’s Future by Gary J. Beach
Information Governance: Concepts, Strategies and Best
Practices by Robert F. Smallwoods
Robert F. Smallwood
INFORMATION
GOVERNANCE
CONCEPTS, STRATEGIES AND
BEST PRACTICES
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Library of Congress Cataloging-in-Publication Data:
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Information governance : concepts, strategies, and best
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ISBN 978-1-118-21830-3 (cloth); ISBN 978-1-118-41949-6
(ebk); ISBN 978-1-118-42101-7 (ebk)
1. Information technology—Management. 2. Management
8. information systems. 3. Electronic
records—Management. I. Title.
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For my sons
and the next generation of tech-savvy managers
vii
CONTENTS
PREFACE xv
ACKNOWLEDGMENTS xvii
PA RT O N E — Information Governance Concepts,
Defi nitions, and Principles 1p
9. C H A P T E R 1 The Onslaught of Big Data and the
Information Governance
Imperative 3
Defi ning Information Governance 5
IG Is Not a Project, But an Ongoing Program 7
Why IG Is Good Business 7
Failures in Information Governance 8
Form IG Policies, Then Apply Technology for Enforcement 10
Notes 12
C H A P T E R 2 Information Governance, IT Governance, Data
Governance: What’s the Difference? 15
Data Governance 15
IT Governance 17
Information Governance 20
Impact of a Successful IG Program 20
Summing Up the Differences 21
Notes 22
C H A P T E R 3 Information Governance Principles 25
Accountability Is Key 27
10. Generally Accepted Recordkeeping Principles® 27
Contributed by Charmaine Brooks, CRM
Assessment and Improvement Roadmap 34
Who Should Determine IG Policies? 35
Notes 38
PA RT T W O — Information Governance Risk Assessment
and Strategic Planning 41g g
C H A P T E R 4 Information Risk Planning and Management
43
Step 1: Survey and Determine Legal and Regulatory
Applicability
and Requirements 43
viii CONTENTS
Step 2: Specify IG Requirements to Achieve Compliance 46
Step 3: Create a Risk Profi le 46
Step 4: Perform Risk Analysis and Assessment 48
Step 5: Develop an Information Risk Mitigation Plan 49
Step 6: Develop Metrics and Measure Results 50
Step 7: Execute Your Risk Mitigation Plan 50
Step 8: Audit the Information Risk Mitigation Program 51
11. Notes 51
C H A P T E R 5 Strategic Planning and Best Practices for
Information Governance 53
Crucial Executive Sponsor Role 54
Evolving Role of the Executive Sponsor 55
Building Your IG Team 56
Assigning IG Team Roles and Responsibilities 56
Align Your IG Plan with Organizational Strategic Plans 57
Survey and Evaluate External Factors 58
Formulating the IG Strategic Plan 65
Notes 69
C H A P T E R 6 Information Governance Policy Development
71
A Brief Review of Generally Accepted Recordkeeping
Principles® 71
IG Reference Model 72
Best Practices Considerations 75
Standards Considerations 76
Benefi ts and Risks of Standards 76
12. Key Standards Relevant to IG Efforts 77
Major National and Regional ERM Standards 81
Making Your Best Practices and Standards Selections to Inform
Your IG Framework 87
Roles and Responsibilities 88
Program Communications and Training 89
Program Controls, Monitoring, Auditing and Enforcement 89
Notes 91
PA RT T H R E E — Information Governance Key
Impact Areas Based on the IG Reference Model 95p
C H A P T E R 7 Business Considerations for a Successful IG
Program 97
By Barclay T. Blair
Changing Information Environment 97
CONTENTS ix
Calculating Information Costs 99
Big Data Opportunities and Challenges 100
Full Cost Accounting for Information 101
Calculating the Cost of Owning Unstructured Information 102
13. The Path to Information Value 105
Challenging the Culture 107
New Information Models 107
Future State: What Will the IG-Enabled Organization Look
Like? 110
Moving Forward 111
Notes 113
C H A P T E R 8 Information Governance and Legal Functions
115
By Robert Smallwood with Randy Kahn, Esq., and Barry
Murphy
Introduction to e-Discovery: The Revised 2006 Federal Rules of
Civil Procedure Changed Everything 115
Big Data Impact 117
More Details on the Revised FRCP Rules 117
Landmark E-Discovery Case: Zubulake v. UBS Warburg 119
E-Discovery Techniques 119
E-Discovery Reference Model 119
The Intersection of IG and E-Discovery 122
By Barry Murphy
14. Building on Legal Hold Programs to Launch Defensible
Disposition 125
By Barry Murphy
Destructive Retention of E-Mail 126
Newer Technologies That Can Assist in E-Discovery 126
Defensible Disposal: The Only Real Way To Manage Terabytes
and Petabytes 130
By Randy Kahn, Esq.
Retention Policies and Schedules 137
By Robert Smallwood, edited by Paula Lederman, MLS
Notes 144
C H A P T E R 9 Information Governance and Records and
Information Management Functions 147
Records Management Business Rationale 149
Why Is Records Management So Challenging? 150
Benefi ts of Electronic Records Management 152
Additional Intangible Benefi ts 153
Inventorying E-Records 154
Generally Accepted Recordkeeping Principles® 155
E-Records Inventory Challenges 155
15. x CONTENTS
Records Inventory Purposes 156
Records Inventorying Steps 157
Ensuring Adoption and Compliance of RM Policy 168
General Principles of a Retention Scheduling 169
Developing a Records Retention Schedule 170
Why Are Retention Schedules Needed? 171
What Records Do You Have to Schedule? Inventory and Classifi
cation 173
Rationale for Records Groupings 174
Records Series Identifi cation and Classifi cation 174
Retention of E-Mail Records 175
How Long Should You Keep Old E-Mails? 176
Destructive Retention of E-Mail 177
Legal Requirements and Compliance Research 178
Event-Based Retention Scheduling for Disposition of E-Records
179
Prerequisites for Event-Based Disposition 180
Final Disposition and Closure Criteria 181
16. Retaining Transitory Records 182
Implementation of the Retention Schedule and Disposal of
Records 182
Ongoing Maintenance of the Retention Schedule 183
Audit to Manage Compliance with the Retention Schedule 183
Notes 186
C H A P T E R 10 Information Governance and Information
Technology Functions 189
Data Governance 191
Steps to Governing Data Effectively 192
Data Governance Framework 193
Information Management 194
IT Governance 196
IG Best Practices for Database Security and Compliance 202
Tying It All Together 204
Notes 205
C H A P T E R 11 Information Governance and Privacy and
Security Functions 207
Cyberattacks Proliferate 207
Insider Threat: Malicious or Not 208
17. Privacy Laws 210
Defense in Depth 212
Controlling Access Using Identity Access Management 212
Enforcing IG: Protect Files with Rules and Permissions 213
CONTENTS xi
Challenge of Securing Confi dential E-Documents 213
Apply Better Technology for Better Enforcement in the
Extended Enterprise 215
E-Mail Encryption 217
Secure Communications Using Record-Free E-Mail 217
Digital Signatures 218
Document Encryption 219
Data Loss Prevention (DLP) Technology 220
Missing Piece: Information Rights Management (IRM) 222
Embedded Protection 226
Hybrid Approach: Combining DLP and IRM Technologies 227
Securing Trade Secrets after Layoffs and Terminations 228
18. Persistently Protecting Blueprints and CAD Documents 228
Securing Internal Price Lists 229
Approaches for Securing Data Once It Leaves the Organization
230
Document Labeling 231
Document Analytics 232
Confi dential Stream Messaging 233
Notes 236
PA RT F O U R — Information Governance for
Delivery Platforms 239y
C H A P T E R 12 Information Governance for E-Mail and
Instant Messaging 241
Employees Regularly Expose Organizations to E-Mail Risk 242
E-Mail Polices Should Be Realistic and Technology Agnostic
243
E-Record Retention: Fundamentally a Legal Issue 243
Preserve E-Mail Integrity and Admissibility with Automatic
Archiving 244
Instant Messaging 247
Best Practices for Business IM Use 247
Technology to Monitor IM 249
19. Tips for Safer IM 249
Notes 251
C H A P T E R 13 Information Governance for Social Media
253
By Patricia Franks, Ph.D, CRM, and Robert Smallwood
Types of Social Media in Web 2.0 253
Additional Social Media Categories 255
Social Media in the Enterprise 256
Key Ways Social Media Is Different from E-Mail and Instant
Messaging 257
Biggest Risks of Social Media 257
Legal Risks of Social Media Posts 259
xii CONTENTS
Tools to Archive Social Media 261
IG Considerations for Social Media 262
Key Social Media Policy Guidelines 263
Records Management and Litigation Considerations for Social
Media 264
20. Emerging Best Practices for Managing Social Media Records
267
Notes 269
C H A P T E R 14 Information Governance for Mobile Devices
271
Current Trends in Mobile Computing 273
Security Risks of Mobile Computing 274
Securing Mobile Data 274
Mobile Device Management 275
IG for Mobile Computing 276
Building Security into Mobile Applications 277
Best Practices to Secure Mobile Applications 280
Developing Mobile Device Policies 281
Notes 283
C H A P T E R 15 Information Governance for Cloud
Computing 285
By Monica Crocker CRM, PMP, CIP, and Robert Smallwood
Defi ning Cloud Computing 286
Key Characteristics of Cloud Computing 287
What Cloud Computing Really Means 288
21. Cloud Deployment Models 289
Security Threats with Cloud Computing 290
Benefi ts of the Cloud 298
Managing Documents and Records in the Cloud 299
IG Guidelines for Cloud Computing
Solution
s 300
Notes 301
C H A P T E R 16 SharePoint Information Governance 303
By Monica Crocker, CRM, PMP, CIP, edited by Robert
Smallwood
Process Change, People Change 304
Where to Begin the Planning Process 306
Policy Considerations 310
22. Roles and Responsibilities 311
Establish Processes 312
Training Plan 313
Communication Plan 313
Note 314
CONTENTS xiii
PA RT F I V E — Long-Term Program Issues 315g g
C H A P T E R 17 Long-Term Digital Preservation 317
By Charles M. Dollar and Lori J. Ashley
Defi ning Long-Term Digital Preservation 317
Key Factors in Long-Term Digital Preservation 318
23. Threats to Preserving Records 320
Digital Preservation Standards 321
PREMIS Preservation Metadata Standard 328
Recommended Open Standard Technology-Neutral Formats 329
Digital Preservation Requirements 333
Long-Term Digital Preservation Capability Maturity Model®
334
Scope of the Capability Maturity Model 336
Digital Preservation Capability Performance Metrics 341
Digital Preservation Strategies and Techniques 341
Evolving Marketplace 344
Looking Forward 344
Notes 346
24. C H A P T E R 18 Maintaining an Information Governance
Program
and Culture of Compliance 349
Monitoring and Accountability 349
Staffi ng Continuity Plan 350
Continuous Process Improvement 351
Why Continuous Improvement Is Needed 351
Notes 353
A P P E N D I X A Information Organization and Classifi
cation:
Taxonomies and Metadata 355
By Barb Blackburn, CRM, with Robert Smallwood; edited by
Seth Earley
Importance of Navigation and Classifi cation 357
When Is a New Taxonomy Needed? 358
25. Taxonomies Improve Search Results 358
Metadata and Taxonomy 359
Metadata Governance, Standards, and Strategies 360
Types of Metadata 362
Core Metadata Issues 363
International Metadata Standards and Guidance 364
Records Grouping Rationale 368
Business Classifi cation Scheme, File Plans, and Taxonomy 368
Classifi cation and Taxonomy 369
xiv CONTENTS
Prebuilt versus Custom Taxonomies 370
Thesaurus Use in Taxonomies 371
26. Taxonomy Types 371
Business Process Analysis 377
Taxonomy Testing: A Necessary Step 379
Taxonomy Maintenance 380
Social Tagging and Folksonomies 381
Notes 383
A P P E N D I X B Laws and Major Regulations Related to
Records Management 385
United States 385
Canada 387
By Ken Chasse, J.D., LL.M.
United Kingdom 389
Australia 391
27. Notes 394
A P P E N D I X C Laws and Major Regulations
Related to Privacy 397
United States 397
Major Privacy Laws Worldwide, by Country 398
Notes 400
GLOSSARY 401
ABOUT THE AUTHOR 417
ABOUT THE MAJOR CONTRIBUTORS 419
INDEX 421
xv
PREFACE
28. I
nformation governance (IG) has emerged as a key concern for
business executives
and managers in today’s environment of Big Data, increasing
information risks, co-
lossal leaks, and greater compliance and legal demands. But few
seem to have a clear
understanding of what IG is; that is, how you defi ne what it is
and is not, and how to
implement it. This book clarifi es and codifi es these defi
nitions and provides key in-
sights as to how to implement and gain value from IG programs.
Based on exhaustive
research, and with the contributions of a number of industry
pioneers and experts, this
book lays out IG as a complete discipline in and of itself for the
fi rst time.
IG is a super-discipline that includes components of several
key fi elds: law, records
management, information technology (IT), risk management,
privacy and security,
and business operations. This unique blend calls for a new breed
of information pro-
29. fessional who is competent across these established and quite
complex fi elds. Training
and education are key to IG success, and this book provides the
essential underpinning
for organizations to train a new generation of IG professionals.
Those who are practicing professionals in the component fi
elds of IG will fi nd
the book useful in expanding their knowledge from traditional fi
elds to the emerging
tenets of IG. Attorneys, records and compliance managers, risk
managers, IT manag-
ers, and security and privacy professionals will fi nd this book a
particularly valuable
resource.
The book strives to offer clear IG concepts, actionable
strategies, and proven best
practices in an understandable and digestible way; a concerted
effort was made to
simplify language and to offer examples. There are summaries
of key points through-
out and at the end of each chapter to help the reader retain
major points. The text
is organized into fi ve parts: (1) Information Governance
30. Concepts, Defi nitions, and
Principles; (2) IG Risk Assessment and Strategic Planning; (3)
IG Key Impact Areas;
(4) IG for Delivery Platforms; and (5) Long-Term Program
Issues. Also included are
appendices with detailed information on taxonomy and metadata
design and on re-
cords management and privacy legislation.
One thing that is sure is that the complex fi eld of IG is
evolving. It will continue
to change and solidify. But help is here: No other book offers
the kind of compre-
hensive coverage of IG contained within these pages.
Leveraging the critical advice
provided here will smooth your path to understanding and
implementing successful
IG programs.
Robert F. Smallwood
31. xvii
ACKNOWLEDGMENTS
I
would like to sincerely thank my colleagues for their support
and generous contribu-
tion of their expertise and time, which made this pioneering text
possible.
Many thanks to Lori Ashley, Barb Blackburn, Barclay Blair,
Charmaine Brooks,
Ken Chasse, Monica Crocker, Charles M. Dollar, Seth Earley,
Dr. Patricia Franks,
Randy Kahn, Paula Lederman, and Barry Murphy.
I am truly honored to include their work and owe them a great
debt of gratitude.
PA RT O N E
32. Information
Governance
Concepts,
Defi nitions, and
Principles
3
The Onslaught
of Big Data and
the Information
Governance Imperative
C H A P T E R 1
T
he value of information in business is rising, and business
leaders are more and
more viewing the ability to govern, manage, and harvest
information as critical
to success. Raw data is now being increasingly viewed as an
33. asset that can be
leveraged, just like fi nancial or human capital.1 Some have
called this new age of “Big
Data” the “industrial revolution of data.”
According to the research group Gartner, Inc., Big Data is defi
ned as “high-volume,
high-velocity and high-variety information assets that demand
cost-effective, inno-
vative forms of information processing for enhanced insight and
decision making.” 2
A practical defi nition should also include the idea that the
amount of data—both struc-
tured (in databases) and unstructured (e.g., e-mail, scanned
documents) is so mas-
sive that it cannot be processed using today’s database tools and
analytic software
techniques. 3
In today’s information overload era of Big Data—characterized
by massive growth
in business data volumes and velocity—the ability to distill key
insights from enor-
mous amounts of data is a major business differentiator and
34. source of sustainable com-
petitive advantage. In fact, a recent report by the World
Economic Forum stated that
data is a new asset class and personal data is “the new oil.” 4
And we are generating more
than we can manage effectively with current methods and tools.
The Big Data numbers are overwhelming: Estimates and
projections vary, but it
has been stated that 90 percent of the data existing worldwide
today was created in the
last two years 5 and that every two days more information is
generated than was from
the dawn of civilization until 2003. 6 This trend will
continue: The global market for
Big Data technology and services is projected to grow at a
compound annual rate of
27 percent through 2017, about six times faster than the general
information and com-
munications technology (ICT) market. 7
Many more comparisons and statistics are available, and all
demonstrate the
incredible and continued growth of data.
35. Certainly, there are new and emerging opportunities arising
from the accu-
mulation and analysis of all that data we are busy generating
and collecting. New
enterprises are springing up to capitalize on data mining and
business intelligence
opportunities. The U.S. federal government joined in,
announcing $200 million in
Big Data research programs in 2012.8
4 INFORMATION GOVERNANCE
Big Data values massive accumulation of data, whereas in
business, e-discovery
realities and potential legal liabilities dictate that data be culled
to only that
which has clear business value.
But established organizations, especially larger ones, are being
crushed by this
onslaught of Big Data: It is just too expensive to keep all the
information that is being
generated, and unneeded information is a sort of irrelevant
36. sludge for decision makers
to wade through. They have diffi culty knowing which
information is an accurate and
meaningful “wheat” and which is simply irrelevant “chaff.”
This means they do not
have the precise information they need to base good business
decisions upon.
And all that Big Data piling up has real costs: The burden of
massive stores of
information has increased storage management costs
dramatically, caused overloaded
systems to fail, and increased legal discovery costs. 9 Further,
the longer that data is
kept, the more likely that it will need to be migrated to newer
computing platforms,
driving up conversion costs; and legally, there is the risk that
somewhere in that
mountain of data an organization stores is a piece of
information that represents a
signifi cant legal liability.10
This is where the worlds of Big Data and business collide . For
Big Data proponents,
more data is always better, and there is no perceived downside
37. to accumulation of mas-
sive amounts of data. In the business world, though, the
realities of legal e-discovery
mean the opposite is true. 11 To reduce risk, liability, and
costs, it is critical for unneeded
information to be disposed of in a systematic, methodical, and
“legally defensible” (jus-
tifi able in legal proceedings) way, when it no longer has legal,
regulatory, or business
value. And there also is the high-value benefi t of basing
decisions on better, cleaner
data, which can come about only through rigid, enforced
information governance
(IG) policies that reduce information glut.
Organizations are struggling to reduce and right-size their
information footprint
by discarding superfl uous and redundant data, e-documents,
and information. But the
critical issue is devising policies, methods, and processes and
then deploying information technol-
ogy (IT) to sort through which information is valuable and
which no longer has business value
and can be discarded.
38. IT, IG, risk, compliance, and legal representatives in
organizations have a clear
sense that most of the information stored is unneeded, raises
costs, and poses risks.
According to a survey taken at a recent Compliance,
Governance and Oversight
Counsel summit, respondents estimated that approximately 25
percent of information
stored in organizations has real business value, while 5 percent
must be kept as busi-
ness records and about 1 percent is retained due to a litigation
hold. “This means that
The onslaught of Big Data necessitates that information
governance (IG) be
implemented to discard unneeded data in a legally defensible
way.
THE ONSLAUGHT OF BIG DATA AND THE INFORMATION
GOVERNANCE IMPERATIVE 5
[about] 69 percent of information in most companies has no
business, legal, or regulatory value.
39. Companies that are able to dispose of this data debris return
more profi t to sharehold-
ers, can leverage more of their IT budgets for strategic
investments, and can avoid
excess expense in legal and regulatory response” (emphasis
added). 12
With a smaller information footprint , organizations can more
easily fi nd what they tt
need and derive business value from it.13 They must eliminate
the data debris regularly
and consistently, and to do this, processes and systems must be
in place to cull valuable
information and discard the data debris daily. An IG program
sets the framework to
accomplish this.
The business environment has also underscored the need for
IG. According to
Ted Friedman at Gartner, “The recent global fi nancial crisis
has put information gov-
ernance in the spotlight. . . . [It] is a priority of IT and business
leaders as a result of
various pressures, including regulatory compliance mandates
and the urgent need for
40. improved decision-making.” 14
And IG mastery is critical for executives: Gartner predicts that
by 2016, one in fi ve chief
information offi cers in regulated industries will be fi red from
their jobs for failed IG initiatives. s 15
Defi ning Information Governance
IG is a sort of super discipline that has emerged as a result of
new and tightened legislation
governing businesses, external threats such as hacking and data
breaches, and the recog-
nition that multiple overlapping disciplines were needed to
address today’s information
management challenges in an increasingly regulated and
litigated business environment.16
IG is a subset of corporate governance, and includes key
concepts from re-
cords management, content management, IT and data
governance, information se-
curity, data privacy, risk management, litigation readiness,
regulatory compliance,
long-term digital preservation , and even business intelligence.
41. This also means
that it includes related technology and discipline subcategories,
such as document
management, enterprise search, knowledge management, and
business continuity/
disaster recovery.
Only about one quarter of information organizations are
managing has real
business value.
With a smaller information footprint, it is easier for
organizations to fi nd the
information they need and derive business value from it.
IG is a subset of corporate governance.
6 INFORMATION GOVERNANCE
IG is a sort of superdiscipline that encompasses a variety
of key concepts from
a variety of related disciplines.
42. Practicing good IG is the essential foundation for building
legally defensible
disposition practices to discard unneeded information and to
secure confi dential in-
formation, which may include trade secrets, strategic plans,
price lists, blueprints, or
personally identifi able information (PII) subject to privacy
laws; it provides the basis
for consistent, reliable methods for managing data, e-
documents, and records.
Having trusted and reliable records, reports, data, and databases
enables managers
to make key decisions with confi dence.17 And accessing that
information and business
intelligence in a timely fashion can yield a long-term
sustainable competitive advan-
tage, creating more agile enterprises.
To do this, organizations must standardize and systematize
their handling of in-
formation. They must analyze and optimize how information is
accessed, controlled,
managed, shared, stored, preserved, and audited. They must
have complete, current,
43. and relevant policies, processes, and technologies to manage
and control information,
including who is able to access what information , and when,
to meet external legal
and regulatory demands and internal governance policy
requirements. In short, IG is
about information control and compliance.
IG is a subset of corporate governance, which has been around
as long as corpora-
tions have existed. IG is a rather new multidisciplinary fi eld
that is still being defi ned,
but has gained traction increasingly over the past decade. The
focus on IG comes not
only from compliance, legal, and records management
functionaries but also from ex-
ecutives who understand they are accountable for the
governance of information and
that theft or erosion of information assets has real costs and
consequences.
“Information governance” is an all-encompassing term for how
an organization
manages the totality of its information.
44. According to the Association of Records Managers and
Administrators
(ARMA), IG is “a strategic framework composed of standards,
processes, roles, and
metrics that hold organizations and individuals accountable to
create, organize, secure,
maintain, use, and dispose of information in ways that align
with and contribute to the
organization’s goals.”18
IG includes the set of policies, processes, and controls to
manage information in compliance
with external regulatory requirements and internal governance
frameworks . Specifi c policiess
apply to specifi c data and document types, records series, and
other business informa-
tion, such as e-mail and reports.
Stated differently, IG is “a quality-control discipline for
managing, using, improv-
ing, and protecting information.” 19
Practicing good IG is the essential foundation for building
legally defensible
disposition practices to discard unneeded information.
45. THE ONSLAUGHT OF BIG DATA AND THE INFORMATION
GOVERNANCE IMPERATIVE 7
IG is “a strategic framework composed of standards,
processes, roles, and
metrics, that hold organizations and individuals accountable to
create, orga-
nize, secure, maintain, use, and dispose of information in ways
that align with
and contribute to the organization’s goals.” 20
Fleshing out the defi nition further: “Information governance is
policy-based man-
agement of information designed to lower costs, reduce risk,
and ensure compliance
with legal, regulatory standards, and/or corporate
governance.”21 IG necessarily in-
corporates not just policies but information technologies to
audit and enforce those
policies. The IG team must be cognizant of information
lifecycle issues and be able
to apply the proper retention and disposition policies, including
46. digital preservation
where records need to be maintained for long periods.
IG Is Not a Project, But an Ongoing Program
IG is an ongoing program , not a one-time project. IG provides
an umbrella to manage
and control information output and communications. Since
technologies change so
quickly, it is necessary to have overarching policies that can
manage the various IT
platforms that an organization may use.
Compare it to a workplace safety program; every time a new
location, team member,
piece of equipment, or toxic substance is acquired by the
organization, the workplace
safety program should dictate how that is handled. If it does
not, the workplace safety
policies/procedures/training that are part of the workplace
safety program need to be
updated. Regular reviews are conducted to ensure the program
is being followed and ad-
justments are made based on the fi ndings. The effort never
ends. s 22 The same is true for IG.
47. IG is not only a tactical program to meet regulatory,
compliance, and litigation
demands. It can be strategic , in that it is the necessary
underpinning for developing a c
management strategy that maximizes knowledge worker
productivity while minimiz-
ing risk and costs.
Why IG Is Good Business
IG is a tough sell. It can be diffi cult to make the business case
for IG, unless there has been
some major compliance sanction, fi ne, legal loss, or colossal
data breach. In fact, the largest
IG is how an organization maintains security, complies
with regulations, and
meets ethical standards when managing information.
IG is a multidisciplinary program that requires an ongoing
effort.
48. 8 INFORMATION GOVERNANCE
impediment to IG adoption is simply identifying its benefi ts
and costs, according to the Economist
Intelligence Unit. Sure, the enterprise needs better control over
its information, but how
much better? At what cost? What is the payback period and the
return on investment? 23
It is challenging to make the business case for IG, yet making
that case is funda-
mental to getting IG efforts off the ground.
Here are eight reasons why IG makes good business sense, from
IG thought
leader Barclay Blair:
1. We can’t keep everything forever. IG makes sense
because it enables organiza-
tions to get rid of unnecessary information in a defensible
manner. Organi-
zations need a sensible way to dispose of information in order
to reduce the
cost and complexity of the IT environment. Having unnecessary
informa-
49. tion around only makes it more diffi cult and expensive to
harness informa-
tion that has value.
2. We can’t throw everything away. IG makes sense because
organizations can’t
keep everything forever, nor can they throw everything away.
We need
information—the right information, in the right place, at the
right time.
Only IG provides the framework to make good decisions about
what infor-
mation to keep.
3. E-discovery. IG makes sense because it reduces the cost
and pain of discov-
ery. Proactively managing information reduces the volume of
information
exposed to e-discovery and simplifi es the task of fi nding and
producing
responsive information.
4. Your employees are screaming for it—just listen. IG
makes sense because it
helps knowledge workers separate “signal” from “noise” in their
50. informa-
tion fl ows. By helping organizations focus on the most valuable
informa-
tion, IG improves information delivery and improves
productivity.
5. It ain’t gonna get any easier. IG makes sense because
it is a proven way for
organizations to respond to new laws and technologies that
create new re-
quirements and challenges. The problem of IG will not get
easier over
time, so organizations should get started now.
6. The courts will come looking for IG. IG makes sense
because courts and regu-
lators will closely examine your IG program. Falling short can
lead to fi nes,
sanctions, loss of cases, and other outcomes that have negative
business and
fi nancial consequences.
7. Manage risk: IG is a big one. Organizations need to do
a better job of identi-
fying and managing risk. The risk of information management
51. failures is a
critical risk that IG helps to mitigate.
8. E-mail: Reason enough. IG makes sense because it helps
organizations take con-
trol of e-mail. Solving e-mail should be a top priority for every
organization. 24
Failures in Information Governance
The failure to implement and enforce IG can lead to
vulnerabilities that can have dire
consequences. The theft of confi dential U.S. National Security
Agency documents
THE ONSLAUGHT OF BIG DATA AND THE INFORMATION
GOVERNANCE IMPERATIVE 9
by Edward Snowden in 2013 could have been prevented by
properly enforced IG.
Also, Ford Motor Company is reported to have suffered a loss
estimated at $50 to
$100 million as a result of the theft of confi dential documents
52. by one of its own em-
ployees. A former product engineer who had access to
thousands of trade secret docu-
ments and designs sold them to a competing Chinese car
manufacturer. A strong IG
program would have controlled and tracked access and
prevented the theft while pro-
tecting valuable intellectual property. 25
Law enforcement agencies have also suffered from poor IG. In
a rather frivolous
case in 2013 that highlighted the lack of policy enforcement for
the mobile environ-
ment, it was reported that U.S. agents from the Federal Bureau
of Investigation used
government-issued mobile phones to send explicit text messages
and nude photographs
to coworkers. The incidents did not have a serious impact but
did compromise the
agency and its integrity, and “adversely affected the daily
activities of several squads.” 26
Proper mobile communications policies were obviously not
developed and enforced.
IG is also about information security and privacy, and serious
53. thought must be
given when creating policies to safeguard personal, classifi ed
or confi dential informa-
tion. Schemes to compromise or steal information can be quite
deceptive and devious,
masked by standard operating procedures—if proper IG controls
and monitoring are
not in place. To wit: Granting remote access to confi dential
information assets for
key personnel is common. Granting medical leave is also
common. But a deceptive
and dishonest employee could feign a medical leave while
downloading volumes of
confi dential information assets for a competitor—and that is
exactly what happened at
Accenture, a global consulting fi rm. During a fraudulent
medical leave, an employee
was allowed access to Accenture’s Knowledge Exchange (KX),
a detailed knowledge
base containing previous proposals, expert reports, cost-
estimating guidelines, and
case studies. This activity could have been prevented by
monitoring and analytics that
would have shown an inordinate amount of downloads—
especially for an “ailing” em-
54. ployee. The employee then went to work for a direct competitor
and continued to
download the confi dential information from Accenture,
estimated to be as many as
1,000 critical documents. While the online access to KX was
secure, the use of the
electronic documents could have been restricted even after the
documents were down-r
loaded, if IG measures were in place and newer technologies
(such as information
rights management [IRM] software) were deployed to secure
them directly and main-
tain that security remotely. With IRM, software security
protections can be employed
to seal the e-documents and control their use—even after they
leave the organization.
More details on IRM technology and its capabilities is presented
later in this book.
Other recent high-profi le data and document leakage cases
revealing information
security weaknesses that could have been prevented by a robust
IG program include:
■ Huawei Technologies, the largest networking and mobile
55. communications
company in China, was sued by U.S.-based Motorola for
allegedly conspiring
to steal trade secrets through former Motorola employees.
Ford’s loss from stolen documents in a single case of
intellectual property (IP)
theft was estimated at $50 to $100 million.
10 INFORMATION GOVERNANCE
■ MI6, the U.K. equivalent of the U.S. Central Intelligence
Agency, learned that
one of its agents in military intelligence attempted to sell confi
dential docu-
ments to the intelligence services of the Netherlands for £2
million GBP
($3 million USD).
And breaches of personal information revealing failures in
privacy protection
abound; here are just a few:
56. ■ Health information of 1,600 cardiology patients at Texas
Children’s Hospital
was compromised when a doctor’s laptop was stolen. The
information includ-
ed personal and demographic information about the patients,
including their
names, dates of birth, diagnoses, and treatment histories. 27
■ U.K. medics lost the personal records of nearly 12,000
National Health Service
patients in just eight months. Also, a hospital worker was
suspended after it was
discovered he had sent a fi le containing pay-slip details for
every member of
staff to his home e-mail account. 28
■ Personal information about more than 600 patients of the
Fraser Health
Authority in British Columbia, Canada, was stored on a laptop
stolen from
Burnaby General Hospital.
■ In December 2013, Target stores in the U.S. reported that
as many as 110 million
customer records had been breached in a massive attack that
57. lasted weeks.
The list of breaches and IG failures could go on and on, more
than fi lling the
pages of this book. It is clear that it is occurring and that it will
continue. IG controls to
safeguard confi dential information assets and protect privacy
cannot rely solely on the trustwor-
thiness of employees and basic security measures. Up-to-date
IG policies and enforcement
efforts and newer technology sets are needed, with active,
consistent monitoring and
program adjustments to continue to improve.
Executives and senior managers can no longer avoid the issue,
as it is abundantly
clear that the threat is real and the costs of taking such
avoidable risks can be high. A
single security breach is an IG failure and can cost the entire
business. According to
Debra Logan of Gartner, “When organizations suffer high-profi
le data losses, espe-
cially involving violations of the privacy of citizens or
consumers, they suffer serious
reputational damage and often incur fi nes or other sanctions. IT
58. leaders will have to
take at least part of the blame for these incidents.” 29
Form IG Policies, Then Apply Technology for Enforcement
Typically, some policies governing the use and control of
information and records
may have been established for fi nancial and compliance
reports, and perhaps e-mail,
but they are often incomplete and out-of-date and have not been
adjusted for changes
in the business environment, such as new technology platforms
(e.g., Web 2.0, social
IG controls to safeguard confi dential information assets
and protect privacy can-
not rely solely on the trustworthiness of employees and basic
security measures.
THE ONSLAUGHT OF BIG DATA AND THE INFORMATION
GOVERNANCE IMPERATIVE 11
media), changing laws (e.g., U.S. Federal Rules of Civil
59. Procedure 2006 changes), and
additional regulations.
Further adding to the challenge is the rapid proliferation of
mobile devices like
tablets, phablets, and smartphones used in business—
information can be more easily
lost or stolen—so IG efforts must be made to preserve and
protect the enterprise’s
information assets.
Proper IG requires that policies are fl exible enough not to
hinder the proper fl ow
of information in the heat of the business battle yet strict
enough to control and audit
for misuse, policy violations, or security breaches. This is a
continuous iterative policy-
making process that must be monitored and fi ne-tuned. Even
with the absolute best
efforts, some policies will miss the mark and need to be
reviewed and adjusted.
Getting started with IG awareness is the crucial fi rst step. It
may have popped up on an
executive’s radar at one point or another and an effort might
60. have been made, but many
organizations leave these policies on the shelf and do not revise
them on a regular basis.
IG is the necessary underpinning for a legally defensible
disposition program that
discards data debris and helps narrow the search for meaningful
information on which
to base business decisions. IG is also necessary to protect and
preserve critical infor-
mation assets. An IG strategy should aim to minimize exposure
to risk, at a reasonable
cost level, while maximizing productivity and improving the
quality of information
delivered to knowledge users.
But a reactive, tactical project approach is not the way to go
about it—haphazardly t
swatting at technological, legal, and regulatory fl ies. A
proactive, strategic program,
with a clear, accountable sponsor, an ongoing plan, and regular
review process, is the
only way to continuously adjust IG policies to keep them
current so that they best
serve the organization’s needs.
61. Some organizations have created formal governance bodies to
establish strat-
egies, policies, and procedures surrounding the distribution of
information inside
and outside the enterprise. These governance bodies, steering
committees, or teams
should include members from many different functional areas,
since proper IG ne-
cessitates input from a variety of stakeholders. Representatives
from IT, records man-
agement, corporate or agency archiving, risk management,
compliance, operations,
human resources, security, legal, fi nance, and perhaps
knowledge management are
typically a part of IG teams. Often these efforts are jump-started
and organized by
an executive sponsor who utilizes third-party consulting
resources that specialize in
IG efforts, especially considering the newness of IG and its
emerging best practices.
So in this era of ever-growing Big Data, leveraging IG policies
to focus on re-
taining the information that has real business value, while
62. discarding the majority of
information that has no value and carries associated increased
costs and risks, is criti-
cal to success for modern enterprises. This must be
accomplished in a systematic,
consistent, and legally defensible manner by implementing a
formal IG program.
Other crucial elements of an IG program are the steps taken to
secure confi dential
information by enforcing and monitoring policies using the
appropriate information
technologies.
Getting started with IG awareness is the crucial fi rst step.
12 INFORMATION GOVERNANCE
CHAPTER SUMMARY: KEY POINTS
■ The onslaught of Big Data necessitates that IG be
implemented to discard
unneeded data in a legally defensible way.
63. ■ Big Data values massive accumulation of data, whereas in
business, e-discovery
realities and potential legal liabilities dictate that data be culled
to only that
which has clear business value.
■ Only about one quarter of the information organizations are
managing has
real business value.
■ With a smaller information footprint, it is easier for
organizations to fi nd the
information they need and derive business value from it.
■ IG is a subset of corporate governance and encompasses the
policies and
leveraged technologies meant to manage what corporate
information is re-
tained, where, and for how long, and also how it is retained.
■ IG is a sort of super discipline that encompasses a variety
of key concepts
from a variety of related and overlapping disciplines.
■ Practicing good IG is the essential foundation for building
64. legally defensible
disposition practices to discard unneeded information.
■ According to ARMA, IG is “a strategic framework
composed of standards,
processes, roles, and metrics that hold organizations and
individuals account-
able to create, organize, secure, maintain, use, and dispose of
information in
ways that align with and contribute to the organization’s goals.”
30
■ IG is how an organization maintains security, complies with
regulations and
laws, and meets ethical standards when managing information.
■ IG is a multidisciplinary program that requires an ongoing
effort and active
participation of a broad cross-section of functional groups and
stakeholders.
■ IG controls to safeguard confi dential information assets
and protect privacy
cannot rely solely on the trustworthiness of employees and basic
security
65. measures.
■ Getting started with IG awareness is the crucial fi rst step.
Notes
1. The Economist, “Data, Data Everywhere,” February 25,
2010, www.economist.com/node/15557443
2. Gartner, Inc., “IT Glossary: Big Data,”
www.gartner.com/it-glossary/big-data/ (accessed April 15,
2013).
3. Webopedia, “Big Data,”
www.webopedia.com/TERM/B/big_data.html (accessed April
15, 2013).
http://www.economist.com/node/15557443
http://www.gartner.com/it-glossary/big-data/
http://www.webopedia.com/TERM/B/big_data.html
THE ONSLAUGHT OF BIG DATA AND THE INFORMATION
GOVERNANCE IMPERATIVE 13
4. World Economic Forum, “Personal Data:The Emergence of
a New Asset Class”(January 2011), http://
66. www3.weforum.org/docs/WEF_ITTC_PersonalDataNewAsset_R
eport_2011.pdf
5. Deidra Paknad, “Defensible Disposal: You Can’t Keep All
Your Data Forever,” July 17, 2012, www
.forbes.com/sites/ciocentral/2012/07/17/defensible-disposal-
you-cant-keep-all-your-data-forever/
6. Susan Karlin, “Earth’s Nervous System: Looking at
Humanity Through Big Data,” www.fastcocreate
.com/1681986/earth-s-nervous-system-looking-at-humanity-
through-big-data#1(accessed March 5,
2013).
7. IDC Press Release, December 18, ,2013,
http://www.idc.com/getdoc.jsp?containerId=prUS24542113
New IDC Worldwide Big Data Technology and Services
Forecast Shows Market Expected to Grow to
$32.4 Billion in 2017
8. Steve Lohr, “How Big Data Became So Big,” New York
Times, August 11, 2012, www.nytimes.
com/2012/08/12/business/how-big-data-became-so-big-
unboxed.html?_r=2&smid=tw-share&
67. 9. Kahn Consulting, “Information Governance Brief,”
sponsored by IBM, www.delve.us/downloads/
Brief-Defensible-Disposal.pdf (accessed March 4, 2013).
10. Barclay T. Blair, “Girding for Battle,” Law Technology
News, October 1, 2012, www.law.com/jsp/lawtech-
nologynews/PubArticleLTN.jsp?id=1202572459732&thepage=1
11. Ibid.
12. Paknad, “Defensible Disposal.”
13. Randolph A. Kahn,
https://twitter.com/InfoParkingLot/status/273791612172259329,
November 28, 2012.
14. Gartner Press Release, “Gartner Says Master Data
Management Is Critical to Achieving Effective
Information Governance,”
www.gartner.com/newsroom/id/1898914, January 19, 2012
15. Ibid.
16. Monica Crocker, e-mail to author, June 21, 2012.
17. Economist Intelligence Unit, “The Future of Information
Governance,” www.emc.com/leadership/
business-view/future-information-governance.htm (accessed
November 14, 2013).
68. 18. ARMA International, Glossary of Records and Information
Management Terms , 4th ed., 2012, TR 22–2012.s
19. Arvind Krishna, “Three Steps to Trusting Your Data in
2011,” IT Business Edge , posted March 9, 2011,
www.itbusinessedge.com/guest-opinions/three-steps-trusting-
your-data-2011 . (accessed November
14, 2013).
20. ARMA International, Glossary of Records and Information
Management Terms , 4th ed., 2012, TR 22–2012.s
21. Laura DuBoisand Vivian Tero, “Practical Information
Governance: Balancing Cost, Risk, and Pro-
ductivity,” IDC White Paper (August 2010),
www.emc.com/collateral/analyst-reports/idc-practical-
information-governance-ar.pdf
22. Monica Crocker, e-mail to author, June 21, 2012.
23. Barclay T. Blair, Making the Case for Information
Governance: Ten Reasons IG Makes Sense , ViaLumina
Ltd, 2010. Online at http://barclaytblair.com/making-the-case-
for-ig-ebook/ (accessed November 14,
2013).
69. 24. Barclay T. Blair, “8 Reasons Why Information Governance
(IG) Makes Sense,” June 29, 2009, www.
digitallandfi ll.org/2009/06/8-reasons-why-information-
governance-ig-makes-sense.html
25. Peter Abatan, “Corporate and Industrial Espionage to Rise
in 2011,” Enterprise Digital Rights Man-
agement,
http://enterprisedrm.tumblr.com/post/2742811887/corporate-
espionage-to-rise-in-2011 .
(accessed November 14, 2013).
26. BBC News, “FBI Staff Disciplined for Sex Texts and Nude
Pictures,” February 22, 2013, www.bbc.
co.uk/news/world-us-canada-21546135
27. Todd Ackerman, “Laptop Theft Puts Texas Children’s
Patient Info at Risk,” Houston Chronicle , July 30, 2009, e
www.chron.com/news/houston-texas/article/Laptop-theft-puts-
Texas-Children-s-patient-info-1589473.
php . (accessed March 2, 2012).
28. Jonny Greatrex, “Bungling West Midlands Medics Lose
12,000 Private Patient Records,” Sunday Mer-
70. cury, September 5, 2010,
www.sundaymercury.net/news/sundaymercuryexclusives/2010/0
9/05/bun-
gling-west-midlands-medics-lose-12–000-private-patient-
records-66331–27203177/ (accessed March
2, 2012).
29. Gartner Press Release, “Gartner Says Master Data
Management Is Critical to Achieving Effective
Information Governance.”
30. ARMA International, Glossary of Records and Information
Management Terms. s
http://www3.weforum.org/docs/WEF_ITTC_PersonalDataNewA
sset_Report_2011.pdf
http://www3.weforum.org/docs/WEF_ITTC_PersonalDataNewA
sset_Report_2011.pdf
http://www.fastcocreate.com/1681986/earth-s-nervous-system-
looking-at-humanity-through-big-data#1
http://www.idc.com/getdoc.jsp?containerId=prUS24542113
http://www.nytimes.com/2012/08/12/business/how-big-data-
became-so-big-unboxed.html?_r=2&smid=tw-share&
http://www.delve.us/downloads/Brief-Defensible-Disposal.pdf
http://www.law.com/jsp/lawtech-
73. 15
Information
Governance,
IT Governance, Data
Governance: What’s
the Difference?
C H A P T E R 2
T
here has been a great deal of confusion around the term
information gover-
nance (IG) and how it is distinct from other similar industry
terms, such as
information technology (IT) governance and data governance .
They are all
a subset of corporate governance, and in the above sequence,
become increasingly
more granular in their approach. Data governance is a part of
broader IT governance,
74. which is also a part of even broader information governance.
The few texts that exist
have compounded the confusion by offering a limited defi nition
of IG, or sometimes
offering a defi nition of IG that is just plain incorrect , often
confusing it with simple datat
governance.
So in this chapter we spell out the differences and include
examples in hopes of
clarifying what the meaning of each term is and how they are
related.
Data Governance
Data governance involves processes and controls to ensure that
information at the data
level—raw alphanumeric characters that the organization is
gathering and inputting—
is true and accurate, and unique (not redundant). It involves
data cleansing ( or data
scrubbing) to strip out corrupted, inaccurate, or extraneous data
and gg de-duplication,
to eliminate redundant occurrences of data.
75. Data governance focuses on information quality from the
ground up at the lowest
or root level, so that subsequent reports, analyses, and
conclusions are based on clean,
reliable, trusted data (or records) in database tables. Data
governance is the most rudi-
mentary level at which to implement information governance.
Data governance efforts
seek to ensure that formal management controls—systems,
processes, and accountable
employees who are stewards and custodians of the data—are
implemented to govern
critical data assets to improve data quality and to avoid negative
downstream effects of
poor data. The biggest negative consequence of poor or
inaccurate data is poorly and
inaccurately based decisions.
16 INFORMATION GOVERNANCE
Data governance is a newer, hybrid quality control discipline
that includes
elements of data quality, data management, IG policy
76. development, business process
improvement, and compliance and risk management.
Data Governance Strategy Tips
Everyone in an organization wants good-quality data to work
with. But it is not so
easy to implement a data governance program. First of all, data
is at such a low level
that executives and board members are typically unaware of the
details of the “smoky
back room” of data collection: cleansing, normalization, and
input. So it is diffi cult to
gain an executive sponsor and funding to initiate the effort. 1
And if a data governance
program does move forward, there are challenges in getting
business users to adhere
to new policies. This is a crucial point, since much of the data
is being generated by
business units. But there are some general guidelines that can
help improve a data
governance program’s chances for success:
■ Identify a measureable impact. A data governance program
must be able to dem-
77. onstrate business value, or it will not get the executive
sponsorship and funding
it needs to move forward. A readiness assessment should
capture the current
state of data quality and whether an enterprise or business unit
level effort
is warranted. Other key issues include: Can the organization
save hard costs
by implementing data governance? Can it reach more customers
or increase
revenue generated from existing customers?2
■ Assign accountability for data quality to business units, not
IT. Typically, IT has had
responsibility for data quality, yet it is mostly not under that
department’s con-
trol, since most of the data is being generated in the business
units. A pointed
effort must be made to push responsibility and ownership for
data to the busi-
ness units that create and use the data.
■ Recognize the uniqueness of data as an asset. Unlike other
assets, such as people,
factories, equipment, and even cash, data is largely unseen, out
78. of sight, and
intangible. It changes daily. It spreads throughout business
units. It is copied
and deleted. Data growth can spiral out of control, obscuring
the data that has
true business value. So data has to be treated differently, and its
unique qualities
must be considered.
■ Forget the past; implement a going-forward strategy. It is a
signifi cantly greater
task to try to improve data governance across the enterprise for
existing data.
Remember, you may be trying to fi x decades of bad behavior,
mismanagement,
and lack of governance. Taking an incremental approach with an
eye to the
future provides for a clean starting point and can substantially
reduce the pain
required to implement. A proven best practice is to implement a
from-this-
point-on strategy where new data governance policies for
handling data are
implemented beginning on a certain date.
79. Data governance uses techniques like data cleansing and de-
duplication to
improve data quality and reduce redundancies.
INFORMATION GOVERNANCE, IT GOVERNANCE, DATA
GOVERNANCE 17
Good data governance ensures that downstream negative
effects of poor data
are avoided and that subsequent reports, analyses, and
conclusions are based
on reliable, trusted data.
■ Manage the change. Educate, educate, educate. People must
be trained to under-
stand why the data governance program is being implemented
and how it will
benefi t the business. The new policies represent a cultural
change, and people
need supportive program messages and training in order to make
the shift. 3
IT Governance
80. IT governance is the primary way that stakeholders can ensure
that investments in IT create
business value and contribute toward meeting business
objectives.4 This strategic align-
ment of IT with the business is challenging yet essential. IT
governance programs
go further and aim to “improve IT performance, deliver
optimum business value and
ensure regulatory compliance.” 5
Although the CIO typically has line responsibility for
implementing IT gover-
nance, the CEO and board of directors must receive reports and
updates to discharge
their responsibilities for IT governance and to see that the
program is functioning well
and providing business benefi ts.
Typically, in past decades, board members did not get involved
in overseeing IT
governance. But today it is a critical and unavoidable
responsibility. According to the
IT Governance Institute’s Board Briefi ng on IT Governance ,
“IT governance is the re-
81. sponsibility of the board of directors and executive
management. It is an integral part
of enterprise governance and consists of the leadership and
organizational structures
and processes that ensure that the organization’s IT sustains and
extends the organiza-
tion’s strategies and objectives.” 6
The focus is on the actual software development and
maintenance activities of the
IT department or function, and IT governance efforts focus on
making IT effi cient
and effective. That means minimizing costs by following proven
software develop-
ment methodologies and best practices, principles of data
governance and information
quality, and project management best practices while aligning
IT efforts with the busi-
ness objectives of the organization.
IT Governance Frameworks
Several IT governance frameworks can be used as a guide to
implementing an IT
governance program. (They are introduced in this chapter in a
82. cursory way; detailed
discussions of them are best suited to books focused solely on
IT governance.)
IT governance seeks to align business objectives with IT
strategy to deliver
business value.
18 INFORMATION GOVERNANCE
Although frameworks and guidance like CobiT® and ITIL
have been widely
adopted, there is no absolute standard IT governance
framework; the combination
that works best for an organization depends on business factors,
corporate culture, IT
maturity, and staffi ng capability. The level of implementation
of these frameworks will
also vary by organization.
CobiT®
CobiT (Control Objectives for Information and related
Technology) is a process-T
83. based IT governance framework that represents a consensus of
experts worldwide.
Codeveloped by the IT Governance Institute and ISACA
(previously known as the
Information Systems Audit and Control Association), CobiT
addresses business
risks, control requirements, compliance, and technical issues. 7
CobiT offers IT controls that:
■ Cut IT risks while gaining business value from IT under an
umbrella of a glob-
ally accepted framework.
■ Assist in meeting regulatory compliance requirements.
■ Utilize a structured approach for improved reporting and
management deci-
sion making.
■ Provide solutions to control assessments and project
implementations to im-
prove IT and information asset control. 8
CobiT consists of detailed descriptions of processes required in
84. IT and also tools
to measure progress toward maturity of the IT governance
program. It is industry
agnostic and can be applied across all vertical industry sectors,
and it continues to be
revised and refi ned. 9
CobiT is broken out into three basic organizational levels and
their responsibili-
ties: (1) board of directors and executive management; (2) IT
and business manage-
ment; and (3) line-level governance, and security and control
knowledge workers. 10
The CobiT model draws on the traditional “plan, build, run,
monitor” paradigm of
traditional IT management, only with variations in semantics.
The CobiT framework
is divided into four IT domains—(1) plan and organize, (2)
acquire and implement, (3)
deliver and support, and (4) monitor and evaluate—which
contain 34 IT processes and
210 control objectives. Specifi c goals and metrics are assigned,
and responsibilities and
accountabilities are delineated.
85. The CobiT framework maps to the international information
security standard,
ISO 17799, and is also compatible with IT Infrastructure
Library (ITIL) and other y
“accepted practices” in IT development and operations.11
ValIT®
ValIT is a newer value-oriented framework that is compatible
with and complemen-
tary to CobiT. Its principles and best practices focus is on
leveraging IT investments
to gain maximum value. Forty key ValIT essential management
practices (analogous to
CobiT’s control objectives) support three main processes: value
governance, portfolio
management, and investment management. ValIT and CobiT
“provide a full frame-
work and supporting tool set” to help managers develop policies
to manage business
risks and deliver business value while addressing technical
issues and meeting control
objectives in a structured, methodic way. 12
86. INFORMATION GOVERNANCE, IT GOVERNANCE, DATA
GOVERNANCE 19
ITIL
ITIL (Information Technology Infrastructure Library) is a set
of process-oriented
best practices and guidance originally developed in the United
Kingdom to standard-
ize delivery of IT service management. ITIL is applicable to
both the private and
public sectors and is the “most widely accepted approach to IT
service management
in the world.”13 As with other IT governance frameworks,
ITIL provides essential
guidance for delivering business value through IT, and it
“provides guidance to or-
ganizations on how to use IT as a tool to facilitate
business change, transformation
and growth.”14
ITIL best practices form the foundation for ISO/IEC 20000
(previously BS15000),
the International Service Management Standard for
organizational certifi cation and
87. compliance. 15 ITIL 2011 is the latest revision (as of this
printing), and it consists of fi ve
core published volumes that map the IT service cycle in a
systematic way:
1. ITIL Service Strategy
2. ITIL Service Design
3. ITIL Service Transition
4. ITIL Service Operation
5. ITIL Continual Service Improvement 16
ISO 38500
ISO/IEC 38500:2008 is an international standard that provides
high-level principles
and guidance for senior executives and directors, and those
advising them, for the
effective and effi cient use of IT. 17 Based primarily on AS
8015, the Australian IT gov-
ernance standard, it “applies to the governance of management
processes” that are
performed at the IT service level, but the guidance assists
executives in monitoring IT
and ethically discharging their duties with respect to legal and
regulatory compliance
of IT activities.
88. The ISO 38500 standard comprises three main sections:
1. Scope, Application and Objectives
2. Framework for Good Corporate Governance of IT
3. Guidance for Corporate Governance of IT
CobiT is process-oriented and has been widely adopted as an
IT governance
framework. ValIT is value-oriented and compatible and
complementary with
CobiT, yet focuses on value delivery.
ITIL is the “most widely accepted approach to IT service
management in the
world.”
20 INFORMATION GOVERNANCE
It is largely derived from AS 8015, the guiding principles of
which were:
■ Establish responsibilities
89. ■ Plan to best support the organization
■ Acquire validly
■ Ensure performance when required
■ Ensure conformance with rules
■ Ensure respect for human factors
The standard also has relationships with other major ISO
standards, and embraces
the same methods and approaches. 18
Information Governance
Corporate governance is the highest level of governance in an
organization, and a
key aspect of it is IG. IG processes are higher level than the
details of IT governance
and much higher than data governance, but both data and IT
governance can be (and
should be) a part of an overall IG program. The IG approach to
governance focuses
not on detailed IT or data capture and quality processes but
rather on controlling the
information that is generated by IT and offi ce systems. d
IG efforts seek to manage and control information assets to
90. lower risk, ensure com-
pliance with regulations, and improve information quality and
accessibility while imple-
menting information security measures to protect and preserve
information that has busi-
ness value.19 (See Chapter 1 for more detailed defi nitions.)
Impact of a Successful IG Program
When making the business case for IG and articulating its
benefi ts, it is useful to focus
on its central impact. Putting cost-benefi t numbers to this may
be diffi cult, unless you
ISO 38500 is an international standard that provides high-
level principles and
guidance for senior executives and directors responsible for IT
governance.
IG is how an organization maintains security, complies with
regulations and
laws, and meets ethical standards when managing information.
91. INFORMATION GOVERNANCE, IT GOVERNANCE, DATA
GOVERNANCE 21
also consider the worst-case scenario of loss or misuse of
corporate or agency records.
What is losing the next big lawsuit worth? How much are confi
dential merger and
acquisition documents worth? How much are customer records
worth? Frequently,
executives and managers do not understand the value of IG until
it is a crisis, an ex-
pensive legal battle is lost, heavy fi nes are imposed for
noncompliance, or executives
go to jail.
There are some key outputs from implementing an IG program.
A successful IG
program should enable organizations to:
■ Use common terms across the enterprise. This means that
departments must agree
on how they are going to classify document types, which
requires a cross-
functional effort. With common enterprise terms, searches for
information
92. are more productive and complete. This normalization process
begins with
developing a standardized corporate taxonomy, which defi nes
the terms (and
substitute terms in a custom corporate thesaurus), document
types, and their
relationships in a hierarchy.
■ Map information creation and usage. This effort can be
buttressed with the use of
technology tools such as data loss prevention , which can be
used to discover
the fl ow of information within and outside of the enterprise.
You must fi rst
determine who is accessing which information when and
where it is going. Then
you can monitor and analyze these information fl ows. The goal
is to stop the
erosion or misuse of information assets and to stem data
breaches with moni-
toring and security technology.
■ Obtain “information confi dence” —that is, the assurance
that information has ”
integrity, validity, accuracy, and quality; this means being able
93. to prove that the
information is reliable and that its access, use, and storage meet
compliance and
legal demands.
■ Harvest and leverage information. Using techniques and
tools like data min-
ing and business intelligence, new insights may be gained that
provide an
enterprise with a sustainable competitive advantage over the
long term,
since managers will have more and better information as a basis
for busi-
ness decisions.21
Summing Up the Differences
IG consists of the overarching polices and processes to
optimize and leverage informa-
tion while keeping it secure and meeting legal and privacy
obligations in alignment
with stated organizational business objectives.
IT governance consists of following established frameworks
and best practices to
94. gain the most leverage and benefi t out of IT investments and
support accomplishment
of business objectives.
Data governance consists of the processes, methods, and
techniques to ensure that
data is of high quality, reliable, and unique (not duplicated), so
that downstream uses
in reports and databases are more trusted and accurate.
22 INFORMATION GOVERNANCE
Notes
1. “New Trends and Best Practices for Data Governance
Success,” SeachDataManagement.com eBook,
http://viewer.media.bitpipe.com/1216309501_94/1288990195_9
46/Talend_sDM_SO_32247_EB-
ook_1104.pdf, accessed March 11, 2013.
2. Ibid.
3. Ibid.
4. M.N. Kooper, R. Maes, and E.E.O. RoosLindgreen, “On
95. the Governance of Information: Introducing
a New Concept of Governance to Support the Management of
Information,” International Journal of
Information Management 31 (2011): 195–120,
http://dl.acm.org/citation.cfm?id=2297895 . (accessed t
November 14, 2013).
5. Nick Robinson, “The Many Faces of IT Governance:
Crafting an IT Governance Architecture,”
ISACA Journal 1 (2007), www.isaca.org/Journal/Past-
Issues/2007/Volume-1/Pages/The-Many-Faces-l
of-IT-Governance-Crafting-an-IT-Governance-Architecture.aspx
6. Bryn Phillips, “IT Governance for CEOs and Members of
the Board,” 2012, p.18.
7. Ibid., p.26.
8. IBM Global Business Services/Public Sector, “Control
Objectives for Information and related Tech-
nology (CobiT®) Internationally Accepted Gold Standard for IT
Controls & Governance,” http://
www-304.ibm.com/industries/publicsector/fi
leserve?contentid=187551(accessed March 11, 2013).
96. CHAPTER SUMMARY: KEY POINTS
■ Data governance uses techniques like data cleansing and
de-duplication to
improve data quality and reduce redundancies.
■ Good data governance ensures that downstream negative
effects of poor
data are avoided and that subsequent reports, analyses, and
conclusions are
based on reliable, trusted data.
■ IT governance seeks to align business objectives with IT
strategy to deliver
business value.
■ CobiT is processoriented and has been widely adopted as an
IT governance
framework. ValIT is valueoriented and compatible and
complementary with
CobiT yet focuses on value delivery.
■ The CobiT framework maps to the international information
security stan-
dard ISO 17799 and is also compatible with ITIL (IT
97. Infrastructure Library).
■ ITIL is the “most widely accepted approach to IT service
management in the
world.”
■ ISO 38500 is an international standard that provides high-
level principles and
guidance for senior executives and directors responsible for IT
governance.
■ Information governance is how an organization maintains
security, complies
with regulations and laws, and meets ethical standards when
managing
information.
http://viewer.media.bitpipe.com/1216309501_94/1288990195_9
46/Talend_sDM_SO_32247_EB-ook_1104.pdf
http://viewer.media.bitpipe.com/1216309501_94/1288990195_9
46/Talend_sDM_SO_32247_EB-ook_1104.pdf
http://viewer.media.bitpipe.com/1216309501_94/1288990195_9
46/Talend_sDM_SO_32247_EB-ook_1104.pdf
http://dl.acm.org/citation.cfm?id=2297895
http://www.isaca.org/Journal/Past-Issues/2007/Volume-
99. Controls & Governance.”
11. Ibid.
12. Ibid.
13. www.itil-offi cialsite.com/ (accessed March 12, 2013).
14. ITIL, “What Is ITIL?” www.itil-offi
cialsite.com/AboutITIL/WhatisITIL.aspx(accessed March 12,
2013).
15. Ibid.
16. Ibid.
17. “ISO/IEC 38500:2008 “Corporate Governance of
Information Technology” www.iso.org/iso/
catalogue_detail?csnumber=51639(accessed November 14,
2013).
18. ISO 38500 www.38500.org/ (accessed March 12, 2013).
19. www.naa.gov.au/records-
management/agency/digital/digital-continuity/principles/
(accessed November 14,
2013).
20. ARMA International, Glossary of Records and
Information Management Terms , 4th ed. TR 22–2012 (from s
ARMA.org).
21. Arvind Krishna, “Three Steps to Trusting Your Data in
101. C H A P T E R 3
P
rinciples of information governance (IG) are evolving and
expanding. Successful
IG programs are characterized by ten key principles, which are
the basis for best
practices and should be designed into the IG approach. They
include:
1. Executive sponsorship. No IG effort will survive and be
successful if it does not
have an accountable, responsible executive sponsor. The
sponsor must drive
the effort, clear obstacles for the IG team or committee,
communicate the
goals and business objectives that the IG program addresses,
and keep upper
management informed on progress.
2. Information policy development and communication. Clear
policies must be es-
tablished for the access and use of information, and those
policies must be
communicated regularly and crisply to employees. Policies for
102. the use of e-
mail, instant messaging, social media, cloud computing, mobile
computing,
and posting to blogs and internal sites must be developed in
consultation
with stakeholders and communicated clearly. This includes
letting employees
know what the consequences of violating IG policies are, as
well as its value.
3. Information integrity. This area considers the consistency
of methods used to
create, retain, preserve, distribute, and track information.
Adhering to good
IG practices include data governance techniques and
technologies to ensure
quality data. Information integrity means there is the assurance
that informa-
tion is accurate, correct, and authentic. IG efforts to improve
data quality
and information integrity include de-duplicating (removing
redundant data)
and maintaining only unique data to reduce risk, storage costs,
and informa-
tion technology (IT) labor costs while providing accurate,
104. 26 INFORMATION GOVERNANCE
long the information (e.g. e-mail, e-documents, spreadsheets,
reports) and
records should be retained and how they are to be disposed of or
archived.
Information, and particularly documents, should be classifi ed
according to a
global or corporate taxonomy that considers the business
function and owner
of the information, and semantically links related information.
Information
must be standardized in form and format. Tools such as
document labeling
can assist in identifying and classifying documents. Metadata
associated with
documents and records must be standardized and kept up-to-
date. Good IG
means good metadata management and utilizing metadata
standards that are
appropriate to the organization.
5. Information security. This means securing information in
its three states: at rest,
105. in motion, and in use. It means implementing measures to
protect information
from damage, theft, or alteration by malicious outsiders and
insiders as well
as nonmalicious (accidental) actions that may compromise
information. For
instance, an employee may lose a laptop with confi dential
information, but
if proper IG policies are enforced using security-related
information tech-
nologies, the information can be secured. This can be done by
access control
methods, data or document encryption, deploying information
rights manage-
ment software, using remote digital shredding capabilities, and
implement-
ing enhanced auditing procedures. Information privacy is
closely related to
information security and is critical when dealing with
personally identifi able
information (PII).n
6. Information accessibility. Accessibility is vital not only in
the short term but also
over time using long-term digital preservation (LTDP)
106. techniques when
appropriate (generally if information is needed for over fi ve
years). Accessibil-
ity must be balanced with information security concerns.
Information acces-
sibility includes making the information as simple as possible to
locate and
access, which involves not only the user interface but also
enterprise search
principles, technologies, and tools. It also includes basic access
controls, such
as password management, identity and access management , and
delivering t
information to a variety of hardware devices.
7. Information control. Document management and report
management software
must be deployed to control the access to, creation, updating,
and printing
of documents and reports. When documents or reports are
declared records,
they must be assigned to the proper retention and disposition
schedule to be
retained for as long as the records are needed to comply with
legal retention
107. periods and regulatory requirements. Also, information that may
be needed or
requested in legal proceedings is safeguarded through a legal
hold process.
8. Information governance monitoring and auditing. To
ensure that guidelines and
policies are being followed and to measure employee
compliance levels, in-
formation access and use must be monitored. To guard against
claims of spo-
liation, use of e-mail, social media, cloud computing, and report
generation
should be logged in real time and maintained as an audit record.
Technology
tools such as document analytics can track how many
documents or reports
users access and print and how long they spend doing so.
9. Stakeholder consultation. Those who work most closely to
information are the
ones who best know why it is needed and how to manage it, so
business units
must be consulted in IG policy development. The IT department
understands
108. INFORMATION GOVERNANCE PRINCIPLES 27
its capabilities and technology plans and can best speak to those
points. Le-
gal issues must always be deferred to the in-house council or
legal team. A
cross-functional collaboration is needed for IG policies to hit
the mark and
be effective. The result is not only more secure information but
also better
information to base decisions on and closer adherence to
regulatory and legal
demands. 2
10. Continuous improvement. IG programs are not one-time
projects but rather
ongoing programs that must be reviewed periodically and
adjusted to account
for gaps or shortcomings as well as changes in the business
environment, tech-
nology usage, or business strategy.
109. Accountability Is Key
According to Debra Logan at Gartner Group, none of the
proffered defi nitions of IG in-
cludes “any notion of coercion, but rather ties governance to
accountability [emphasis added]
that is designed to encourage the right behavior. . . . The word
that matters most is
accountability .” The root of many problems with managing
information is the “fact that
there is no accountability for information as such.” 3
Establishing policies, procedures, processes, and controls to
ensure the quality, in-
tegrity, accuracy, and security of business records are the
fundamental steps needed to
reduce the organization’s risk and cost structure for managing
these records. Then it is
essential that IG efforts are supported by IT. The auditing,
testing, maintenance, and im-
provement of IG is enhanced by using electronic records
management (ERM) software
along with other complementary technology sets, such as workfl
ow and business process
management suite (BPMS) software and digital signatures.
110. Generally Accepted Recordkeeping Principles ®
Contributed by Charmaine Brooks, CRM
A major part of an IG program is managing formal business
records. Although they
account for only about 7 to 9 percent of the total information
that an organization
holds, they are the most critically important subset to manage,
as there are serious
compliance and legal ramifi cations to not doing so.
Principles of successful IG programs are emerging. They
include executive
sponsorship, information classifi cation, integrity, security,
accessibility, control,
monitoring, auditing, policy development, and continuous
improvement.
Accountability is a key aspect of IG.
28 INFORMATION GOVERNANCE
111. Records and recordkeeping are inextricably linked with any
organized business
activity. Through the information that an organization uses and
records, creates, or
receives in the normal course of business, it knows what has
been done and by whom.
This allows the organization to effectively demonstrate
compliance with applicable
standards, laws, and regulations as well as plan what it will do
in the future to meet its
mission and strategic objectives.
Standards and principles of recordkeeping have been developed
by records and
information management (RIM) practitioners to establish
benchmarks for how or-t
ganizations of all types and sizes can build and sustain
compliant, defensible records
management (RM) programs. t
The Principles
In 2009 ARMA International published a set of eight Generally
Accepted Recordkeep-
ing Principles,® known as The Principles 4 (or sometimes
112. GAR Principles), to foster
awareness of good recordkeeping practices. These principles
and associated metrics
provide an IG framework that can support continuous
improvement.
The eight Generally Accepted Recordkeeping Principles are:
1. Accountability. A senior executive (or person of
comparable authority) oversees
the recordkeeping program and delegates program responsibility
to appro-
priate individuals. The organization adopts policies and
procedures to guide
personnel, and ensure the program can be audited.
2. Transparency. The processes and activities of an
organization’s recordkeeping
program are documented in a manner that is open and verifi able
and is avail-
able to all personnel and appropriate interested parties.
3. Integrity. A recordkeeping program shall be constructed so
the records and
information generated or managed by or for the organization
113. have a reason-
able and suitable guarantee of authenticity and reliability.
4. Protection. A recordkeeping program shall be constructed
to ensure a reason-
able level of protection to records and information that are
private, confi den-
tial, privileged, secret, or essential to business continuity.
5. Compliance. The recordkeeping program shall be
constructed to comply with ap-
plicable laws and other binding authorities, as well as the
organization’s policies.
6. Availability. An organization shall maintain records in a
manner that ensures
timely, effi cient, and accurate retrieval of needed information.
7. Retention. An organization shall maintain its records and
information for an
appropriate time, taking into account legal, regulatory, fi scal,
operational, and
historical requirements.
8. Disposition. An organization shall provide secure and
114. appropriate disposition
for records that are no longer required to be maintained by
applicable laws
and the organization’s policies. 5
The Generally Accepted Recordkeeping Principles consist of
eight principles
that provide an IG framework that can support continuous
improvement.
INFORMATION GOVERNANCE PRINCIPLES 29
The Principles apply to all sizes of organizations, in all types
of industries, in both
the private and public sectors, and can be used to establish
consistent practices across
business units. The Principles are an IG maturity model, and it
is used as a preliminary
evaluation of recordkeeping programs and practices.
Interest in and the application of The Principles for assessing
an organization’s
recordkeeping practices have steadily increased since their
115. establishment in 2009. The
Principles form an accountability framework that includes the
processes, roles, stan-
dards, and metrics that ensure the effective and effi cient use of
records and informa-
tion in support of an organization’s goals and business
objectives.
As shown in Table 3.1 , the Generally Accepted
Recordkeeping Principles matu-
rity model associates characteristics that are typical in fi ve
levels of recordkeeping
capabilities ranging from 1 (substandard) to 5
(transformational). The levels are both
descriptive and color coded for ease of understanding. The eight
principles and levels
(metrics) are applied to the current state of an organization’s
recordkeeping capabili-
ties and can be cross-referenced to the policies and procedures.
While it is not unusual
for an organization to be at different levels of maturity in the
eight principles, the question
“How good is good enough?” must be raised and answered ; a
rating of less than “transforma-d
tional” may be acceptable, depending on the organization’s
116. tolerance for risk and an
analysis of the costs and benefi ts of moving up each level.
The maturity levels defi ne the characteristics of evolving and
maturing RM programs. The
assessment should refl ect the current RM environment and
practices. The principles
and maturity level defi nitions, along with improvement
recommendations (roadmap),
outline the tasks required to proactively approach addressing
systematic RM practices
and reach the next level of maturity for each principle. While
the Generally Accepted
Table 3.1 Generally Accepted Recordkeeping Principles
Levels
Level 1
Substandard
Characterized by an environment where recordkeeping concerns
are either not
addressed at all or are addressed in an ad hoc manner.
117. Level 2
In Development
Characterized by an environment where there is a developing
recognition that
recordkeeping has an impact on the organization, and the
organization may
benefi t from a more defi ned information governance program.
Level 3
Essential
Characterized by an environment where defi ned policies and
procedures exist
that address the minimum or essential legal and regulatory
requirements, but
more specifi c actions need to be taken to improve
recordkeeping.
Level 4
Proactive
118. Characterized by an environment where information governance
issues and
considerations are integrated into business decisions on a
routine basis, and
the organization consistently meets its legal and regulatory
obligations.
Level 5
Transformational
Characterized by an environment that has integrated information
governance
into its corporate infrastructure and business processes to such
an extent that
compliance with program requirements is routine.
Source: Used with permission from ARMA.
The Generally Accepted Recordkeeping Principles maturity
model measures
recordkeeping maturity in fi ve levels.
119. 30 INFORMATION GOVERNANCE
Recordkeeping Principles are broad in focus, they illustrate the
requirements of good
RM practices. The Principles Assessment can also be a powerful
communication tool
to promote cross-functional dialogue and collaboration among
business units and staff.
Accountability
The principle of accountability covers the assigned
responsibility for RM at a seniory
level to ensure effective governance with the appropriate level
of authority. A senior-
level executive must be high enough in the organizational
structure to have suffi cient
authority to operate the RM program effectively. The primary
role of the senior ex-
ecutive is to develop and implement RM policies, procedures,
and guidance and to
provide advice on all recordkeeping issues. The direct
responsibility for managing or
operating facilities or services may be delegated.
The senior executive must possess an understanding of the
120. business and legislative
environment within which the organization operates, business
functions and activities,
and the required relationships with key external stakeholders to
understand how RM
contributes to achieving the corporate mission, aims, and
objectives.
It is important for top-level executives to take ownership of the
RM issues of
the organization and to identify corrective actions required for
mitigation or ensure
resolution of problems and recordkeeping challenges. An
executive sponsor should
identify opportunities to raise awareness of the relevance and
importance of RM and
effectively communicate the benefi ts of good RM to staff and
management.
The regulatory and legal framework for RM must be clearly
identifi ed and
understood. The senior executive must have a sound knowledge
of the organization’s
information and technological architecture and actively
participate in strategic deci-