Chapters 1718 – From our weekly chapter reading, digital pres.docx
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Chapters 17/18 – From our weekly chapter reading, digital preservation can be defined as the long-term, error-free storage of digital information, with means for retrieval and interpretation, for the entire time span the information is required to be retained. Though this assessment holds true to the authors, business organizations continue to face significant challenges in meeting their LTDP needs, especially those organizations whose primary mission is to preserve and provide access to permanent records. Q2: Looking forward, the authors concluded that, there is going to be a great need for collaboration between both internal and external stakeholders to develop governance policies and strategies to govern and control information assets over long periods of time, among other requirements. For this to be achievable, the chapter has identified one most important consideration that must be met. What is that consideration? Identify, and provide a brief narrative to support your answer. .
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71 Information Governance Policy Development .docx
71
Information
Governance Policy
Development
C H A P T E R 6
To develop an information governance (IG) policy, you must inform and frame the policy with internal and external frameworks, models, best practices, and standards—those that apply to your organization and the scope of its planned IG
program. In this chapter, we fi rst present and discuss major IG frameworks and models
and then identify key standards for consideration.
A Brief Review of Generally Accepted Recordkeeping
Principles®
In Chapter 3 we introduced and discussed ARMA International’s eight Generally
Accepted Recordkeeping Principles ® , known as The Principles 1 (or sometimes GAR
Principles). These Principles and associated metrics provide an IG framework that can
support continuous improvement.
To review, the eight Principles are:
1. Accountability
2. Transparency
3. Integrity
4. Protection
5. Compliance
6. Availability
7. Retention
8. Disposition2
The Principles establish benchmarks for how organizations of all types and sizes
can build and sustain compliant, legally defensible records management (RM)t
programs. Using the maturity model (also presented in Chapter 3 ), organizations can
assess where they are in terms of IG, identify gaps, and take steps to improve across the
eight areas The Principles cover.
72 INFORMATION GOVERNANCE
IG Reference Model
In late 2012, with the support and collaboration of ARMA International and the Com-
pliance, Governance and Oversight Council (CGOC), the Electronic Discovery Ref-
erence Model (EDRM) Project released version 3.0 of its Information Governance
Reference Model (IGRM), which added information privacy and security “as pri-y
mary functions and stakeholders in the effective governance of information.” 3 The
model is depicted in Figure 6.1 .
The IGRM is aimed at fostering IG adoption by facilitating communication and
collaboration between disparate (but overlapping) IG stakeholder functions, includ-
ing information technology (IT), legal, RM, risk management, and business unit
Figure 6.1 Information Governance Reference Model
Source: EDRM.net
Linking duty + value to information asset = efficient, effective management
Duty:
Legal obligation
for specific
information
Value:
Utility or business
purpose of specific
information
Asset:
Specific container
of information
VALUE
Create, Use
DUTY ASSET
Dispose
Hold,
Discover
Store,
Secure
Retain
Archive
UNI
FIED GOVERNANCE
BUSINESS
Profit
IT
Efficiency
LEGAL
Risk
RIM
Risk
PRIVACY
AND
SECURITY
Risk
PROCESS TRANS
PA
RE
NC
Y
POLIC
Y INTEGRATION
Information Governance Reference Model / © 2012 / v3.0 / edrm.net
INFORMATION GOVERNANCE POLICY DEVELOPMENT 73
stakeholders. 4 It also aims to provide a common, practical framework for IG that will
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Information
Governance Policy
Development
C H A P T E R 6
To develop an information governance (IG) policy, you must inform and frame the policy with internal and external frameworks, models, best practices, and standards—those that apply to your organization and the scope of its planned IG
program. In this chapter, we fi rst present and discuss major IG frameworks and models
and then identify key standards for consideration.
A Brief Review of Generally Accepted Recordkeeping
Principles®
In Chapter 3 we introduced and discussed ARMA International’s eight Generally
Accepted Recordkeeping Principles ® , known as The Principles 1 (or sometimes GAR
Principles). These Principles and associated metrics provide an IG framework that can
support continuous improvement.
To review, the eight Principles are:
1. Accountability
2. Transparency
3. Integrity
4. Protection
5. Compliance
6. Availability
7. Retention
8. Disposition2
The Principles establish benchmarks for how organizations of all types and sizes
can build and sustain compliant, legally defensible records management (RM)t
programs. Using the maturity model (also presented in Chapter 3 ), organizations can
assess where they are in terms of IG, identify gaps, and take steps to improve across the
eight areas The Principles cover.
72 INFORMATION GOVERNANCE
IG Reference Model
In late 2012, with the support and collaboration of ARMA International and the Com-
pliance, Governance and Oversight Council (CGOC), the Electronic Discovery Ref-
erence Model (EDRM) Project released version 3.0 of its Information Governance
Reference Model (IGRM), which added information privacy and security “as pri-y
mary functions and stakeholders in the effective governance of information.” 3 The
model is depicted in Figure 6.1 .
The IGRM is aimed at fostering IG adoption by facilitating communication and
collaboration between disparate (but overlapping) IG stakeholder functions, includ-
ing information technology (IT), legal, RM, risk management, and business unit
Figure 6.1 Information Governance Reference Model
Source: EDRM.net
Linking duty + value to information asset = efficient, effective management
Duty:
Legal obligation
for specific
information
Value:
Utility or business
purpose of specific
information
Asset:
Specific container
of information
VALUE
Create, Use
DUTY ASSET
Dispose
Hold,
Discover
Store,
Secure
Retain
Archive
UNI
FIED GOVERNANCE
BUSINESS
Profit
IT
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LEGAL
Risk
RIM
Risk
PRIVACY
AND
SECURITY
Risk
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PA
RE
NC
Y
POLIC
Y INTEGRATION
Information Governance Reference Model / © 2012 / v3.0 / edrm.net
INFORMATION GOVERNANCE POLICY DEVELOPMENT 73
stakeholders. 4 It also aims to provide a common, practical framework for IG that will
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Chapter 12
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Balanced Scorecard
IT Sourcing and Cloud Strategy
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IT Strategy and Strategic Planning Process
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Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
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Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
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Set the direction
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Establish performance measures for the IT department and see they are met.
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Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
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Fail to align IT to real business needs.
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Figure 12.2 IT strategic planning process.
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IT Strategy and Strategic Planning Process
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Approves the allocation of resources for and within the information systems organization including outsourcing policy.
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CHAPTER GOALS AND OBJECTIVES
Know the 8 Generally Accepted Recordkeeping Principles®
What is the IG Reference Model?
What does the IGRM Diagram consist of?
What are the best practice considerations?
What is the benefits and risks of having standards?
What are the key standards relevant to IG
2
A Review of the 8 Generally Accepted
Recording Keeping Principles®
1. Accountability
2. Transparency
3. Integrity
4. Protection
5. Compliance
6. Availability
7. Retention
8. Disposition
So…what is the significance of these principles?
3
IG REFERENCE MODEL
➢ Who?
➢ ARMA International & CGOC
➢ When?
➢ 2012
➢ Where?
➢ As part of the EDRM Project Version 3.0
➢ Why?
➢ To foster the adoption by facilitating
communication and collaboration between
IG stakeholder functions, legal, records
management, risk management, and business
unit stakeholders.
4
HOW TO INTERPRET THE IGRM DIAGRAM
Outer Ring: Complex set of interoperable processes
and implementing he procedures and structural
element to put them into practice
➢ Requirements:
➢ Understanding of business imperatives
➢ Knowledge of appropriate tools and infrastructure
➢ Sensitivity to legal and regulatory obligations
Inner Ring: Depicts a work-flow (life-cycle) diagram.
Shows that information management is important at
all stages of the lifecycle
5
How the IGRM Diagram related to the
Generally Accepted Recordkeeping Principles®
➢ Support the ARMA Principle by identifying the cross-functional groups of IG
stakeholders
➢ Depicts the intersecting objectives of the organization
➢ Depicts the relationship duty, value and information assets
➢ Used by proactive organizations as an introspective lens to facilitate visualization,
understanding and discussion concerning how to apple the “Principles” to the
organization.
➢ Puts focus on the “Principles”
➢ Provides essential context for the maturity model
6
Considerations in IG Policy Formation
➢ Best Practices?
➢ YES!
➢ Understand that Best
Practices will vary per
organization
➢ Review 25 generic Best
Practices, Pages 75 and 76
of text book
7
➢ Standards?
➢ YES!
➢ Two types to consider
➢ De Jure Standards - Legal standards published by
standards setting bodies such as IOS, ANSI, NIST, BTS and
others
➢ De Facto Standards – Informal standards regarded by
many as actual standards – arising through popular use
(Example: Windows in the business world in 2001-2010).
May be published by formal standards setting bodies
without having “Formal” status
Benefits and Risks of Standards
Benefits
➢ Quality Assurance Support
➢ Interoperability Support
➢ I ...
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Global custodians' big data offers myriad opportunities for generating value from analytics solutions; we explore various paths and offer three use cases to illustrate. Data aggregation, risk management, digital experience, operational agility and cross-selling are all covered.
Laserfiche empowercon302 2016
Integrating user needs into ECM projects is key to success. Whether it is a initial implementation or a reboot or just expanding use, user needs and UX testing should be integrated into every project
Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx
Chapter 12
IT Strategy and Balanced Scorecard
Prepared by Dr. Derek Sedlack, South University
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Aligning IT with Business Strategy
Balanced Scorecard
IT Sourcing and Cloud Strategy
IT Strategy and Strategic Planning Process
IT Strategy and Strategic Planning Process
Value Drivers
Enhance the value of a product or service to consumers, creating value for the company (such as advanced IT, reliability, and brand reputation).
Three general types of Business Value Drivers:
Operational Shorter-term factors
Financial Medium-term factors
Sustainability Long-term factors
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Strategic Planning
A systematic process for determining what a business should become and how it can best achieve that goal.
Reactive Approaches Fail
Fail to align IT to real business needs.
and, as a result
Fail to deliver value to the business.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Strategies Support the Business Strategy
Four IT Strategic Plan Objectives:
Improve management’s understanding of IT opportunities and limitations
Assess current performance
Identify capacity and human resource requirements
Clarify the level of investment required
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Deployment Strategies
In-house development
Systems are developed or other IT work is done in-house, possibly with the help of consulting companies or vendors.
Sourcing
Onshore: sourced to consulting companies or vendors that are within the same country.
Offshoring: work sourced to other countries.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
Chapter 12
Figure 12.2 IT strategic planning process.
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Steering Committee
Set the direction
Links corporate strategy with the IT strategy,
Allocate scarce resources
Approves the allocation of resources for and within the information systems organization including outsourcing policy.
Make staffing decisions
Key IT personnel decisions involve a consultation and approval process made by the committee, including outsourcing decisions.
Communicate and provide feedback
Information regarding IT activities should flow freely.
Set and evaluate performance metrics
Establish performance measures for the IT department and see they are met.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
Governance
Formally established statements that direct the policies regarding IT alignment with organizational goals and allocation of resources.
Long-rang ...
Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx
Chapter 12
IT Strategy and Balanced Scorecard
Prepared by Dr. Derek Sedlack, South University
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Aligning IT with Business Strategy
Balanced Scorecard
IT Sourcing and Cloud Strategy
IT Strategy and Strategic Planning Process
IT Strategy and Strategic Planning Process
Value Drivers
Enhance the value of a product or service to consumers, creating value for the company (such as advanced IT, reliability, and brand reputation).
Three general types of Business Value Drivers:
Operational Shorter-term factors
Financial Medium-term factors
Sustainability Long-term factors
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Strategic Planning
A systematic process for determining what a business should become and how it can best achieve that goal.
Reactive Approaches Fail
Fail to align IT to real business needs.
and, as a result
Fail to deliver value to the business.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Strategies Support the Business Strategy
Four IT Strategic Plan Objectives:
Improve management’s understanding of IT opportunities and limitations
Assess current performance
Identify capacity and human resource requirements
Clarify the level of investment required
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Deployment Strategies
In-house development
Systems are developed or other IT work is done in-house, possibly with the help of consulting companies or vendors.
Sourcing
Onshore: sourced to consulting companies or vendors that are within the same country.
Offshoring: work sourced to other countries.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
Chapter 12
Figure 12.2 IT strategic planning process.
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Steering Committee
Set the direction
Links corporate strategy with the IT strategy,
Allocate scarce resources
Approves the allocation of resources for and within the information systems organization including outsourcing policy.
Make staffing decisions
Key IT personnel decisions involve a consultation and approval process made by the committee, including outsourcing decisions.
Communicate and provide feedback
Information regarding IT activities should flow freely.
Set and evaluate performance metrics
Establish performance measures for the IT department and see they are met.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
Governance
Formally established statements that direct the policies regarding IT alignment with organizational goals and allocation of resources.
Long-rang.
Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx
Chapter 12
IT Strategy and Balanced Scorecard
Prepared by Dr. Derek Sedlack, South University
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Aligning IT with Business Strategy
Balanced Scorecard
IT Sourcing and Cloud Strategy
IT Strategy and Strategic Planning Process
IT Strategy and Strategic Planning Process
Value Drivers
Enhance the value of a product or service to consumers, creating value for the company (such as advanced IT, reliability, and brand reputation).
Three general types of Business Value Drivers:
Operational Shorter-term factors
Financial Medium-term factors
Sustainability Long-term factors
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Strategic Planning
A systematic process for determining what a business should become and how it can best achieve that goal.
Reactive Approaches Fail
Fail to align IT to real business needs.
and, as a result
Fail to deliver value to the business.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Strategies Support the Business Strategy
Four IT Strategic Plan Objectives:
Improve management’s understanding of IT opportunities and limitations
Assess current performance
Identify capacity and human resource requirements
Clarify the level of investment required
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Deployment Strategies
In-house development
Systems are developed or other IT work is done in-house, possibly with the help of consulting companies or vendors.
Sourcing
Onshore: sourced to consulting companies or vendors that are within the same country.
Offshoring: work sourced to other countries.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
Chapter 12
Figure 12.2 IT strategic planning process.
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Steering Committee
Set the direction
Links corporate strategy with the IT strategy,
Allocate scarce resources
Approves the allocation of resources for and within the information systems organization including outsourcing policy.
Make staffing decisions
Key IT personnel decisions involve a consultation and approval process made by the committee, including outsourcing decisions.
Communicate and provide feedback
Information regarding IT activities should flow freely.
Set and evaluate performance metrics
Establish performance measures for the IT department and see they are met.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
Governance
Formally established statements that direct the policies regarding IT alignment with organizational goals and allocation of resources.
Long-rang ...
Return on Investment of Diversity and Inclusion Initiatives in Information Go...
Return on Investment of Diversity and Inclusion Initiatives in Information Go...International Journal of Modern Research in Engineering and Technology
Over the past several years, companies are pairing diversity efforts with inclusion initiatives and roles
surrounding innovations that promote diversity of thought [13]. However, much return on investment (ROI) focus
has been on business and corporate functioning in general, but not on specifics related to information governance
(IG). We address this research gap byconsidering various return on investment (ROI) metrics and what might
ground the benefits of diversity and inclusion initiatives related to IG policy. Then, wesuggest what the results
mean in terms of changing and influencing current industry practices.:Business_models_for_bigdata_2014_oxford
This report summarizes interviews with 28 business leaders about challenges and opportunities of big data. Key findings include: 1) While there is potential for profits from big data, caution is needed as data does not automatically lead to profits. 2) Different business models exist including data users, suppliers, and facilitators. 3) Practical obstacles like poor data quality and political issues around data sharing must be addressed. 4) To succeed, businesses need a clear business model making data central and a plan to generate value from data.
White Paper: The Business Case for IT Governance in the Age of Digital Transf...
Why is strong #ITGovernance a strategic mandate in light of business’ use of evolving digital technologies throughout their organization?
SDI Presence assesses the management challenges of legacy and emerging IT throughout an organization and effective processes establishing for #ITGovernance framework in the first of our new “Building Smarter Organizations” white paper series: “The Business Case for an IT Governance in the Age of Digital Transformation”
Report on strategic rules of Information System for changing the bases of com...
Achieving advantages requires broad IS management and user dialogue plus imagination. The process is complicated by the fact that many IS products are strategic though the potential benefits are very subjective and not easily verified. Often a strict ROI focus by senior management may turn attention toward narrow, well-defined targets as opposed to broader strategic opportunities that are harder to analyze.
Unlocking opportunities in Big Data
Data has become a key focus for corporate leaders today. Chartered Global Management Accountant (CGMA) designation holders are well placed to help translate data into commercial insights and value.
Multi-organizational frameworks for digital information sustainability
The document discusses key themes and terms from a Blue Ribbon Task Force report on digital preservation challenges. It summarizes recommendations for incentivizing digital preservation efforts for different types of digital content, including scholarly discourse, research data, commercially owned content, and collectively produced web content. Challenges discussed include misaligned incentives among stakeholders, barriers to entry due to costs, and uncertainty around the future value of preserved content. Recommendations focus on clarifying roles and responsibilities, developing selection criteria, providing funding, and facilitating partnerships and collective action.
In order to have a successful IG program, one of the eight (8) I
In order to have a successful IG program, one of the eight (8) Information Risk Planning and Management step is to develop metrics and measure results. From your required readings, discuss the value that metrics brings to the organization, and identify critical measures of success that should be tracked
CHAPTER GOALS AND OBJECTIVES
Know the 8 Generally Accepted Recordkeeping Principles®
What is the IG Reference Model?
What does the IGRM Diagram consist of?
What are the best practice considerations?
What is the benefits and risks of having standards?
What are the key standards relevant to IG
2
A Review of the 8 Generally Accepted
Recording Keeping Principles®
1. Accountability
2. Transparency
3. Integrity
4. Protection
5. Compliance
6. Availability
7. Retention
8. Disposition
So…what is the significance of these principles?
3
IG REFERENCE MODEL
➢ Who?
➢ ARMA International & CGOC
➢ When?
➢ 2012
➢ Where?
➢ As part of the EDRM Project Version 3.0
➢ Why?
➢ To foster the adoption by facilitating
communication and collaboration between
IG stakeholder functions, legal, records
management, risk management, and business
unit stakeholders.
4
HOW TO INTERPRET THE IGRM DIAGRAM
Outer Ring: Complex set of interoperable processes
and implementing he procedures and structural
element to put them into practice
➢ Requirements:
➢ Understanding of business imperatives
➢ Knowledge of appropriate tools and infrastructure
➢ Sensitivity to legal and regulatory obligations
Inner Ring: Depicts a work-flow (life-cycle) diagram.
Shows that information management is important at
all stages of the lifecycle
5
How the IGRM Diagram related to the
Generally Accepted Recordkeeping Principles®
➢ Support the ARMA Principle by identifying the cross-functional groups of IG
stakeholders
➢ Depicts the intersecting objectives of the organization
➢ Depicts the relationship duty, value and information assets
➢ Used by proactive organizations as an introspective lens to facilitate visualization,
understanding and discussion concerning how to apple the “Principles” to the
organization.
➢ Puts focus on the “Principles”
➢ Provides essential context for the maturity model
6
Considerations in IG Policy Formation
➢ Best Practices?
➢ YES!
➢ Understand that Best
Practices will vary per
organization
➢ Review 25 generic Best
Practices, Pages 75 and 76
of text book
7
➢ Standards?
➢ YES!
➢ Two types to consider
➢ De Jure Standards - Legal standards published by
standards setting bodies such as IOS, ANSI, NIST, BTS and
others
➢ De Facto Standards – Informal standards regarded by
many as actual standards – arising through popular use
(Example: Windows in the business world in 2001-2010).
May be published by formal standards setting bodies
without having “Formal” status
Benefits and Risks of Standards
Benefits
➢ Quality Assurance Support
➢ Interoperability Support
➢ I ...
Mi0036 business intelligence tools
Emergency Medical Association is a group of 250 emergency physicians responsible for effectively managing emergency departments. They should implement business intelligence values and applications like data-driven decision making to improve patient outcomes, reduce costs, and ensure future success.
Real-time business intelligence involves delivering business operation information as it occurs. Credit card companies use real-time BI by approving purchase amounts via mobile to retain customers longer. The process involves feeding transactions to a system maintaining the current enterprise state in real-time for tactical decisions alongside classic strategic functions.
Business intelligence plays a key role in modern business by processing vast information into understandable formats for strategic, tactical, and operational decision making. This helps decision makers faced with information overload and inconsistent data.
RFT for Business Intelligence and Data Strategy
This is a presentation by SEAI on the high level requirements for a RFT for Business Intelligence and Data Strategy Support.
Sustainable IT KPMG Publication D. Brack Co-Author
This document discusses sustainable IT and provides a primer for business people on what it means and how organizations can approach it. Sustainable IT incorporates economic, environmental, and social factors of technology and innovation. The global IT industry accounts for 2% of carbon emissions, equivalent to aviation. Forward-thinking organizations are already self-disclosing sustainability reports and making commitments to reduce their environmental impact. Both voluntary guidelines and potential future regulations mean organizations may need to comply with demands for comprehensive sustainability reporting. Businesses can take immediate actions around power management and paper usage, and develop medium-to-long term strategies to reduce costs and environmental impacts through data center design, storage, virtualization, and training. Sustainable IT is a tool for competitive advantage
Records management overview - InFuture
Overview of Records Management. Records management (RM) is the practice of maintaining the records of an organization from the time they are created up through their eventual disposal. This presentation walks through the key drivers, records management adoption issues, policy alignment and the cloud.
DEVELOPING A KNOWLEDGE MANAGEMENT SPIRAL FOR THE LONG-TERM PRESERVATION SYSTE...
This document discusses the development of a knowledge management system for long-term digital preservation on a semantic grid. It presents a conceptual model that integrates knowledge management principles with archival workflows. A logical architecture is described that realizes this model using a semantic datagrid infrastructure based on the OAIS reference model. The goal is to support flexible management of distributed digital archives while enabling new knowledge discovery and value creation through dynamic semantic annotations over time.
“Recognizing Value from a Shared RM/DM Repository: Canadian Government Perspe...
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Achieving Global Best Practice in ICT Sustianability_Lee_Stewart_Final_v3.1doc
Fujitsu manages over 500,000 ICT assets for customers in Australia and New Zealand, with an annual power and cooling bill of over $42 million and carbon emissions of 150,000 tonnes. Most organizations have an average ICT sustainability score of 53 out of 100, while best practice is 80. Fujitsu worked with customers like Meridian Energy and Qantas to improve their scores through benchmarking, workshops identifying improvement projects, and setting targets to achieve best practice within a year. Meridian achieved a score of 80+ through initiatives like a green IT policy, procurement standards, and executive support. Achieving best practice can save up to $16 million and reduce emissions by 60,000 tonnes annually.
Similar to Chapters 1718 – From our weekly chapter reading, digital pres.docx (20)
GDPR compliance: getting everyone in the organisation on board
GDPR compliance: getting everyone in the organisation on board
The Economic Value of Data: A New Revenue Stream for Global Custodians
The Economic Value of Data: A New Revenue Stream for Global Custodians
Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx
Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx
Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx
Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx
Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx
Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx
Return on Investment of Diversity and Inclusion Initiatives in Information Go...
Return on Investment of Diversity and Inclusion Initiatives in Information Go...
White Paper: The Business Case for IT Governance in the Age of Digital Transf...
White Paper: The Business Case for IT Governance in the Age of Digital Transf...
Report on strategic rules of Information System for changing the bases of com...
Report on strategic rules of Information System for changing the bases of com...
Multi-organizational frameworks for digital information sustainability
Multi-organizational frameworks for digital information sustainability
In order to have a successful IG program, one of the eight (8) I
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Sustainable IT KPMG Publication D. Brack Co-Author
Sustainable IT KPMG Publication D. Brack Co-Author
DEVELOPING A KNOWLEDGE MANAGEMENT SPIRAL FOR THE LONG-TERM PRESERVATION SYSTE...
DEVELOPING A KNOWLEDGE MANAGEMENT SPIRAL FOR THE LONG-TERM PRESERVATION SYSTE...
“Recognizing Value from a Shared RM/DM Repository: Canadian Government Perspe...
“Recognizing Value from a Shared RM/DM Repository: Canadian Government Perspe...
Achieving Global Best Practice in ICT Sustianability_Lee_Stewart_Final_v3.1doc
Achieving Global Best Practice in ICT Sustianability_Lee_Stewart_Final_v3.1doc
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1. Strive to attain a standard of primary palliative care so that all health care providers have basic knowledge of palliative nursing to improve the care of patients and families.
2. All nurses will have basic skills in recognizing and managing symptoms, including pain, dyspnea, nausea, constipation, and others.
3. Nurses will be comfortable having discussions about death, and will collaborate with the care teams to ensure that patients and families have current and accurate information about the possibility or probability of a patient’s impending death.
4. Encourage patient and family participation in health care decision-making, including the use of advance directives in which both patient preferences and surrogates are identified.
Education
1. Those who practice in secondary or tertiary palliative care will have specialist education and certification.
2. Institutions and schools of nursing will integrate precepts of primary palliative care into curricula.
3. Basic and specialist End-of-Life Nursing Education Consortium (ELNEC) resources will be available.
4. Advocate for additional education in academic programs and work settings related to palliative care, including symptom management, supported decision-making, and end-of-life care, focusing on patients and families.
Research
1. Increase the integration of evidence-based care across the dimensions of end-of-life care.
2. Develop best practices for quality care across the dimensions of end-of-life care, including the physical, psychological, spiritual, and interpersonal.
3. Support the use of evidence-based and ethical care, and support decision-making for care at the end of life.
4. Develop best practices to measure the quality and effectiveness of the counseling and interdisciplinary care patients and families receive regarding end-of-life decision-making and treatments.
5. Support research that examines the relationship of patient and family satisfaction and their utilization of health care resources in end-of-life care choices.
Administration
1. Promote work environments in which the standards for excellent care extend through the patient’s death and into post-death care for families.
2. Encourage facilities and institutions to support the clinical competence and professional development that will help nurses provide excellent, dignified, and compassionate end-of-life care.
3. Work toward a standard of palliative care available to patients and families from the time of diagnosis of a serious illness or an injury.
4. Sup.
Chinese HistoryBased on the lecture on Chinese History and Marxi.docx
Chinese History
Based on the lecture on Chinese History and Marxist Historiography that we can observe that women’s values for love and marriage have changed dramatically. China entered different periods from the feudal system to the opening of China. In the feudal period, people attached importance to family ethics took the land as the main interest and lived a life according to family rules. However, after China entered the capitalist era, capitalism encouraged people to pursue money and material life.
Marriage and love are very important to a woman. However, at different times, a woman has a completely different way of life. For example, Yulian lived in a feudal period dominated by family so she put her husband's family first. In my opinion, Yulian sacrificed her love and happiness for putting family first, which is a great thing but not worth it. However, Jia Jia from the beginning of the gold digger because of a series of events and become a brave pursuit of their own love and life woman is very worthy of praise.
With the passage of time, people's concept has changed gradually, from the old conservative value of family to the priority of their own ideas, from the pursuit of land as the interest standard to the pursuit of money and material life as the most important goal, which is an important symbol of the changing times.
Jia Jia and Julian have something in common. They all focus on who can give them a stable and good life. However, the difference is that Yulian follows the traditional idea of giving priority to her family but Jia Jia is based on their own ideas to live out their own life.
Marxist Historiography
1. Marxist Historiography has five different stages. The first stage is Primitive Communism, People at this stage use hunting as raw meat, which is the most important asset. The second stage is Oriental Slavery, the agricultural development began, and people willing to fight elsewhere and take slaves to cultivate for themselves. The most valuable is the slave. The third stage is Feudalism, serfs or peasants serve for their king and pay the rent or tax. Capitalism is the four-stage, the most important asset is money. The five-stage is Communism, for this stage that no more private ownership and it will be a world of peace and no war.
2. Base on Marxist Historiography lecture, the era of Yulian's life is very important to the family. She listens to her family's arrangements to get married and takes care of her husband's family after marriage. So I think Yulian is in the third stage of the Marxism Feudalism stage because people at this stage serve the king, they obedient and obey the rules. Yulian's life all follow her husband’s family and obey her family. Jia Jia emphasized that she has money from the beginning of the film. Anything she wants that she just use money to get it. All Jia Jia thinks that she can buy it with money. Therefore, Jia Jia is the fourth stage Capitalism stage in Marxism.
3. On the stage of Yulian so be .
Children need an Aesthetics Experience from the teacher and in the c.docx
Children need an Aesthetics Experience from the teacher and in the classroom. The above document is a brief summary of Aesthetic and some key terms.
Do the following:
1. Read the document completely
2. Study the Key Terms
3. Use the key terms and determine which words can be used in a Early Childhood Classroom and which words can be used with an An Art Conversation with a child. Give a brief explanation of your reasoning
.
China’s economy中国经济httpworldmap.harvard.educhinamap.docx
China’s economy
中国经济
http://worldmap.harvard.edu/chinamap/
How has China’s economy changed 1949-present?
What is the structure of PR China’s economy?
What are some major agricultural issues in China?
What are some industrial issues in China?
What is the Belt and Road Initiative?
What are the economic forces at work in China?
How has the economic reform policy progressed in China?
How has China’s economy changed 1949-present?
Economy Timeline
Mao 1950s Land reform, Collectivization, Great Leap Forward, 1960s Cultural Revolution
1976 Four Modernizations
Deng Reforms
1980s Agricultural Responsibility System
Socialist Economy with Chinese Characteristics
Exports
1992 Deng’s Southern tour
Regional Development, Coast, Interior
2000 Develop the West
2010 Moderate Prosperity, Technology, Green
2013 Third Plenum - China Dream
http://www.bbc.co.uk/news/business-25033622
http://www.bbc.com/news/world-asia-china-31744373
Videos
China in the Red
http://www.pbs.org/wgbh/pages/frontline/shows/red/
http://www.dailymotion.com/video/xen5f7_pbs-china-in-the-red-9-11_news
What are the lives of people like?
Form of Economy
Mixed Economy
Market-Leninism
Transition: Elements of Socialism, Market & Capitalism
What is the structure of PR China’s economy?
Ownership types: State, Collective, Private and individual, Foreign
Economic Indicators
GDP Trillion $25.36
GDP per capita $18, 200
GDP growth 6.9% GDP Composition
Agriculture 8%, Industry 40% Service 52%
Labor Composition
Agriculture 28%, Industry 29% Service 43%
Poverty 3.3%, <RMB2300 ( US$400)
Trade
Exports (number 1):
US 19, Hong Kong 12, Japan 6, South Korea 5
Electrical, computers, apparel, furniture, textiles
Imports ( number 2):
South Korea 10, Japan 9, US 9, Germany 5, Australia 5
Electrical, oil, medical, ore, vehicle, soybean
Structure of China’s Transitional Economy 1
Structure of China’s Transitional Economy
Industrial structure (compare to Japan and S. Korea)
Enterprise groups – SOE State Operated Enterprise
state support/control, losing money, 25% industry
Collective enterprises – independent of state
manager bought company from state
40% industry
TVE Enterprises – Township and Village Enterprises (former collective)
Owned operated by rural - Dynamic element of economy
Structure of China’s Transitional Economy 2
Private Entrepreneurs - small business, 20% industry
services/manufactures Difficult taxes, legality, politics
Foreign Ventures – partnerships, 10% industry
– commerce, industry
Agriculture - backbone of economy 8% econ
employment / food supply
Responsibility system, state out of agriculture
have right to work land
Food price control and some subsidies still exist
Economic Dualism
Industrial v. non-industrial : worker - peasant
Coastal & open cities v. hinterland “backward”
City v. country
urban v. rural
China Inc?
Simplified form
CCP
Business Bureaucracy
(SOE, Coll., TVE) (State Council)
Rural .
Childrens Health Insurance Program CHIP. Respond to the 5 questions.docx
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1. What is the CHIP program? When and how was it established? how does it benefit children’s health and wellbeing and that of the overall population?
2. How could the CHIP program continue to be successfully funded?
3. Who do you feel should be covered in the program?
4. How should the qualifications be set for being accepted?
5. Revise one evidence-based article regarding this program and the impact it has.
.
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