: Denver Goes Alfresco
Most of us have never contemplated the totality of services provided every day by our local or city gov-ernments. From administering elections to maintain-ing a court system, a coroner’s office, birth and death records, and deeds of trust, to managing trash pickup,
recycling programs, and hazardous waste disposal, local governments are document repositories extraor-dinaire! The consolidated city-county government of Denver, Colorado, is a striking case in point. With a combined population of over 600,000, and encompass-
ing 155 square miles and 80 defined neighborhoods, this fused governmental entity oversees nearly 140 schools, over 200 parks, 29 recreation centers, 14 pub-lic libraries, 34 fire stations, over 1,000 buses and five
light rail lines, Denver International Airport (DIA), an animal shelter, a Department of Motor Vehicles, and hundreds of other governmental departments and services. The amount of documentation in the varied
and yet often interconnected departments is stag-gering. Nearly $1 billion and over 10,000 employees are needed to keep Denver’s services running and to
record, verify, and compile all of the supporting docu-mentation.In 2005, the more than 70 agencies of the con-solidated city-county government used 14 different document management systems, none of which
could communicate or interact with each other. The Information Technology department supervised mul-tiple autonomous IT units with their own systems and standards. This decentralization created problems not just with document sharing, but also with docu-
ment security and the ability to audit record keeping functions, particularly scanned contracts and finan-cial records. Employee productivity was negatively impacted through time wasted in locating required documents from other agencies, duplication of IT
functions, and cumbersome document scanning appli-cations. Mayor John Hickenlooper, a proponent of govern-ment transparency and efficiency, created a central-ized IT group and assigned it the task of conceiving an integrated strategy to unify and streamline IT functions. Scrapping the 14 document management
systems was an obvious first cost-saving action. The enterprise content management (ECM) system
adopted would need to revamp the city’s contract record system so that it no longer needed a nightly reboot, met security standards, and was easily
searchable for employees across agencies. Described
by Al Rosabal, Deputy CIO Denver City and County, as an “end-of-life” system, the existing system had poor search capabilities and overall feeble perfor-mance.Initially, the Technology Services Group was
stymied in locating a cost-effective solution that could be implemented without any interruption in service.
Then it discovered Alfresco. Alfresco’s all-Web-based, open source ECM system was not only affordable to implement, but would conservatively save Denver approximately $1.5 million over five years. CIO Rosabal estimates that.
INTERACTIVE SESSION ORGANIZATIONSCase Study #1DENVER GOES ALF.docxlmelaine
INTERACTIVE SESSION: ORGANIZATIONS
Case Study #1
DENVER GOES ALFRESCO
Most of us have never contemplated the totality of services provided every day by our local or city gov-ernments. From administering elections to maintaining a court system, a coroner’s office, birth and death records, and deeds of trust, to managing trash pickup, recycling programs, and hazardous waste disposal, local governments are document repositories extraordinaire! The consolidated city-county government of Denver, Colorado, is a striking case in point. With a combined population of over 600,000, and encompassing 155 square miles and 80 defined neighborhoods, this fused governmental entity oversees nearly 140 schools, over 200 parks, 29 recreation centers, 14 public libraries, 34 fire stations, over 1,000 buses and five light rail lines, Denver International Airport (DIA), an animal shelter, a Department of Motor Vehicles, and hundreds of other governmental departments and services. The amount of documentation in the varied and yet often interconnected departments is staggering. Nearly $1 billion and over 10,000 employees are needed to keep Denver’s services running and to record, verify, and compile all of the supporting documentation. In 2005, the more than 70 agencies of the con-solidated city-county government used 14 different document management systems, none of which could communicate or interact with each other. The Information Technology department supervised multiple autonomous IT units with their own systems and standards. This decentralization created problems not just with document sharing, but also with document security and the ability to audit record keeping functions, particularly scanned contracts and financial records. Employee productivity was negatively impacted through time wasted in locating required documents from other agencies, duplication of IT functions, and cumbersome document scanning applications. Mayor John Hickenlooper, a proponent of government transparency and efficiency, created a centralized IT group and assigned it the task of conceiving an integrated strategy to unify and streamline IT functions. Scrapping the 14 document management systems was an obvious first cost-saving action. The enterprise content management (ECM) system adopted would need to revamp the city’s contract record system so that it no longer needed a nightly reboot, met security standards, and was easily searchable for employees across agencies. Described by Al Rosabal, Deputy CIO Denver City and County, as an “end-of-life” system, the existing system had poor search capabilities and overall feeble performance. Initially, the Technology Services Group was stymied in locating a cost-effective solution that could be implemented without any interruption in service. Then it discovered Alfresco. Alfresco’s all-Web-based, open source ECM system was not only affordable to implement, but would conservatively save Denver approximately $1.5 million over five years. CIO.
For each of these, only answer the case study questions associat.docxbudbarber38650
For each of these, only answer the case study questions associated with them found at the end of the discussion. You do not need to answer the "MIS in Action" questions.
Chapter 11, pg. 427: Denver Goes Alfresco
Most of us have never contemplated the totality of services provided every day by our local or city governments. From administering elections to maintaining a court system, a coroner’s office, birth and death records, and deeds of trust, to managing trash pickup, recycling programs, and hazardous waste disposal, local governments are document repositories extraordinaire! The consolidated city-county government of Denver, Colorado, is a striking case in point. With a combined population of over 600,000, and encompassing 155 square miles and 80 defined neighborhoods, this fused governmental entity oversees nearly 140 schools, over 200 parks, 29 recreation centers, 14 public libraries, 34 fire stations, over 1,000 buses and five light rail lines, Denver International Airport (DIA), an animal shelter, a Department of Motor Vehicles, and hundreds of other governmental departments and services. The amount of documentation in the varied and yet often interconnected departments is staggering. Nearly $1 billion and over 10,000 employees are needed to keep Denver’s services running and to record, verify, and compile all of the supporting documentation. In 2005, the more than 70 agencies of the consolidated city-county government used 14 different document management systems, none of which could communicate or interact with each other. The Information Technology department supervised multiple autonomous IT units with their own systems and standards. This decentralization created problems not just with document sharing, but also with document security and the ability to audit record keeping functions, particularly scanned contracts and financial records. Employee productivity was negatively impacted through time wasted in locating required documents from other agencies, duplication of IT functions, and cumbersome document scanning applications. Mayor John Hickenlooper, a proponent of government transparency and efficiency, created a centralized IT group and assigned it the task of conceiving an integrated strategy to unify and streamline IT functions. Scrapping the 14 document management systems was an obvious first cost-saving action. The enterprise content management (ECM) system adopted would need to revamp the city’s contract record system so that it no longer needed a nightly reboot, met security standards, and was easily searchable for employees across agencies. Described by Al Rosabal, Deputy CIO Denver City and County, as an “end-of-life” system, the existing system had poor search capabilities and overall feeble performance. Initially, the Technology Services Group was stymied in locating a cost-effective solution that could be implemented without any interruption in service. Then it discovered Alfresco. Alfresco’s all-Web-based, open s.
supporting docu-mentation.In 2005, the more than 70 agencies of .docxcalvins9
supporting docu-
mentation.
In 2005, the more than 70 agencies of the con-
solidated city-county government used 14 different
document management systems, none of which
could communicate or interact with each other. The
Information Technology department supervised mul-
tiple autonomous IT units with their own systems
and standards. This decentralization created problems
not just with document sharing, but also with docu-
ment security and the ability to audit record keeping
functions, particularly scanned contracts and finan-
cial records. Employee productivity was negatively
impacted through time wasted in locating required
documents from other agencies, duplication of IT
functions, and cumbersome document scanning appli-
cations.
Mayor John Hickenlooper, a proponent of govern-
ment transparency and efficiency, created a central-
ized IT group and assigned it the task of conceiving
an integrated strategy to unify and streamline IT
functions. Scrapping the 14 document management
systems was an obvious first cost-saving action.
The enterprise content management (ECM) system
adopted would need to revamp the city’s contract
record system so that it no longer needed a nightly
reboot, met security standards, and was easily
searchable for employees across agencies. Described
by Al Rosabal, Deputy CIO Denver City and County,
as an “end-of-life” system, the existing system had
poor search capabilities and overall feeble perfor-
mance.
Initially, the Technology Services Group was
stymied in locating a cost-effective solution that could
be implemented without any interruption in service.
Then it discovered Alfresco. Alfresco’s all-Web-based,
open source ECM system was not only affordable to
implement, but would conservatively save Denver
approximately $1.5 million over five years. CIO
Rosabal estimates that, over time, the open source
model could save the city up to $1 million a year in
recurring licensing, deployment, and maintenance
costs as opposed to a proprietary system.
Alfresco’s ECM capabilities include document,
record, and image management, document version-
ing, multi-language support, support for multiple
client operating systems (Windows, GNU/Linux, and
Solaris), Web content management, and integration
with MySQL, which Denver used for its relational
database management system. With a browser-based
graphical user interface and integration with the most
commonly used Microsoft Office suites, Alfresco ECM
was a perfect fit to economically meet Denver’s needs.
Implementation began in 2009 and took place in 6- to
12-week cycles over 15 months’ time. Each cycle also
included employee training. This gradual phase-in
encouraged employee cooperation and allowed time
for feedback before the next learning curve began.
For the auditor and controller offices, Alfresco
was integrated with the current PeopleSoft Financial
Management software so that employees could view
contracts and associated content .
The City and County of Denver automated business processes and improved citizen engagement by implementing Alfresco Enterprise Content Management with help from consulting firm Zia. Zia helped Denver consolidate from 14 document systems onto the Alfresco platform in a multi-phased approach. This improved processes like contract management, saved an estimated $1.5 million over 5 years, and allowed online and mobile citizen services like reporting issues to 311. Zia continues to help Denver extend automation and integration to other areas like permitting and licensing.
TransPerfect acquires market leader in Big Data eDiscovery Technologyalejandro_tpt
TransPerfect Legal Solutions acquired Digital Reef, a leading provider of big data eDiscovery technology. Digital Reef will become a division of TransPerfect and provide clients with greater global support and scalability by combining its data processing capabilities with TransPerfect's worldwide footprint. The acquisition will allow clients access to a variety of early case assessment tools and Digital Reef's high-throughput eDiscovery data center, capable of processing over 17 terabytes of data daily. Ivan O'Sullivan, COO of Digital Reef, said the deal would benefit clients with a new level of service.
The document summarizes a ribbon cutting ceremony for the Oregon Records Management Solution (ORMS) and Synergy Data Center partnership. It then provides details on how the ORMS Software as a Service (SaaS) billing model works, charging agencies per user each month even if all users haven't begun using the system. The monthly fees help cover upfront infrastructure costs and are significantly lower than alternatives. The document urges agencies to ensure employees use the system, as getting billed is not a SaaS issue but a management responsibility. It describes alternatives that pose higher risks and costs if electronic records are not properly managed.
Moving Forward: Harnessing data to improve business outcomes in travel and tr...Susanna Harper
Smarter transportation can improve customer service, operate more efficiently, and assure safety. IBM is helping clients in all modes of travel and transportation harness their data using the power of analytics to address these challenges.
INTERACTIVE SESSION ORGANIZATIONSCase Study #1DENVER GOES ALF.docxlmelaine
INTERACTIVE SESSION: ORGANIZATIONS
Case Study #1
DENVER GOES ALFRESCO
Most of us have never contemplated the totality of services provided every day by our local or city gov-ernments. From administering elections to maintaining a court system, a coroner’s office, birth and death records, and deeds of trust, to managing trash pickup, recycling programs, and hazardous waste disposal, local governments are document repositories extraordinaire! The consolidated city-county government of Denver, Colorado, is a striking case in point. With a combined population of over 600,000, and encompassing 155 square miles and 80 defined neighborhoods, this fused governmental entity oversees nearly 140 schools, over 200 parks, 29 recreation centers, 14 public libraries, 34 fire stations, over 1,000 buses and five light rail lines, Denver International Airport (DIA), an animal shelter, a Department of Motor Vehicles, and hundreds of other governmental departments and services. The amount of documentation in the varied and yet often interconnected departments is staggering. Nearly $1 billion and over 10,000 employees are needed to keep Denver’s services running and to record, verify, and compile all of the supporting documentation. In 2005, the more than 70 agencies of the con-solidated city-county government used 14 different document management systems, none of which could communicate or interact with each other. The Information Technology department supervised multiple autonomous IT units with their own systems and standards. This decentralization created problems not just with document sharing, but also with document security and the ability to audit record keeping functions, particularly scanned contracts and financial records. Employee productivity was negatively impacted through time wasted in locating required documents from other agencies, duplication of IT functions, and cumbersome document scanning applications. Mayor John Hickenlooper, a proponent of government transparency and efficiency, created a centralized IT group and assigned it the task of conceiving an integrated strategy to unify and streamline IT functions. Scrapping the 14 document management systems was an obvious first cost-saving action. The enterprise content management (ECM) system adopted would need to revamp the city’s contract record system so that it no longer needed a nightly reboot, met security standards, and was easily searchable for employees across agencies. Described by Al Rosabal, Deputy CIO Denver City and County, as an “end-of-life” system, the existing system had poor search capabilities and overall feeble performance. Initially, the Technology Services Group was stymied in locating a cost-effective solution that could be implemented without any interruption in service. Then it discovered Alfresco. Alfresco’s all-Web-based, open source ECM system was not only affordable to implement, but would conservatively save Denver approximately $1.5 million over five years. CIO.
For each of these, only answer the case study questions associat.docxbudbarber38650
For each of these, only answer the case study questions associated with them found at the end of the discussion. You do not need to answer the "MIS in Action" questions.
Chapter 11, pg. 427: Denver Goes Alfresco
Most of us have never contemplated the totality of services provided every day by our local or city governments. From administering elections to maintaining a court system, a coroner’s office, birth and death records, and deeds of trust, to managing trash pickup, recycling programs, and hazardous waste disposal, local governments are document repositories extraordinaire! The consolidated city-county government of Denver, Colorado, is a striking case in point. With a combined population of over 600,000, and encompassing 155 square miles and 80 defined neighborhoods, this fused governmental entity oversees nearly 140 schools, over 200 parks, 29 recreation centers, 14 public libraries, 34 fire stations, over 1,000 buses and five light rail lines, Denver International Airport (DIA), an animal shelter, a Department of Motor Vehicles, and hundreds of other governmental departments and services. The amount of documentation in the varied and yet often interconnected departments is staggering. Nearly $1 billion and over 10,000 employees are needed to keep Denver’s services running and to record, verify, and compile all of the supporting documentation. In 2005, the more than 70 agencies of the consolidated city-county government used 14 different document management systems, none of which could communicate or interact with each other. The Information Technology department supervised multiple autonomous IT units with their own systems and standards. This decentralization created problems not just with document sharing, but also with document security and the ability to audit record keeping functions, particularly scanned contracts and financial records. Employee productivity was negatively impacted through time wasted in locating required documents from other agencies, duplication of IT functions, and cumbersome document scanning applications. Mayor John Hickenlooper, a proponent of government transparency and efficiency, created a centralized IT group and assigned it the task of conceiving an integrated strategy to unify and streamline IT functions. Scrapping the 14 document management systems was an obvious first cost-saving action. The enterprise content management (ECM) system adopted would need to revamp the city’s contract record system so that it no longer needed a nightly reboot, met security standards, and was easily searchable for employees across agencies. Described by Al Rosabal, Deputy CIO Denver City and County, as an “end-of-life” system, the existing system had poor search capabilities and overall feeble performance. Initially, the Technology Services Group was stymied in locating a cost-effective solution that could be implemented without any interruption in service. Then it discovered Alfresco. Alfresco’s all-Web-based, open s.
supporting docu-mentation.In 2005, the more than 70 agencies of .docxcalvins9
supporting docu-
mentation.
In 2005, the more than 70 agencies of the con-
solidated city-county government used 14 different
document management systems, none of which
could communicate or interact with each other. The
Information Technology department supervised mul-
tiple autonomous IT units with their own systems
and standards. This decentralization created problems
not just with document sharing, but also with docu-
ment security and the ability to audit record keeping
functions, particularly scanned contracts and finan-
cial records. Employee productivity was negatively
impacted through time wasted in locating required
documents from other agencies, duplication of IT
functions, and cumbersome document scanning appli-
cations.
Mayor John Hickenlooper, a proponent of govern-
ment transparency and efficiency, created a central-
ized IT group and assigned it the task of conceiving
an integrated strategy to unify and streamline IT
functions. Scrapping the 14 document management
systems was an obvious first cost-saving action.
The enterprise content management (ECM) system
adopted would need to revamp the city’s contract
record system so that it no longer needed a nightly
reboot, met security standards, and was easily
searchable for employees across agencies. Described
by Al Rosabal, Deputy CIO Denver City and County,
as an “end-of-life” system, the existing system had
poor search capabilities and overall feeble perfor-
mance.
Initially, the Technology Services Group was
stymied in locating a cost-effective solution that could
be implemented without any interruption in service.
Then it discovered Alfresco. Alfresco’s all-Web-based,
open source ECM system was not only affordable to
implement, but would conservatively save Denver
approximately $1.5 million over five years. CIO
Rosabal estimates that, over time, the open source
model could save the city up to $1 million a year in
recurring licensing, deployment, and maintenance
costs as opposed to a proprietary system.
Alfresco’s ECM capabilities include document,
record, and image management, document version-
ing, multi-language support, support for multiple
client operating systems (Windows, GNU/Linux, and
Solaris), Web content management, and integration
with MySQL, which Denver used for its relational
database management system. With a browser-based
graphical user interface and integration with the most
commonly used Microsoft Office suites, Alfresco ECM
was a perfect fit to economically meet Denver’s needs.
Implementation began in 2009 and took place in 6- to
12-week cycles over 15 months’ time. Each cycle also
included employee training. This gradual phase-in
encouraged employee cooperation and allowed time
for feedback before the next learning curve began.
For the auditor and controller offices, Alfresco
was integrated with the current PeopleSoft Financial
Management software so that employees could view
contracts and associated content .
The City and County of Denver automated business processes and improved citizen engagement by implementing Alfresco Enterprise Content Management with help from consulting firm Zia. Zia helped Denver consolidate from 14 document systems onto the Alfresco platform in a multi-phased approach. This improved processes like contract management, saved an estimated $1.5 million over 5 years, and allowed online and mobile citizen services like reporting issues to 311. Zia continues to help Denver extend automation and integration to other areas like permitting and licensing.
TransPerfect acquires market leader in Big Data eDiscovery Technologyalejandro_tpt
TransPerfect Legal Solutions acquired Digital Reef, a leading provider of big data eDiscovery technology. Digital Reef will become a division of TransPerfect and provide clients with greater global support and scalability by combining its data processing capabilities with TransPerfect's worldwide footprint. The acquisition will allow clients access to a variety of early case assessment tools and Digital Reef's high-throughput eDiscovery data center, capable of processing over 17 terabytes of data daily. Ivan O'Sullivan, COO of Digital Reef, said the deal would benefit clients with a new level of service.
The document summarizes a ribbon cutting ceremony for the Oregon Records Management Solution (ORMS) and Synergy Data Center partnership. It then provides details on how the ORMS Software as a Service (SaaS) billing model works, charging agencies per user each month even if all users haven't begun using the system. The monthly fees help cover upfront infrastructure costs and are significantly lower than alternatives. The document urges agencies to ensure employees use the system, as getting billed is not a SaaS issue but a management responsibility. It describes alternatives that pose higher risks and costs if electronic records are not properly managed.
Moving Forward: Harnessing data to improve business outcomes in travel and tr...Susanna Harper
Smarter transportation can improve customer service, operate more efficiently, and assure safety. IBM is helping clients in all modes of travel and transportation harness their data using the power of analytics to address these challenges.
This document discusses opening up public data to improve transparency and efficiency. It defines public data and outlines principles for publishing public data, such as making it reusable, machine-readable, and available through a single access point. It also provides examples of data that local councils could publish, such as information on communities, businesses, locations, and council services, finances, and performance. Finally, it discusses standards and architectures for aggregating and sharing public data across different areas in a consistent and reusable way.
Alfresco is an open platform for managing and collaborating on business-critical content. It manages over 4 billion files for 7 million users across 3,000 companies in 180 countries. Alfresco streamlines processes involving documents like loan origination, insurance claims, invoices, contracts, and more. Recent deployments have involved over 100 million documents and 100,000 users, and one government agency ingests over 10,000 medical records per day into Alfresco.
The document provides information about DLR Group, an integrated design firm that specializes in civic and justice facilities. It discusses their approach to collaborative design and lists recognition they have received. It then describes services offered, a commitment to sustainability, and their brand promise. Project examples are given for police facilities designed by DLR Group in Fontana, Las Vegas, and Lafayette that improved operations and created welcoming, efficient spaces for law enforcement and the community.
The City of Denver implemented Alfresco in 2009 to help consolidate content management systems and provide a central content repository for managing city contracts. With the help of Zia Consulting, an Alfresco Platinum Partner, Denver now uses Alfresco as the foundation to help streamline multiple city business processes and to communicate better with its citizens.
In the past 15 months, Denver has replaced it outdated contract records system, automated its procurement process, and extended its 311 service to the Web and mobile devices. Using Alfresco as the central content repository, Denver and Zia have integrated it with CRM systems, PeopleSoft Financials and Oracle ESB as well as built reusable Web services based on the CMIS content management standard.
Denver’s use of Alfresco is not limited to internal city processes. The City extended its 311 service from a call center service to include the Web and Mobile apps. Citizens can now download the 311 app from the Apple App Store and easily report non-emergency items to the city such as potholes or graffiti.
Encore Forwarding was struggling to efficiently track global shipments as carriers submitted inconsistent data formats that staff had to manually reformat. This was a time-consuming process prone to errors. Encore implemented the Descartes Global Logistics Network to electronically exchange standardized data in real-time with carriers. This enabled automated updates to Encore's system and improved visibility into shipments for customers, while reducing the staff workload around manual data processing.
Formyula helps environmental organizations collect and analyze environmental testing data through mobile and web applications. This allows environmental consultants, laboratories, and companies to more efficiently manage large amounts of site assessment and testing data, which must be accurately collected and documented to meet regulatory compliance standards. Formyula's customized and integrated platforms replace inefficient paper-based systems and manual data entry, improving productivity, decision-making, and business outcomes for clients in the environmental services industry.
John Harvey has over 35 years of experience in law enforcement and information technology. He has extensive experience managing projects using various methodologies and developing systems for law enforcement agencies. Some of his roles include deputy director of the Ogden Police Department and systems manager for the Memphis Police Department's Real Time Crime Center.
Deborah Cole has over 13 years of experience as a consultant and end user of technical software in the federal sector. She has expertise in business process modeling, requirements gathering, and technical documentation. Her skills include creating documentation, training materials, presentations, and performing requirements analysis, gap analysis, and user acceptance testing. She is proficient in various software such as MS Office, Visio, SharePoint, and technical GIS and image analysis programs.
Knowledge tree implementation case studyShyam Desigan
Volunteers of America Chesapeake needed a document management solution to help with cost reimbursement invoicing and auditing. They selected KnowledgeTree's cloud-based software as a service due to its ease of use, quick implementation time, and hosting on Amazon Web Services. KnowledgeTree helped Volunteers of America Chesapeake digitize processes, improve collaboration, facilitate full cost reimbursement, and uncover $30,000-$50,000 in additional annual revenue. The non-profit found that KnowledgeTree's hosted solution saved time, resources, and money compared to traditional on-site systems, aligning with their business model.
Knowledge Tree Implementation Case StudyShyam Desigan
Volunteers of America Chesapeake needed a document management solution to help with cost reimbursement invoicing and auditing. They selected KnowledgeTree's cloud-based software as a service due to its ease of use, quick implementation time, and low costs. KnowledgeTree helped Volunteers of America Chesapeake digitize their processes, improve collaboration, and uncover $30,000-50,000 in additional annual revenue through improved invoice documentation and reimbursement.
This document summarizes Laserfiche's enterprise content management solutions. It describes how Laserfiche can automate and optimize business processes through capabilities like records management, document routing, electronic forms and digital signatures. It provides examples of processes that can be transformed, and explains how Laserfiche allows organizations to innovate how documents are processed and analyzed to achieve business results. The document also highlights Laserfiche's certifications for records management and compliance with standards like DoD 5015.2 and VERS.
The California Department of Corrections and Rehabilitation partnered with HP Enterprise Services to develop the Strategic Offender Management System (SOMS) to modernize its offender management processes. SOMS consolidated over 40 legacy systems into a single integrated system, automating many paper-based processes. It provides secure access to complete offender records for over 53,000 staff. SOMS has improved staff efficiency, increased safety, and is estimated to reduce annual costs by $12 million through reduced paper use, staffing, and improved processes.
What dimensions of quality were highlighted in the Delta Airlines ba.pdffcaindore
What are the consequences of a spinal injury in the thoracic region of the spinal cord if the
damage is to the gray matter? What about a complete transection of the white matter in the
thoracic region? What body regions and functions that would be disrupted? Why is a white
matter injury in the upper cervical region worse than one lower down in the cord? How do white
matter injuries affect reflexes? How do gray matter injuries affect reflexes? F: Explain the
Solution
Grey matter is found in spinal cord which is known as the grey column. Grey matter Fuctions on
most of the brain\'s neuronal cell bodies. The grey matter works in muscle control, sensory
perception such as seeing and hearing, memory, emotions, speech, decision making, and self-
control. So we can say if Gray Matter damage then person can loose their hearing ability, speech
ability. Person will unable to control their Eomtions and can go Memory Loss, weakness,less
coordination, paralysis, tingling, loss of sensation, loss of bladder control.
Thoracic region structred follows which is in 12 parts. These all are indicate T1 through T12 (top
to bottom). T1 is the smallest and T12 is the largest thoracic vertebra. The thoracic region with
white matter control Chest, abdominal muscles.
If injury occur in Cervical (C1-C8) then Head neck,diaphragm and arm disrupted; if thoracic
region (T1-T12) injured then chest and abdominal mussle disrupted; if lumber region (L1-L5)
then hip and leg will be disrupted.
hite matter damage is called white matter (WMD) of the brain. White matter are the fibrous
tracts of the brain. Periventricular leukomalacia (PVL), which is addressed in this section of this
site, is a form of WMD adjacent to the ventricles of the brain, often due to fluctuations in blood
pressure or inflammation associated with prematurity. WMD can occur in other areas of the
brain for other reasons..
Descriptions of Dan Poremba's select projects, including airport commercial development, public-private partnership projects (P3), transit-oriented developments (TOD), large mixed-use projects and major asset management portfolios.
Patrick Foose has provided writing samples that include a keyword-driven web story summarizing a drone delivery by 7-Eleven and Flirtey, a case study on how the city of Omaha saw improved efficiency using Freeance Mobile for Cityworks for inspections, and a script for a video about how Durham, North Carolina's water department reduced costs and gave workers more field control using Freeance Mobile for Cityworks.
Digital Business Strategy Case: Disruption in the Logistics IndustryBarbara Fontela Baro
Manufacturing companies are facing higher expectations from customers: faster time- to-market, customized products and free shipping. Like individuals, they now expect to get faster shipments flexibility, and transparency at a lower price. Startups are disrupting the logistics industry by tackling several pain points.
A large financial institution with thousands of locations nationwide lacked visibility into its existing IT and telecom equipment due to acquisitions. SOURCE created a customized inventory management system to track the institution's assets across locations. This enabled the identification of reusable equipment, reducing purchases of duplicate items. SOURCE also refurbished equipment and centrally stored inventory, allowing for lower-cost shipping and reuse of assets. The solution saved the institution $1.5 million annually and allowed it to extend the life of existing systems, avoiding an estimated $10 million in additional purchases.
This document summarizes the key points from the CLOUD2 Commission report, which provides recommendations to accelerate adoption of cloud technologies in the U.S. government and commercial sector. The Commission is composed of 71 representatives from cloud providers, users, and enablers. The report focuses on building trust in cloud services, addressing transnational data flow issues, increasing transparency of cloud offerings, and facilitating the transformation to cloud-based systems. It provides 14 specific recommendations in these four areas to improve security, privacy, data access, portability, infrastructure, and skills. The goal is to drive U.S. leadership in cloud innovation through cooperation between government, industry, and academia.
The document describes 5 projects completed by Zycron's Project Management Office at the City of Memphis:
1. Red Light Camera Implementation to reduce traffic accidents through camera installation.
2. New Animal Shelter to implement technology for the newly constructed shelter.
3. Oracle Enterprise Asset Management to replace antiquated asset tracking systems.
4. Fire Services Computer-Aided Dispatch to provide updated dispatching and records management systems.
5. NeoGov Implementation to replace existing applicant tracking systems with a new web-based solution.
David Nilsen is seeking a position as a project/program manager with over 23 years of experience managing complex software development projects for the US military. He has managed over 65 projects and led teams of up to 22 people. Nilsen has extensive experience designing and developing learning management systems, mobile applications, and interactive multimedia instruction for the Army, Navy, Marines and service academies. He is proficient in Agile development practices and creating flexible architectures to allow for expanded functionality.
. After viewing the entire video, summarize the key ideas in the le.docxtienmixon
. After viewing the entire video, summarize the key ideas in the lecture and then give your informed response to these.
http://www.udayton.edu/artssciences/graul_chair/rrw/events/0225_speakerseries_wodiczko.php
"Art And The Culture Of War: Toward The Un-War Memorial"
– Krzysztof Wodiczko, University of Dayton Speaker Series 2014
Krzysztof Wodiczko is Professor in Residence of Art, Design, and the Public Domain at the GSD. He is renowned for his large-scale slide and video projections on architectural facades and monuments. He has realized more than eighty such public projections in Australia, Austria, Canada, England, Germany, Holland, Ireland, Israel, Italy, Mexico, Poland, Spain, Switzerland, and the United States. Since the late 1980s, his projections have involved the active participation of marginalized and estranged city residents. Simultaneously, he has been designing and implementing a series of nomadic instruments and vehicles with homeless, immigrant, and war veteran operators for their survival and communication.
.
.1. Do you agree or disagree with the following statement Defen.docxtienmixon
.1. Do you agree or disagree with the following statement? Defend your answer: "Money is the most important tool that a manager has for motivating employees.
2. When is it to an organization's advantage to hire employees who need training, and when is it advantageous to hire employees who are already trained?
.
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http://www.udayton.edu/artssciences/graul_chair/rrw/events/0225_speakerseries_wodiczko.php
"Art And The Culture Of War: Toward The Un-War Memorial"
– Krzysztof Wodiczko, University of Dayton Speaker Series 2014
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5. Know what culture is and explain how culture creates deviance.
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tomorrow
...
You have been assigned to give a presentation to your organization’s board of ethics. you will discuss a current biomedical issue that faces your organization and its social responsibility toward the issue. The issue is stem cell research
Prepare a 2-slide Microsoft® PowerPoint® presentation that discusses the biomedical issue and provide 1 paragraph speaker notes for each slide. Each 2 slides should include the following:
Slide 1:Explain the organization’s ethical responsibility toward the community and its stakeholders.
Slide 2:Explain the organization’s social responsibility toward the community and its stakeholders
.
Net sales increased 139.1% from 2001 to 2002. This significant increase in sales also led to increases in cost of goods sold (144.6%), gross profit (116.3%), and general and administrative expenses (93.8%). While advertising expenses more than quadrupled (455.2%), this large increase is likely not sustainable long-term. The increases in expenses resulted in income from operations and net income rising but at lower rates than the net sales increase (85.6% and 16.1% respectively).
.4 Verbs like gustarfascinarModelo A él le fascina viajar..docxtienmixon
.4 Verbs like gustar
fascinar
Modelo A
él
le fascina
viajar.
A mí [removed] bailar.
A nosotras [removed] cantar.
A ustedes [removed] leer.
A ti [removed] correr y patinar.
A ellos [removed] los aviones.
A mis padres [removed] caminar.
A usted [removed] jugar al tenis.
A mi esposo y a mí [removed] dormir.
A Alberto [removed] dibujar y pintar.
A todos [removed] opinar.
A Pili [removed] los sombreros.
aburrir
Modelo
A ellos
les aburren
los deportes.
A ti [removed] las películas.
A usted [removed] los viajes.
A mí [removed] las revistas.
A Jorge y a Luis [removed] los perros.
A nosotros [removed] las vacaciones.
A ustedes [removed] el béisbol.
A Marcela [removed] los libros.
A mis amigos [removed] los museos.
A ella [removed] el ciclismo.
A Omar [removed] ir de compras.
A ti y a mí [removed] el baile.
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a|A
á
é
í
ñ
ó
ú
ü
¿
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.
. Alicia brought her lunch today but now a coworker has asked her .docxtienmixon
.
Alicia brought her lunch today but now a coworker has asked her to go to the deli across the street. Select the correct statement from the following. (Points : 2)
.
. Select one of the following questions and develop an essay of ap.docxtienmixon
. Select one of the following questions and develop an essay of approximately one and a half double-spaced pages.
Use specific details, but you do not need to cite extensively from the text. (50 points)
1.
Using
from Sand Creek
analyze the depiction of non-Native characters and their understanding or misunderstanding of Native people and culture.
2.
Discuss
one
author’s representation of resilience, endurance, and cultural survival.
3.
Using
one
author’s text as your basis, analyze how minor characters are used to develop and enhance plots or themes involving major characters.
4.
Using this imperative phrase from Tapahonso’s work, “remember the things they told us,” explore how two different poems explore the importance of tradition and cultural values.
5.
Using one author’s text, explore how “witnessing” and the notion of “testimony” is a useful framework for interpreting a situation, a character, or to understanding the relationship of reader to represented event.
.
. Place each adjective clause in the following sentences in italic f.docxtienmixon
. Place each adjective clause in the following sentences in italic font and identify the pattern of that adjective clause on the line provided (SV, SVO, SVIOO, SVOOC, SLVC). Write “none” on the line if there is no adjective clause in the sentence.
2. It is a joy that most folks wouldn’t turn down
.
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. Comet Halley has an orbital period of 75 years and when it enters the inner Solar System, it passes within a few AU of the Sun.
A.
Determine the average distance of Comet Halley in AU.
B.
Right now, Comet Halley is just about past the orbit of Neptune, which has an average distance from the sun of about 30 AU. Explain how this is possible given the average distance you found from its orbital period.
2. HIPPARCOS (an acronym for HIgh Precision PARallax COllecting Satellite was a scientific mission of the European Space Agency (ES
A., launched in 1989 and operated between 1989 and 1993. It was the first space experiment devoted to astrometry, the accurate measurement of star positions, distances from us, parallaxes, and proper motions.
A.
If the measured parallax shift of star A was 0.1 arcsecs and the parallax shift of star B was 0.05 arcsecs, which star was farther away from the Earth, why?
B.
What is the distance of the farthest star in parsecs?
C.
What is the distance of the farthest star in light-years?
3. There are two optical telescopes operating at the exact same frequency.
The first telescope is a 10 m telescope that is planned to be located at the L2 Lagrangian point 1.5 million kilometers past the orbit of the Earth. The second telescope is a 2 m telescope that is planned to be placed on the far side of the moon (average distance to the moon is 380,000 km from the Earth..
A.
Which of the two telescopes will have the greater light gathering power (10 m or 2 m)?
B. Explain your answer to part (A).
If the 10m telescope were placed on the Earth on top of Mauna Kea in Hawaii at 14000 feet instead of at L2, which telescope NOW has the greater light gathering power, by what factor
C.. The 10 m telescope has a _____ (greater/smaller. light gathering power )
D.. by a factor of _____ times.
E.
Compare your answers to parts C. and
D. to your answer to part
A.. Explain any differences.
4. There was a great debate concerning the value of the Hubble constant. (NOTE: The presently accepted value of the Hubble constant is 72 km/s/Mpc as listed in your formula sheet.. One party believed the Hubble constant (Ho. was closer to 50 km/s/Mpc and the other party believed the Hubble constant was closer to 100 km/s/Mp
C. Assuming you measure a recessional velocity of a galaxy of 10,000 km/s, what is the distance to that galaxy given the two different Hubble constants
A.
Distance to galaxy using 100 km/s/Mpc = _____ Mpc
B.
Distance to galaxy using 50 km/s/Mpc = _____ Mpc
C.
How do the different Hubble constants affect the calculated age of the universe?
5. If you triple the distance between two celestial objects, how does the resultant gravitational force between the two objects compare to the original force? (for example, 2 times, 10 times, 100 times?.
A.. The force is _____ times
B. _____ (greater/weaker)..
6. Two stars have the same radius but have very dif.
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. How does conception normally occur, and how have beliefs about it changed?
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3. What complications of childbirth can endanger newborn babies, and what are the long-term prospects for infants with complicated births?
.
. (TCO 1) How does managerial and financial accounting differ in t.docxtienmixon
.
(TCO 1) How does managerial and financial accounting differ in terms of the amount of detail presented and nonmonetary and monetary information?
(Points : 15)
[removed] [removed] [removed] [removed]
TCO 4) What is a variable cost? What is an example of a variable cost?
(Points : 15)
.
. In the exposition of a short story, __________. (Points 3) .docxtienmixon
. In the exposition of a short story, __________. (Points : 3)
the action reaches its highest point
the characters and setting are introduced
the events that set the plot in motion occur
the story’s main conflict is resolved
2. The function of a short story’s exposition is to __________. (Points : 3)
present the setting and characters
carry the action to the turning point
begin the action of the plot
resolve the plot’s conflict
3. In a story, the point of highest action or the turning point is known as the ________ . (Points : 3)
rising action
falling action
resolution
climax
4. When a writer wants to capture the way real people sound when they talk, that writer will write dialogue in __________. (Points : 3)
personification
alliteration
dialect
conflict
5. Readers can more readily identify with a story’s narrator if the writer uses __________. (Points : 3)
third-person omniscient point of view
third-person limited point of view
second-person point of view
first-person point of view
6. In “Thank You, M’am,” the blue suede shoes are symbols of __________. (Points : 3)
what Mrs. Jones teaches Roger
what Roger wants but cannot have
memories of Mrs. Jones’s youth
Roger’s innocence
7. Which is not a lesson that Mrs. Jones tries to teach Roger during the encounter? (Points : 3)
Do not disrespect others.
Do not talk to strangers.
Do take responsibility for your choices.
Do take pride in yourself.
8. Of what is the narrator’s family in “The Circuit” a good example? (Points : 3)
the importance of cooperation
the necessity of wealth
the advantages of traveling
the value of education
9. At the beginning of “The Bracelet,” Ruri tells the reader that after her house has been packed up it feels like “a gift box after the nice thing inside was gone; just a lot of nothingness.” The author uses this image to communicate the story’s __________. (Points : 3)
mood
theme
climax
characterization
10. Which event marks the climax of “The Circuit”? (Points : 3)
The narrator, his brother, and their father labor together in the field.
The narrator rides the bus anxiously to school.
The family cooperates together to load their belongings into the car.
The narrator gets a chance to take trumpet lessons from his teacher.
11. In what important way are facts and historical fiction used differently in a story? (Points : 3)
Historical fiction includes imaginative details that add dramatic interest, but facts can be proved.
Historical fiction is usually written about famous people, but facts are not about people.
Historical fiction is always based on historical eve.
. Consider the following variables. For each one (a) create a resea.docxtienmixon
. Consider the following variables. For each one (a) create a research hypothesis in which the variable serves as an independent variable and (b) create a research hypothesis in which the variable serves as a dependent variable.
Helping
Anxiety
Attraction
Memory
Creativity
Alcohol Consumption
.
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This document provides instructions for an annotated bibliography assignment on three Greek plays - Euripides' Medea, Sophocles' Antigone, and Aeschylus' Agamemnon. Students are to research and annotate two secondary sources for each play. The annotations should be in MLA format and no more than 2 1/2 pages total, plus a works cited page. The assignment is for the student Baber Makayla.
---Quantitative Project World Income and Health Inequality.docxtienmixon
---
Quantitative Project: World Income and Health Inequality
Based on what we have discussed so far, it seems that
there
is
a lot of variation around the world in terms of income, wealth, education,
health
status, and many other characteristics. And these characteristics seem to be related
with
one another. For example, people
from
wealthier countries tend to live longer. In this project, you are asked to
use
international data to empirically investigate the relationship between
income
and health status. The following
sections
provide a general description of this project and raise questions that
you
need to answer.
Objectives:
A. Substantive
: Students will
be
able to
1.
investigate
world inequality in income.
2.
investigate
world inequality in health
status
.
3.
investigate
the relationship between income and
health
status.
B.
Quantitative Skills
: Students will be able to
1.
sort
a single variable and examine
its
distribution
2.
calculate
within-group adjusted-means
weighted
by populations
3.
produce
a scatter plot to investigate the
relationship
between two variables
Data and Variables
The data are from “2008 World Population Data Sheet” published by the Population Reference Bureau (
http://prb.org/Publications/Datasheets.aspx
).
Three
variables
are used for this project:
Gross National Income (GNI) PPP per capita
Life
expectancy
Population (
in
millions)
These three variables for more
than
100 countries are already compiled in an Excel file.
Validity of the Measurement
Income level
Q_1
: Why can’t Gross National Income be directly used as a
measure
of income level? What does the PPP adjustment
take
into account? Why has it to be per capita?
Health Status
Q_2
: How is life expectancy defined? Why not to use Crude
Death Rate (CDR)? What is the advantage of using life
expectancy
?
Data Analysis
Corresponding to the three
objectives
stated above, the analysis section is composed of the following
three
parts:
1. Investigation of income inequality between rich and poor countries
Q_3
: Find out the top five countries with the highest GNI PPP per
capita
and
the bottom five countries with the
lowest
values. List these
countries’
names and their income.
Q_4
: How much is the difference between the highest and lowest
country
?
Q_5
: If we want to find out the overall difference between these
two
groups
, can we
simply
take an average of the five values of GNI PPP
per
capita within each group and
compare
the two means? Why or
why
not?
A better way is to compare the
population
-weighted means. We first need
to
calculate the total income for each country by multiplying GNI PPP per
capita
by its population. Then, add
all
five
total income within each group. Finally.
-I need part A and part B completed by Wednesday April 10th at 9pm..docxtienmixon
-I need part A and part B completed by Wednesday April 10th at 9pm.
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OPEN DOCUMENT FOR FURTHER INFORMATION
.
-Describe and explain the function of the following structures of th.docxtienmixon
-Describe and explain the function of the following structures of the eye:
Cornea
Sclera
Iris
Pupil
Lens
Choroid
Retina
Optic nerve
Rods and cones
Fovea centralis
Conjunctiva
Aqueous humor
Vitreous humor
-Describe and/or explain the functions of these structures of the ear:
Pinna
External ear
Middle ear
Inner ear
Tympanic membrane
Ossicles
Cochlea
Vestibule and semicircular canals
What is the organ of Corti, and where is located?
- What kind of receptors are the receptors for taste? For smell?
The outline :
Introduction •Provide background information. •Describe any relevant observations. •State hypotheses clearlyMaterials and Methods•List equipment or supplies needed. •Provide step-by-step directions for conducting the experiment. Results •Present data using a drawing (figure), table, or graph. •Analyze data.•Summarize findings briefly. Discussion and Conclusions•Conclude whether data gathered support or do not support hypotheses. •Include relevant information from other sources. •Explain any uncontrolled variables or unexpected difficulties.•Make suggestion for further experimentation.•Answer questions from the lab manual
.
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Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
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Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Slideshare: http://www.slideshare.net/PECBCERTIFICATION
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
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A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...
Denver Goes Alfresco Most of us have never contemplated th.docx
1. : Denver Goes Alfresco
Most of us have never contemplated the totality of services
provided every day by our local or city gov-ernments. From
administering elections to maintain-ing a court system, a
coroner’s office, birth and death records, and deeds of trust, to
managing trash pickup,
recycling programs, and hazardous waste disposal, local
governments are document repositories extraor-dinaire! The
consolidated city-county government of Denver, Colorado, is a
striking case in point. With a combined population of over
600,000, and encompass-
ing 155 square miles and 80 defined neighborhoods, this fused
governmental entity oversees nearly 140 schools, over 200
parks, 29 recreation centers, 14 pub-lic libraries, 34 fire
stations, over 1,000 buses and five
light rail lines, Denver International Airport (DIA), an animal
shelter, a Department of Motor Vehicles, and hundreds of other
governmental departments and services. The amount of
documentation in the varied
and yet often interconnected departments is stag-gering. Nearly
$1 billion and over 10,000 employees are needed to keep
Denver’s services running and to
record, verify, and compile all of the supporting docu-
mentation.In 2005, the more than 70 agencies of the con-
solidated city-county government used 14 different document
management systems, none of which
could communicate or interact with each other. The Information
Technology department supervised mul-tiple autonomous IT
units with their own systems and standards. This
decentralization created problems not just with document
sharing, but also with docu-
ment security and the ability to audit record keeping functions,
2. particularly scanned contracts and finan-cial records. Employee
productivity was negatively impacted through time wasted in
locating required documents from other agencies, duplication of
IT
functions, and cumbersome document scanning appli-cations.
Mayor John Hickenlooper, a proponent of govern-ment
transparency and efficiency, created a central-ized IT group and
assigned it the task of conceiving an integrated strategy to unify
and streamline IT functions. Scrapping the 14 document
management
systems was an obvious first cost-saving action. The enterprise
content management (ECM) system
adopted would need to revamp the city’s contract record system
so that it no longer needed a nightly reboot, met security
standards, and was easily
searchable for employees across agencies. Described
by Al Rosabal, Deputy CIO Denver City and County, as an
“end-of-life” system, the existing system had poor search
capabilities and overall feeble perfor-mance.Initially, the
Technology Services Group was
stymied in locating a cost-effective solution that could be
implemented without any interruption in service.
Then it discovered Alfresco. Alfresco’s all-Web-based, open
source ECM system was not only affordable to implement, but
would conservatively save Denver approximately $1.5 million
over five years. CIO Rosabal estimates that, over time, the open
source model could save the city up to $1 million a year in
recurring licensing, deployment, and maintenance costs as
opposed to a proprietary system. Alfresco’s ECM capabilities
include document, record, and image management, document
version-ing, multi-language support, support for multiple
client operating systems (Windows, GNU/Linux, and Solaris),
Web content management, and integration
3. with MySQL, which Denver used for its relational database
management system. With a browser-based graphical user
interface and integration with the most commonly used
Microsoft Office suites, Alfresco ECM was a perfect fit to
economically meet Denver’s needs. Implementation began in
2009 and took place in 6- to 12-week cycles over 15 months’
time. Each cycle also included employee training. This gradual
phase-in encouraged employee cooperation and allowed time
for feedback before the next learning curve began. For the
auditor and controller offices, Alfresco was integrated with the
current PeopleSoft Financial Management software so that
employees could view contracts and associated content within
the
familiar interface. Complete automation of the contract
requisition, writing, and authorization processes resulted in
accelerated contract approval time and enhanced contract and
financial document auditing. The procurement process had the
same
structural problems as the IT department; it was spread
throughout multiple autonomous or semi-autonomous
agencies. To centralize and standardize the procure-to-pay
process (which includes the initial decision
to make the purchase, the process of selecting the goods, and
the transaction to pay for the goods pur-chased), the existing
PeopleSoft Financials system was again leveraged. Elements of
the workflow and the
document repository were handled by Alfresco, and
a Web service was used to communicate and move requisitions,
purchase orders, receiving documents, accounts payable
invoices, and associated documents between Alfresco and
PeopleSoft Financials. In addition, an Alfresco content
4. repository maintained all data retention policies. According to
Rosabal, another important part of the long-term strategy was to
improve citizen engage-
ment. A key element was to extend the document repository to
citizens. While many documents could be obtained at
government offices, Denver wanted to provide citizens with
online access at a reduced cost. As with the contract record
system and the procure-to-pay process, Oracle Enterprise
Service Bus (ESB)
was used to integrate Alfresco with PeopleSoft and other key
applications. This enabled data to be routed as Extensible
Markup Language (XML) messages between multiple
applications. Documents could now be moved between Alfresco
and PeopleSoft and made available to citizens on the Web.
Another initiative to better serve citizens was an upgrade to the
311 service. 311 is a special non-emergency phone number in
many communities that con-
nects citizens to a Citizen Service Center. Residents can call to
report community concerns such as pot-holes, barking dogs and
other noise disturbances, graffiti, roadway debris, and
dysfunctional street and
traffic lights. Denver migrated the 311 service online by reusing
newly created Web services and incor-porating Alfresco with
the call center and customer relationship management (CRM)
software. Citizens can now use an online form to submit
complaints and concerns from their computer or through iPhone
and iPad apps.
With the Alfresco ECM, PeopleSoft, and Oracle
ESB infrastructure in place, Denver can now reuse the 311
application technology to proceed to new
initiatives such as migrating various licensing, permitting, and
inspection programs online and making them
accessible to mobile devices. If the projected cost
5. savings are fully realized, Denver can look forward to not only
improved employee productivity,
superior document access, auditing, and security, and enhanced
service to its citizenry, but the ability to strategically invest in
future technology.
Sources: “The City and County of Denver Automate Business
Processes and Improve Citizen Engagement with Zia Consulting
and Alfresco Software,” www.alfresco.com, accessed June 10,
2012;
www.denvergov.org accessed June 15th, 2012; Paul Hampton,
“Why We selected Alfresco — City of Denver,” Alfresco Video
Blog, tp://blogs.alfresco.com/wp/videoblog/, August 12th, 2010;
and Global EDD Group, “Video: Alfresco Document
Management at City of Denver — Customer Case Study,”
http://www.legaltech-
today.com/2010/10/24/video-alfresco-document-management-at-
city-of-denver-customer-case-study, October 24, 2010.
1.
What types of problems was the consolidated
city-county government of Denver, Colorado,
experiencing with document management before
instituting the Alfresco ECM system?
2.
How did the Alfresco ECM system provide a
solution to these problems?
3.
What management, organization, and technology
6. issues had to be addressed in selecting and implementing
Denver’s new content management
system?
4.
How did the new content management system
change governmental processes for Denver?
How did it benefit citizens?
FIREWIRE SURFBOARDS LIGHTS UP WITH CAD
Nev Hyman had been building surfboards in
Australia for 35 years. In 2005, he teamed up
with
Mark Price and a group of longtime surfing friends
in Carlsbad, California, to form Firewire Surfboards.
This company thrives on innovation and was
responsible for the first major change in surfboard
composition and assembly methods in 40 years.
Rather than polyurethane resin and polyurethane
foam, Firewire’s boards were composed of expanded
polystyrene (EPS) foam and epoxy resins. Hyman
and Price believed that this composition for the
surfboard core, along with aerospace composites
for the deck skin and balsa wood rails (the out-
side edge),created a more flexible and maneuver-
able product that would attract top surfers and set
Firewire apart from its competitors.
Firewire is competing in a crowded field that
includes Isle Surfboards, Surftech, Aviso Surf, Board
works Surf, Channel Island, and Lost Enterprises.
7. Firewire is alone in the reintroduction of balsa wood
to the board rails for added flex response time and
the ability to maintain speed during precarious
maneuvers. Firewire believes it can compete success-
fully because its surfboards are far lighter, stronger,
and more flexible than those of its competitors. An
additional selling point is the reduced environmen-
tal impact: Firewire’s materials emit only 2 percent
of the
harmful compounds of traditional boards
and recycling excess expanded polystyrene (EPS)
foam has earned Firewire international awards and
acclaim.
But that isn’t enough. To make sure it stays ahead
of the competition, Firewire decided to start making
custom surfboards instead of just the usual off-the-rack
sizes. For the everyday surfer, the durability and flex-
ibility of Firewire’s materials was a key selling point.
However, custom boards made to surfer specifications
are critical in the elite surfboard market, and the abil-
ity to claim top-level competitive surfers as customers
drives the broader surfboard market as well.
Traditionally, skilled craftsman, called shapers,
designed and built surfboards by hand, but Firewire
started doing some of this work using computer-
aided designs (CAD) sent to cutting facilities. The
company’s computer-aided manufacturing process
returned to the shaper a board that was 85 to 90
percent complete, leaving the artisan to complete the
customization and the lamination process.
According to Price, who became Firewire’s CEO,
there are 29 time-consuming and labor-intensive
8. steps in the surfboard manufacturing process.
Initially, the multifaceted manufacturing process
made it impossible to offer personalized CAD to the
average consumer. Customized boards could only
be produced for elite competitive customers. There
was no way to offer customization to a wider
market
without overburdening Firewire’s CAD system.
Moreover, most custom boards had to be ordered by
filling out a piece of paper with various
dimensions
for the requested changes. There was no way to
see a visual representation of these adjustments or
assess their impact on the board’s volume, which
directly affects buoyancy, paddling ability, and
performance.
Firewire needed a system that would allow
customers to experiment with established designs,
feed the CAD process, and integrate it with its
computer numerical control (CNC) manufacturing
process. Enter ShapeLogic Design-to-Order Live! For
NX, which provides an online customization system
with a Web-based user interface and advanced 3-D
CAD tools.
Firewire started working with the ShapeLogic
NX software in 2009 to develop its own Firewire
Surfboards’ Custom Board Design (CBD) system,
which allows users to easily manipulate board dimen-
sions of established models within design param-
eters. Any registered customer can choose a standard
9. Firewire model and use drag-and-drop tools to adjust
the board’s length, midpoint width, nose width, tail
width, and thickness, as long as these changes don’t
degrade the board’s design integrity. CBD generates a
precise three-dimensional model of the stock model
used as the base design along with a 3-D portable
document format (PDF) file of the customized board.
The PDF file documents the board’s dimensions and
volume. A customer can manipulate the model from
all angles and compare the customized board to the
standard board to fully understand the design before
placing an order. When the customer uses the system
to order a custom board, CBD generates a precise solid
CAD model of the board that is transmitted directly
to the Firewire factory for driving the CNC machines
that manufacture the board.
This combination of technologies results in a
board that is 97 percent complete, minimizing the
manufacturing time, finishing process, and thus,
costs to the consumer. In contrast to the earlier CAD
assisted, 10 to 15 percent hand-finished boards, once
a surfer has designed the board of his or her dreams,
it can be remade to those exact specifications time
and again. Neither the ideal handmade board nor
a shaper-finished board can be replicated with this
degree of precision.
An additional benefit of Firewire’s online design
system is the social networking engendered by the
sharing of customers’ unique design files. Before
placing an order, customers can show their modi-
fications to fellow surfers and ask for opinions and
advice. After placing an order and using the product,
they can report their experiences and (hopefully)
tout their design or suggest improvements to other
customers. Interactive communication such as this
drives customers to the Firewire site, creating a
10. marketing buzz that boosts sales.
Sources: “Case Study: NX CAD technology drives custom surf-
board design,” http://www.plm.automation.siemens.com/en_us,
accessed June 14, 2012; “Firewire Surfboards by Nev Hyman,”
www.allaboutsurfboards.com, accessed June 14, 2012;
“Firewire
Partners with NanoTune ‘Board Tuning Technology,’”
www.surf-
newsdaily.com, February 22, 2012; William Atkinson, “How
Firewire
Surfboards Refined Its 3D Order Customization,”
www.cioinsight.
com, November 21, 2011;
“Firewire Surfboards Custom Board Design
Blends Replicability of Machine Made Boards With Uniqueness
of
Custom Boards,” http://surfingnewsdaily.com, October 12,
2011;
and “Firewire Surfboards Garner Recognition for Technological
Advances,” www.surfermag.com, July 22, 2010.
1.
Analyze Firewire using the value chain and
competitive forces models.
2.
What strategies is Firewire using to differentiate
its product, reach its customers, and persuade
them to buy its products?
3.
What is the role of CAD in Firewire’s business
11. model?
4.
How did the integration of online custom board
design software (CBD), CAD, and computer
numerical control (CNC) improve Firewire’s
operations
?
• Chapter 12, pg. 476: Colgate-Palmolive Keeps Managers
Smiling with Executive Dashboards (60 points)
COLGATE-PALMOLIVE KEEPS MANAGERS SMILING
WITH EXECUTIVE DASHBOARDS
Colgate-Palmolive Company is the second largest
consumer products company in the world whose
products are marketed in over 200 countries and
territories. The company had 38,600 employees
worldwide and $16.734 billion in annual revenue
in 2011. Colgate has been keeping people smiling
and clean around the world, with more than three-
quarters of its sales in recent years coming from out-
side the United States. Colgate’s brands in oral prod-
ucts, soap, and pet food, are global names, including
Colgate, Palmolive, Mennen, Softsoap, Irish Spring,
Protex, Sorriso, Kolynos, Elmex, Tom's of Maine,
Ajax, Axion, Fabuloso, Soupline, and Suavitel, as well
as Hill's Science Diet and Hill's Prescription Diet.
The secret to continued growth and stability for
the past two decades has been Colgate’s ability to
move its brands off shore to Latin America, Europe
and Asia. In the past, Colgate divided the world into
geographic regions: Latin American, Europe, Asia,
and North America. Each region had its own infor-
12. mation systems. As long as the regions did not need
to share resources or information this patchwork
system worked, more or less. This all changed as
global operations became more integrated and senior
management needed to oversee and coordinate these
operations more closely.
Colgate had been a global SAP user since the early
1990s, but it was running five separate ERP sys-
tems to serve its different geographic regions. Over
a period of time, disparities in the data developed
between different geographic regions and between
the data used at the corporate level and the data used
by an individual region or business unit. The data
were constantly changing. For example, every time a
sales report was run, it showed different numbers for
orders and shipments. Colgate wanted more usable
data to drive business decisions and all of its manag-
ers and business units worldwide to use the same
version of the data.
Colgate chose to solve this problem by creating a
single global data repository using SAP NetWeaver
Business Warehouse, SAP’s analytical, reporting and
data warehousing solution. Colgate’s regional ERP
systems feed their data to the warehouse, where
the data are standardized and formatted for enter-
prise-wide reporting and analysis. This eliminates
differences in data across the enterprise. One of the outputs of
the warehouse for senior
managers is a daily HTML table showing a series of
financial and operational metrics for the day com-
pared to the previous month and quarter. The data
the executives see is exactly the same as what their
peers in all Colgate regions and business units see.
However, the data were not being used by enough
employees in their decision making to have an
13. impact on business benefits. Colgate’s power users
had no trouble using the reporting and analytical
tools provided by the warehouse, and they were
satisfied with the matrix reports from the system.
Colgate’s senior managers and other casual users, on
the other hand, did not feel comfortable running ad
hoc reports or drilling down into the layers of data
to answer questions the data brought to light. They
did not have much time to spend developing reports,
and the standard reports produced for them by the
warehouse lacked navigation and drill down capabili-
ties. Tables had no color coding so users could only
interpret the data by scrutinizing the numbers on the
table.
Eventually Colgate’s senior managers and other
casual users began requesting deeper access to the
warehouse data in a more timely and user-friendly
format. They wanted reports that were easier to
run and where the data could be interpreted faster.
Senior management requested customizable, real-
time dashboards that could be more easily used to
drive performance improvement.
Colgate’s information systems specialists then
implemented SAP NetWeaver BW Accelerator to
speed up data loads and improve user perception and
adoption and SAP BusinessObjects Web Intelligence
to build customized reports. SAP BusinessObjects
Web Intelligence provides a powerful, intuitive
interface that enables business analysts and non-
technical business professionals to ask spontaneous
questions about their data. Casual business users can
use simple drag-and-drop techniques to access data
sources and create interactive reports that drill, slice
and format information based on their needs. Tools
for cutting edge visualization allow end users to view
two- and three-dimensional charts and hone in on
14. specific areas of focus.
Colgate started using SAP’s BusinessObjects
tools to build user-friendly dashboards, and quicklycreated
dashboard prototypes for management to
review. Once management approved the dashboard
design, the dashboards were populated with produc-
tion data. Now Colgate’s senior managers are run-
ning the
dashboards to monitor the business from a
high level.
Employee training was essential to the
dashboards’ success. Members of Colgate’s global
information systems development team created cus-
tomized courses for Colgate’s 65 business intelligence
experts and ran the classroom training. The training
identified people that could be used as resources for
developing the reporting tools. When word spread
about the dashboards’ capabilities, Colgate’s power
users signed up for the classes as well.
For Colgate, better reporting tools that can sup-
port different kinds of users have greatly expanded
the use of business intelligence throughout the
company. Currently about 4000 users interact
with Colgate’s SAP systems daily but this number
is expected to expand to 15,000 to 20,000 users in the future.
People who are accustomed to seeing
reports stuffed with numbers are finding that they
can use the information presented in dashboards to
make faster decisions. For example, managers can
determine positive or negative financial conditions
by simply looking for where dashboard reports use
the color green, which reflects improvements in
Colgate’s financial position. Executives who formerly
relied on other people to obtain their custom reports
15. and data are able to access the information on their
own. They can see real data from the system much
more easily and quickly.
Sources: Paul Ziobro,
“Colgate Shows Improved Growth,”
Wall Street Journal, April 26, 2012;
Colgate Palmolive
Corporation,
“SEC Form 10K for the Fiscal Year Ending
December 31, 2011,” Colgate Palmolive Corporation, February
26, 2012; David Hannon, “Colgate-Palmolive Empowers Senior
Leaders with Executive Dashboards,” SAP InsiderPROFILES,
April–June 2011; www.colgatepalmolive.com, accessed July 22,
2012; and SAP, “Placing Relevant Business Content within
Business
User Reach,” 2011.
1. Describe the different types of business
intelligence users at Colgate-Palmolive.
2. Describe the “people” issues that were affecting
Colgate’s ability to use business intelligence.
3. What management, organization, and technology
factors had to be addressed in providing business
intelligence capabilities for each type of user? 4. What kind of
decisions does Colgate’s new
business intelligence capability support? Give
three examples. What is their potential business
impact?