Celebrating 150 Years of Sarah A Reed
All of us here at Sarah A. Reed Children’s Center are thrilled to be featured in the April 2021 edition of Business Magazine alongside Gale Magyar and her team at Sarah Reed Senior Living! The article in this special “Women in Leadership” issue celebrates the rich 150-year history of our organization, which was started back in 1871 by Sarah Ann Reed and 30 local women who were committed to improving the lives of Erie County’s most vulnerable population of women, orphans, children and families. In 1986, two independent non-profits formed – Sarah A. Reed Children’s Center and Sarah Reed Senior Living – and they continue to shine brightly and provide the Erie community with compassionate, cutting-edge programs and services. We know Sarah is smiling down on us and would be proud of the great work being done by Adrienne Dixon, Ph.D., Gale Magyar, NHA, CASP, and all the staff members from both agencies, as we continue to carry on Sarah’s legacy of caring and positively impacting the lives of so many individuals and families in our community and the Commonwealth.
Celebrating 150 Years of Sarah A Reed
All of us here at Sarah A. Reed Children’s Center are thrilled to be featured in the April 2021 edition of Business Magazine alongside Gale Magyar and her team at Sarah Reed Senior Living! The article in this special “Women in Leadership” issue celebrates the rich 150-year history of our organization, which was started back in 1871 by Sarah Ann Reed and 30 local women who were committed to improving the lives of Erie County’s most vulnerable population of women, orphans, children and families. In 1986, two independent non-profits formed – Sarah A. Reed Children’s Center and Sarah Reed Senior Living – and they continue to shine brightly and provide the Erie community with compassionate, cutting-edge programs and services. We know Sarah is smiling down on us and would be proud of the great work being done by Adrienne Dixon, Ph.D., Gale Magyar, NHA, CASP, and all the staff members from both agencies, as we continue to carry on Sarah’s legacy of caring and positively impacting the lives of so many individuals and families in our community and the Commonwealth.
Consultancy & Advisory Service of Chartered Accountant to MSMEs & Startups En...CA. (Dr.) Rajkumar Adukia
MSMEs & Startups being the contributor to the economy, the Professionals preferably Chartered Accountant can assist in nation-building by providing services to such entrepreneurs beyond traditional areas of practice
Southampton Business School Postgraduate Module Grade Descrip.docxrosemariebrayshaw
Southampton Business School: Postgraduate Module Grade Descriptor
Postgraduate Grade Descriptor for MANG6331 Text Mining and Social Network Analytics
Percentage 0 - 34 35 – 49 50 – 59 60 – 69 70 - 79 80 - 100
Degree Class Fail Compensatable
fail*
Pass Merit Distinction Distinction
Collecting
unstructured data and
conducting
exploratory analysis
Collecting raw tweets of
two different airlines and
conducting exploratory
data analysis
Weighting 20%
No/inadequate
evidence of
collecting and pre-
processing the raw
data.
No/inadequate
evidence of any
data analysis.
Evidence of basic
but inadequate
approaches to
collect and/or pre-
process the raw
data.
Mostly descriptive,
with minimal data
analysis. Argument
is basic and poorly
constructed.
Collecting and/or
pre-processing the
raw data is evident
but with some
confusion.
Data analysis is
reasonable.
Argument is
appropriate but
with some
confusion.
Clear evidence of
data pre-
processing and
exploratory data
analysis with
minimal
omissions/errors.
Clear and effective
analysis. Argument
is structured and is
legitimate.
Data pre-
processing and
exploratory data
analysis are
appropriate and
precise.
Comprehensive
and precise
analysis. Well-
structured
argument that
provides very good
clarity.
Appropriately use
of other sources of
information to
support arguments.
Data pre-
processing and
exploratory data
analysis are
appropriate and
precise.
Excellent analysis,
precise and
concise.
Exceptionally well-
structured
argument that
provides excellent
clarity.
Outstanding use of
other sources of
information to
support arguments.
Gaining customer
insights: traditional
versus social media
Evaluate the pros and
cons of replacing
customer satisfaction
survey by mining twitter
data
Weighting 20%
Not included. Limited and patchy
evidence of
knowledge and
understanding of
the pros and cons.
Limited evidence of
reading.
Lacks focus and
direction with
limited coherent
argument.
Sufficient but
inconsistent
evidence of
knowledge and
understanding of
the pros and cons.
Evidence of some
use of academic/
business literature.
Argument is basic
and poorly
constructed.
Good knowledge
and understanding
of the pros and
cons.
Good use of
academic/
business literature
to support
arguments.
Clear and effective
argument.
A comprehensive
and thorough
awareness of the
pros and cons.
Evidence of
comprehensive
reading.
Well-structured
argument that
provides very good
clarity.
A comprehensive
and thorough
awareness of the
pros and cons.
Excellent coverage
of relevant
literature.
Exceptionally well-
structured
argument that
provides excellent
clarity.
*Compensatable fail is only possible for compulsory or optional modules, subject to University of Southampton Progression Regulation.
Southwestern Business Administration JournalVolume 16 Is.docxrosemariebrayshaw
Southwestern Business Administration Journal
Volume 16 | Issue 1 Article 1
2017
Leveraging Decision Making in Cyber Security
Analysis through Data Cleaning
Chen Zhong
Hong Liu
Awny Alnusair
Follow this and additional works at: https://digitalscholarship.tsu.edu/sbaj
Part of the Business Administration, Management, and Operations Commons, E-Commerce
Commons, Entrepreneurial and Small Business Operations Commons, Management Information
Systems Commons, Marketing Commons, Organizational Behavior and Theory Commons, and the
Real Estate Commons
This Article is brought to you for free and open access by Digital Scholarship @ Texas Southern University. It has been accepted for inclusion in
Southwestern Business Administration Journal by an authorized editor of Digital Scholarship @ Texas Southern University. For more information,
please contact [email protected]
Recommended Citation
Zhong, Chen; Liu, Hong; and Alnusair, Awny (2017) "Leveraging Decision Making in Cyber Security Analysis through Data
Cleaning," Southwestern Business Administration Journal: Vol. 16 : Iss. 1 , Article 1.
Available at: https://digitalscholarship.tsu.edu/sbaj/vol16/iss1/1
https://digitalscholarship.tsu.edu/sbaj?utm_source=digitalscholarship.tsu.edu%2Fsbaj%2Fvol16%2Fiss1%2F1&utm_medium=PDF&utm_campaign=PDFCoverPages
https://digitalscholarship.tsu.edu/sbaj/vol16?utm_source=digitalscholarship.tsu.edu%2Fsbaj%2Fvol16%2Fiss1%2F1&utm_medium=PDF&utm_campaign=PDFCoverPages
https://digitalscholarship.tsu.edu/sbaj/vol16/iss1?utm_source=digitalscholarship.tsu.edu%2Fsbaj%2Fvol16%2Fiss1%2F1&utm_medium=PDF&utm_campaign=PDFCoverPages
https://digitalscholarship.tsu.edu/sbaj/vol16/iss1/1?utm_source=digitalscholarship.tsu.edu%2Fsbaj%2Fvol16%2Fiss1%2F1&utm_medium=PDF&utm_campaign=PDFCoverPages
https://digitalscholarship.tsu.edu/sbaj?utm_source=digitalscholarship.tsu.edu%2Fsbaj%2Fvol16%2Fiss1%2F1&utm_medium=PDF&utm_campaign=PDFCoverPages
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ht.
Spadoni • revised Jan. 2020 —continued— Checklist for .docxrosemariebrayshaw
Spadoni • revised Jan. 2020
—continued—
Checklist for Essay Writers
PART 1. FORMATTING
Follow these steps now to save yourself headaches later and avoid losing credit
Title a word processor file “film-template” or something. Follow the instructions in this Formatting section. For an
essay title, type “[essay title]”. For paragraph text, type a sentence and copy and paste it repeatedly until you have a
paragraph. Do the same to make another paragraph, and another, until you’re onto your second page. Do this to
make sure MS Word isn’t adding extra space between paragraphs (see below) and that you have no first page header
and the correct second page header (see below). When it’s time to write your essay, open this template file and save
it to a new name. Keep the template file for your next essay (and any future course you take with me).
Some formatting instructions below are to ensure students are meeting the same length requirement and that no
formatting deviations are disguising this fact. If I ask you to email me the word-processor copy of your essay and it
shows deviations, you will lose more credit than if you had just handed in a paper under the page minimum. If you
email me a file that is not identical to the essay you handed in, you will lose even more credit.
1. Format the top of your essay like this. To get the above-and-below spacing for your title as below, enter a hard return above and
below your title, then (in your double-spaced document) make these above-and-below lines single space.
Angelo Marconi
Engl 367—Intro to Film
Prof. Spadoni
May 24, 2020
[Center essay title; 12 pt font; no boldface, underlining, or brackets]
Essay text starts here. Make sure no more space precedes and
follows your essay title than you see above. ....
2. Last name and page number in the top-right corner of the second and subsequent pages (not the first page). Don’t hand write this
information on the tops of your pages.
Marconi 6
3. Black ink. Standard white paper. Single sided.
4. Times, Times Roman, or Times New Roman typeface (not Cambria), 12 point—including essay title. Don’t change typeface or
font size to increase page length.
5. Double space your work. Don’t alter line spacing to increase page length.
6. Standard margins (1 inch top and bottom, 1 or 1.25 inch left and right). Don’t adjust margins to increase page length.
7. One space (not two) between sentences.
8. No extra space between paragraphs. MS Word likes to insert extra space. Don’t leave figuring out how to tell it not to for the last
minute.
9. Italicize film titles—and at the first mention, follow title with the director and year in parentheses, like this: In an early scene in
Jaws (Steven Spielberg, 1975), a character tries to… Italicize book titles; essay titles are not italicized and go in double quotes.
10. Staple pages, top-left corner. Unstapled.
SPAN100Course SummaryCourse SPAN100 Title Spanish I.docxrosemariebrayshaw
SPAN100
Course Summary
Course : SPAN100 Title : Spanish I
Length of Course : 8 Faculty : Dallas Jurisevic
Prerequisites : N/A Credit Hours : 3
Description
Course Description:
This course will expose the student to the fundamentals of the Spanish language. The student will learn basic
vocabulary, verb conjugations and grammatical usage through workbook and listening exercises. The student
will also learn about the Spanish culture through reading and listening exercises. Please note the technical
specifications below. These are required to interface with the online version of Rosetta Stone. If you cannot meet
these requirements we strongly recommend you do not take this course. Please contact
[email protected] if you are unsure or have any questions. * The ability to download and install the
speech component. * A working microphone installed on the computer for speech recognition. * Access to
streaming media is also required and should be confirmed before registering for the class.
Course Scope:
Standards for Foreign Language Learning in the 21st Century (1999) “Language and communication are at the
heart of the human experience. The United States must educate students who are linguistically and culturally
equipped to communicate successfully in a pluralistic American society and abroad. This imperative envisions a
future in which ALL students will develop and maintain proficiency in English and at least one other language…”
Our major focus is on learning to communicate appropriately in practical, culturally authentic contexts. Students
are asked, to a limited extent, to use their Spanish to engage in simple dialog and talk about themselves and
create with the language in practical ways. Students also correct peer work and in doing so, students solve
problems (and thus engage in analysis, synthesis, and evaluation).
In these courses, students gradually add to their vocabulary and communication skills, practice question- and-
answer techniques, and apply what they learn in order to communicate and solve problems in practical
situations.
Objectives
Students who successfully complete Spanish 100 should be able to:
► Listening Skills
1. Distinguish all the sounds of Spanish important to meaning.
2. Comprehend brief sentences expressed within the framework of high- frequency vocabulary, grammatical
forms, and sentence structures.
3. Determine the meaning of unfamiliar words or phrases though logical guessing based on contextual clues.
► Speaking Skills
1. Produce all the sounds of Spanish and link sounds together in sentences with sufficient accuracy to
communicate with Spanish speakers.
2. Use high- frequency vocabulary, grammatical forms, and sentence structures to converse in brief sentences in
everyday situations (such as greetings, asking for directions, answering short questions, expressing basic
needs and reactions, exchanging information, or persuading others)
► Reading Skills
1. Comprehend non- technical, narrative Spanish.
.
Sources and Resources for RC004Informed Advocacy in Early .docxrosemariebrayshaw
Sources and Resources for RC004
Informed Advocacy in Early Childhood Care and Education: Making a Difference for Young Children and Families, pp. 107-111
https://tempolearning.brightspace.com/d2l/common/dialogs/quickLink/quickLink.d2l?ou=6738&type=lti&rcode=walden-628&srcou=6738
WEBSITE: KIDS COUNT DATA CENTER
http://datacenter.kidscount.org/topics
KIDS COUNT Data Center
Annie E. Casey Foundation. (2014). KIDS COUNT data center: Data topics. Retrieved from http://datacenter.kidscount.org/topics
WEBSITE: NATIONAL AND STATE FACTS
http://www.cwla.org/our-work/advocacy/
WEBSITE: U.S. CHILD STATE DATA
http://www.cwla.org/our-work/advocacy/
WEBSITE: DATA TOOLS
http://www.nccp.org/tools/
Consider how this information will be beneficial within the context of Part 1 of your Work Product.
WEBSITE: ASSOCIATION FOR CHILDHOOD EDUCATION INTERNATIONAL
http://www.acei.org/
WEBSITE: DIVISION FOR EARLY CHILDHOOD
http://www.dec-sped.org/
WEBSITE: INTERNATIONAL READING ASSOCIATION
http://www.reading.org/
WEBSITE: NATIONAL ASSOCIATION FOR THE EDUCATION OF YOUNG CHILDREN
http://www.naeyc.org/
WEBSITE: NATIONAL BLACK CHILD DEVELOPMENT INSTITUTE
http://www.nbcdi.org/
BOOK EXCERPT: DEVELOPING INITIATIVES
https://tempolearning.brightspace.com/d2l/common/dialogs/quickLink/quickLink.d2l?ou=6738&type=lti&rcode=walden-640&srcou=6738
The following links lead to early childhood advocacy initiatives that focus on social change on behalf of children, families, and the early childhood field.
WEBSITE: WORLDWIDE TEACHER SHORTAGE: REGIONAL AND GLOBAL IMPLICATIONS
http://www.businessinsider.com/theres-a-massive-global-teacher-shortage-2016-10
WEBSITE: LEGISLATIVE HOT TOPICS
https://www.literacyworldwide.org/
WEBSITE: TAKEN ACTION NOW
http://www.naeyc.org/policy/action
WEBSITE: WHAT WE DO: POLICY
http://www.nbcdi.org/what-we-do/policy
BOOK EXCERPT: COMPREHENSIVE DEVELOPMENTAL SCREENING
As you read this information and the Guided Notes , consider how these apply to Part 2 and Part 3 of your Work Product.
https://tempolearning.brightspace.com/d2l/common/dialogs/quickLink/quickLink.d2l?ou=6738&type=lti&rcode=walden-647&srcou=6738
https://tempolearning.brightspace.com/d2l/common/dialogs/quickLink/quickLink.d2l?ou=6738&type=lti&rcode=walden-747&srcou=6738
https://tempolearning.brightspace.com/d2l/common/dialogs/quickLink/quickLink.d2l?ou=6738&type=lti&rcode=walden-2320&srcou=6738
This information is beneficial in the context of Part 2 and Part 3 of your Work Product.
ARTICLE: HOW TO BE A VOICE FOR BABIES: USING DATA TO ADVOCATE EFFECTIVELY
https://www.zerotothree.org/resources/496-how-to-use-data-to-advocate-effectively
ARTICLE: EFFECTIVE COMMUNICATION ABOUT THE EARLY YEARS: UNDERSTANDING THE BASICS OF FRAMING
https://www.zerotothree.org/resources/482-understand-the-basics-of-framing-to-communicate-effectively
ARTICLE: EFFECTIVE COMMUNICATION ABOUT THE EARLY YEARS: THE ELEMENTS OF THE FRAME: PART ONE
https://www.zerotothree.org/resources/483-the-elements.
Sources of General Information about the Topic A paragr.docxrosemariebrayshaw
Sources of General Information about the Topic
A paragraph that explains that the follow-
ing sources provide more in depth information about
the topic.
Smith, John. “An Understanding of Animal Experimen-
tation.” The Journal of Animal Husbandry, vol33,
no 2 Jan 2010 pp.70-91. JSTOR,
ww.libray.dcccd.edu. Accessed 10-30-19.
This paragraph will include indicative information
about the source. Other info the reader needs about
the source.
This paragraph will include info about the value
of the source. Other info needed by the reader .
This can/will be multiple pages. The annotation
is to include indicative and evaluative information—a
combined annotation. For this and the following sec-
tions needed will be five(5) sources and associated
annotations for each. The sources are to be in stand-
ard MLA alphabetic order.
An Annotated Bibliography
Of
Topic
First Paragraph will include what the
topic is in language that shows a complete un-
derstanding of the issue.
The second paragraph will include
statements about why this is a topic of concern.
It may also include some background and defini-
tions. Here will also be general information
about the topic (GEN)
The third paragraph will include
some possible reasons why there are views in
favor of the topic( PROs).
The fourth paragraph will include
some possible reasons why the topic has detrac-
tors (CONs).
Sources of Information in Favor of the Topic
This paragraph will explain what some
of the positions in favor of the topic are. It will
provide more detail and depth about the PRO
side of the issue.
Jones, Mary. “Using Animals for Good.” Animals
in Experiments, Society for Ethics in the
Animal World. www.anieths.org. Accessed
10-30-19.
This paragraph provides the indicative
use of the info. It may include the breadth of the
subject covered, the typical use, etc.
This paragraph will discuss the relative
merits of the article. Who can use it, whether it is
complex or simple, is it a good source or is it
somehow lacking.
See above for more details on criteria
for the annotations and bibliography.
Sources of Information Opposed to the Topic
This paragraph will explain some of
the positions taken in opposition to the topic. It
provides more detail and depth about the op-
posed position on the topic.
Hector, James. “Animal Use in Cosmetic Re-
search.” Animals in Our World, edited by
The Staff of the Department of Ecology. 4th
ed. Columbia UP, 2015, pp 456-459.
This paragraph will include indicative
information about the source. Other info the
reader needs about the source.
This paragraph will include info about the
value of the source. Other info needed by the
reader .
.
Consultancy & Advisory Service of Chartered Accountant to MSMEs & Startups En...CA. (Dr.) Rajkumar Adukia
MSMEs & Startups being the contributor to the economy, the Professionals preferably Chartered Accountant can assist in nation-building by providing services to such entrepreneurs beyond traditional areas of practice
Southampton Business School Postgraduate Module Grade Descrip.docxrosemariebrayshaw
Southampton Business School: Postgraduate Module Grade Descriptor
Postgraduate Grade Descriptor for MANG6331 Text Mining and Social Network Analytics
Percentage 0 - 34 35 – 49 50 – 59 60 – 69 70 - 79 80 - 100
Degree Class Fail Compensatable
fail*
Pass Merit Distinction Distinction
Collecting
unstructured data and
conducting
exploratory analysis
Collecting raw tweets of
two different airlines and
conducting exploratory
data analysis
Weighting 20%
No/inadequate
evidence of
collecting and pre-
processing the raw
data.
No/inadequate
evidence of any
data analysis.
Evidence of basic
but inadequate
approaches to
collect and/or pre-
process the raw
data.
Mostly descriptive,
with minimal data
analysis. Argument
is basic and poorly
constructed.
Collecting and/or
pre-processing the
raw data is evident
but with some
confusion.
Data analysis is
reasonable.
Argument is
appropriate but
with some
confusion.
Clear evidence of
data pre-
processing and
exploratory data
analysis with
minimal
omissions/errors.
Clear and effective
analysis. Argument
is structured and is
legitimate.
Data pre-
processing and
exploratory data
analysis are
appropriate and
precise.
Comprehensive
and precise
analysis. Well-
structured
argument that
provides very good
clarity.
Appropriately use
of other sources of
information to
support arguments.
Data pre-
processing and
exploratory data
analysis are
appropriate and
precise.
Excellent analysis,
precise and
concise.
Exceptionally well-
structured
argument that
provides excellent
clarity.
Outstanding use of
other sources of
information to
support arguments.
Gaining customer
insights: traditional
versus social media
Evaluate the pros and
cons of replacing
customer satisfaction
survey by mining twitter
data
Weighting 20%
Not included. Limited and patchy
evidence of
knowledge and
understanding of
the pros and cons.
Limited evidence of
reading.
Lacks focus and
direction with
limited coherent
argument.
Sufficient but
inconsistent
evidence of
knowledge and
understanding of
the pros and cons.
Evidence of some
use of academic/
business literature.
Argument is basic
and poorly
constructed.
Good knowledge
and understanding
of the pros and
cons.
Good use of
academic/
business literature
to support
arguments.
Clear and effective
argument.
A comprehensive
and thorough
awareness of the
pros and cons.
Evidence of
comprehensive
reading.
Well-structured
argument that
provides very good
clarity.
A comprehensive
and thorough
awareness of the
pros and cons.
Excellent coverage
of relevant
literature.
Exceptionally well-
structured
argument that
provides excellent
clarity.
*Compensatable fail is only possible for compulsory or optional modules, subject to University of Southampton Progression Regulation.
Southwestern Business Administration JournalVolume 16 Is.docxrosemariebrayshaw
Southwestern Business Administration Journal
Volume 16 | Issue 1 Article 1
2017
Leveraging Decision Making in Cyber Security
Analysis through Data Cleaning
Chen Zhong
Hong Liu
Awny Alnusair
Follow this and additional works at: https://digitalscholarship.tsu.edu/sbaj
Part of the Business Administration, Management, and Operations Commons, E-Commerce
Commons, Entrepreneurial and Small Business Operations Commons, Management Information
Systems Commons, Marketing Commons, Organizational Behavior and Theory Commons, and the
Real Estate Commons
This Article is brought to you for free and open access by Digital Scholarship @ Texas Southern University. It has been accepted for inclusion in
Southwestern Business Administration Journal by an authorized editor of Digital Scholarship @ Texas Southern University. For more information,
please contact [email protected]
Recommended Citation
Zhong, Chen; Liu, Hong; and Alnusair, Awny (2017) "Leveraging Decision Making in Cyber Security Analysis through Data
Cleaning," Southwestern Business Administration Journal: Vol. 16 : Iss. 1 , Article 1.
Available at: https://digitalscholarship.tsu.edu/sbaj/vol16/iss1/1
https://digitalscholarship.tsu.edu/sbaj?utm_source=digitalscholarship.tsu.edu%2Fsbaj%2Fvol16%2Fiss1%2F1&utm_medium=PDF&utm_campaign=PDFCoverPages
https://digitalscholarship.tsu.edu/sbaj/vol16?utm_source=digitalscholarship.tsu.edu%2Fsbaj%2Fvol16%2Fiss1%2F1&utm_medium=PDF&utm_campaign=PDFCoverPages
https://digitalscholarship.tsu.edu/sbaj/vol16/iss1?utm_source=digitalscholarship.tsu.edu%2Fsbaj%2Fvol16%2Fiss1%2F1&utm_medium=PDF&utm_campaign=PDFCoverPages
https://digitalscholarship.tsu.edu/sbaj/vol16/iss1/1?utm_source=digitalscholarship.tsu.edu%2Fsbaj%2Fvol16%2Fiss1%2F1&utm_medium=PDF&utm_campaign=PDFCoverPages
https://digitalscholarship.tsu.edu/sbaj?utm_source=digitalscholarship.tsu.edu%2Fsbaj%2Fvol16%2Fiss1%2F1&utm_medium=PDF&utm_campaign=PDFCoverPages
http://network.bepress.com/hgg/discipline/623?utm_source=digitalscholarship.tsu.edu%2Fsbaj%2Fvol16%2Fiss1%2F1&utm_medium=PDF&utm_campaign=PDFCoverPages
http://network.bepress.com/hgg/discipline/624?utm_source=digitalscholarship.tsu.edu%2Fsbaj%2Fvol16%2Fiss1%2F1&utm_medium=PDF&utm_campaign=PDFCoverPages
http://network.bepress.com/hgg/discipline/624?utm_source=digitalscholarship.tsu.edu%2Fsbaj%2Fvol16%2Fiss1%2F1&utm_medium=PDF&utm_campaign=PDFCoverPages
http://network.bepress.com/hgg/discipline/630?utm_source=digitalscholarship.tsu.edu%2Fsbaj%2Fvol16%2Fiss1%2F1&utm_medium=PDF&utm_campaign=PDFCoverPages
http://network.bepress.com/hgg/discipline/636?utm_source=digitalscholarship.tsu.edu%2Fsbaj%2Fvol16%2Fiss1%2F1&utm_medium=PDF&utm_campaign=PDFCoverPages
http://network.bepress.com/hgg/discipline/636?utm_source=digitalscholarship.tsu.edu%2Fsbaj%2Fvol16%2Fiss1%2F1&utm_medium=PDF&utm_campaign=PDFCoverPages
http://network.bepress.com/hgg/discipline/638?utm_source=digitalscholarship.tsu.edu%2Fsbaj%2Fvol16%2Fiss1%2F1&utm_medium=PDF&utm_campaign=PDFCoverPages
ht.
Spadoni • revised Jan. 2020 —continued— Checklist for .docxrosemariebrayshaw
Spadoni • revised Jan. 2020
—continued—
Checklist for Essay Writers
PART 1. FORMATTING
Follow these steps now to save yourself headaches later and avoid losing credit
Title a word processor file “film-template” or something. Follow the instructions in this Formatting section. For an
essay title, type “[essay title]”. For paragraph text, type a sentence and copy and paste it repeatedly until you have a
paragraph. Do the same to make another paragraph, and another, until you’re onto your second page. Do this to
make sure MS Word isn’t adding extra space between paragraphs (see below) and that you have no first page header
and the correct second page header (see below). When it’s time to write your essay, open this template file and save
it to a new name. Keep the template file for your next essay (and any future course you take with me).
Some formatting instructions below are to ensure students are meeting the same length requirement and that no
formatting deviations are disguising this fact. If I ask you to email me the word-processor copy of your essay and it
shows deviations, you will lose more credit than if you had just handed in a paper under the page minimum. If you
email me a file that is not identical to the essay you handed in, you will lose even more credit.
1. Format the top of your essay like this. To get the above-and-below spacing for your title as below, enter a hard return above and
below your title, then (in your double-spaced document) make these above-and-below lines single space.
Angelo Marconi
Engl 367—Intro to Film
Prof. Spadoni
May 24, 2020
[Center essay title; 12 pt font; no boldface, underlining, or brackets]
Essay text starts here. Make sure no more space precedes and
follows your essay title than you see above. ....
2. Last name and page number in the top-right corner of the second and subsequent pages (not the first page). Don’t hand write this
information on the tops of your pages.
Marconi 6
3. Black ink. Standard white paper. Single sided.
4. Times, Times Roman, or Times New Roman typeface (not Cambria), 12 point—including essay title. Don’t change typeface or
font size to increase page length.
5. Double space your work. Don’t alter line spacing to increase page length.
6. Standard margins (1 inch top and bottom, 1 or 1.25 inch left and right). Don’t adjust margins to increase page length.
7. One space (not two) between sentences.
8. No extra space between paragraphs. MS Word likes to insert extra space. Don’t leave figuring out how to tell it not to for the last
minute.
9. Italicize film titles—and at the first mention, follow title with the director and year in parentheses, like this: In an early scene in
Jaws (Steven Spielberg, 1975), a character tries to… Italicize book titles; essay titles are not italicized and go in double quotes.
10. Staple pages, top-left corner. Unstapled.
SPAN100Course SummaryCourse SPAN100 Title Spanish I.docxrosemariebrayshaw
SPAN100
Course Summary
Course : SPAN100 Title : Spanish I
Length of Course : 8 Faculty : Dallas Jurisevic
Prerequisites : N/A Credit Hours : 3
Description
Course Description:
This course will expose the student to the fundamentals of the Spanish language. The student will learn basic
vocabulary, verb conjugations and grammatical usage through workbook and listening exercises. The student
will also learn about the Spanish culture through reading and listening exercises. Please note the technical
specifications below. These are required to interface with the online version of Rosetta Stone. If you cannot meet
these requirements we strongly recommend you do not take this course. Please contact
[email protected] if you are unsure or have any questions. * The ability to download and install the
speech component. * A working microphone installed on the computer for speech recognition. * Access to
streaming media is also required and should be confirmed before registering for the class.
Course Scope:
Standards for Foreign Language Learning in the 21st Century (1999) “Language and communication are at the
heart of the human experience. The United States must educate students who are linguistically and culturally
equipped to communicate successfully in a pluralistic American society and abroad. This imperative envisions a
future in which ALL students will develop and maintain proficiency in English and at least one other language…”
Our major focus is on learning to communicate appropriately in practical, culturally authentic contexts. Students
are asked, to a limited extent, to use their Spanish to engage in simple dialog and talk about themselves and
create with the language in practical ways. Students also correct peer work and in doing so, students solve
problems (and thus engage in analysis, synthesis, and evaluation).
In these courses, students gradually add to their vocabulary and communication skills, practice question- and-
answer techniques, and apply what they learn in order to communicate and solve problems in practical
situations.
Objectives
Students who successfully complete Spanish 100 should be able to:
► Listening Skills
1. Distinguish all the sounds of Spanish important to meaning.
2. Comprehend brief sentences expressed within the framework of high- frequency vocabulary, grammatical
forms, and sentence structures.
3. Determine the meaning of unfamiliar words or phrases though logical guessing based on contextual clues.
► Speaking Skills
1. Produce all the sounds of Spanish and link sounds together in sentences with sufficient accuracy to
communicate with Spanish speakers.
2. Use high- frequency vocabulary, grammatical forms, and sentence structures to converse in brief sentences in
everyday situations (such as greetings, asking for directions, answering short questions, expressing basic
needs and reactions, exchanging information, or persuading others)
► Reading Skills
1. Comprehend non- technical, narrative Spanish.
.
Sources and Resources for RC004Informed Advocacy in Early .docxrosemariebrayshaw
Sources and Resources for RC004
Informed Advocacy in Early Childhood Care and Education: Making a Difference for Young Children and Families, pp. 107-111
https://tempolearning.brightspace.com/d2l/common/dialogs/quickLink/quickLink.d2l?ou=6738&type=lti&rcode=walden-628&srcou=6738
WEBSITE: KIDS COUNT DATA CENTER
http://datacenter.kidscount.org/topics
KIDS COUNT Data Center
Annie E. Casey Foundation. (2014). KIDS COUNT data center: Data topics. Retrieved from http://datacenter.kidscount.org/topics
WEBSITE: NATIONAL AND STATE FACTS
http://www.cwla.org/our-work/advocacy/
WEBSITE: U.S. CHILD STATE DATA
http://www.cwla.org/our-work/advocacy/
WEBSITE: DATA TOOLS
http://www.nccp.org/tools/
Consider how this information will be beneficial within the context of Part 1 of your Work Product.
WEBSITE: ASSOCIATION FOR CHILDHOOD EDUCATION INTERNATIONAL
http://www.acei.org/
WEBSITE: DIVISION FOR EARLY CHILDHOOD
http://www.dec-sped.org/
WEBSITE: INTERNATIONAL READING ASSOCIATION
http://www.reading.org/
WEBSITE: NATIONAL ASSOCIATION FOR THE EDUCATION OF YOUNG CHILDREN
http://www.naeyc.org/
WEBSITE: NATIONAL BLACK CHILD DEVELOPMENT INSTITUTE
http://www.nbcdi.org/
BOOK EXCERPT: DEVELOPING INITIATIVES
https://tempolearning.brightspace.com/d2l/common/dialogs/quickLink/quickLink.d2l?ou=6738&type=lti&rcode=walden-640&srcou=6738
The following links lead to early childhood advocacy initiatives that focus on social change on behalf of children, families, and the early childhood field.
WEBSITE: WORLDWIDE TEACHER SHORTAGE: REGIONAL AND GLOBAL IMPLICATIONS
http://www.businessinsider.com/theres-a-massive-global-teacher-shortage-2016-10
WEBSITE: LEGISLATIVE HOT TOPICS
https://www.literacyworldwide.org/
WEBSITE: TAKEN ACTION NOW
http://www.naeyc.org/policy/action
WEBSITE: WHAT WE DO: POLICY
http://www.nbcdi.org/what-we-do/policy
BOOK EXCERPT: COMPREHENSIVE DEVELOPMENTAL SCREENING
As you read this information and the Guided Notes , consider how these apply to Part 2 and Part 3 of your Work Product.
https://tempolearning.brightspace.com/d2l/common/dialogs/quickLink/quickLink.d2l?ou=6738&type=lti&rcode=walden-647&srcou=6738
https://tempolearning.brightspace.com/d2l/common/dialogs/quickLink/quickLink.d2l?ou=6738&type=lti&rcode=walden-747&srcou=6738
https://tempolearning.brightspace.com/d2l/common/dialogs/quickLink/quickLink.d2l?ou=6738&type=lti&rcode=walden-2320&srcou=6738
This information is beneficial in the context of Part 2 and Part 3 of your Work Product.
ARTICLE: HOW TO BE A VOICE FOR BABIES: USING DATA TO ADVOCATE EFFECTIVELY
https://www.zerotothree.org/resources/496-how-to-use-data-to-advocate-effectively
ARTICLE: EFFECTIVE COMMUNICATION ABOUT THE EARLY YEARS: UNDERSTANDING THE BASICS OF FRAMING
https://www.zerotothree.org/resources/482-understand-the-basics-of-framing-to-communicate-effectively
ARTICLE: EFFECTIVE COMMUNICATION ABOUT THE EARLY YEARS: THE ELEMENTS OF THE FRAME: PART ONE
https://www.zerotothree.org/resources/483-the-elements.
Sources of General Information about the Topic A paragr.docxrosemariebrayshaw
Sources of General Information about the Topic
A paragraph that explains that the follow-
ing sources provide more in depth information about
the topic.
Smith, John. “An Understanding of Animal Experimen-
tation.” The Journal of Animal Husbandry, vol33,
no 2 Jan 2010 pp.70-91. JSTOR,
ww.libray.dcccd.edu. Accessed 10-30-19.
This paragraph will include indicative information
about the source. Other info the reader needs about
the source.
This paragraph will include info about the value
of the source. Other info needed by the reader .
This can/will be multiple pages. The annotation
is to include indicative and evaluative information—a
combined annotation. For this and the following sec-
tions needed will be five(5) sources and associated
annotations for each. The sources are to be in stand-
ard MLA alphabetic order.
An Annotated Bibliography
Of
Topic
First Paragraph will include what the
topic is in language that shows a complete un-
derstanding of the issue.
The second paragraph will include
statements about why this is a topic of concern.
It may also include some background and defini-
tions. Here will also be general information
about the topic (GEN)
The third paragraph will include
some possible reasons why there are views in
favor of the topic( PROs).
The fourth paragraph will include
some possible reasons why the topic has detrac-
tors (CONs).
Sources of Information in Favor of the Topic
This paragraph will explain what some
of the positions in favor of the topic are. It will
provide more detail and depth about the PRO
side of the issue.
Jones, Mary. “Using Animals for Good.” Animals
in Experiments, Society for Ethics in the
Animal World. www.anieths.org. Accessed
10-30-19.
This paragraph provides the indicative
use of the info. It may include the breadth of the
subject covered, the typical use, etc.
This paragraph will discuss the relative
merits of the article. Who can use it, whether it is
complex or simple, is it a good source or is it
somehow lacking.
See above for more details on criteria
for the annotations and bibliography.
Sources of Information Opposed to the Topic
This paragraph will explain some of
the positions taken in opposition to the topic. It
provides more detail and depth about the op-
posed position on the topic.
Hector, James. “Animal Use in Cosmetic Re-
search.” Animals in Our World, edited by
The Staff of the Department of Ecology. 4th
ed. Columbia UP, 2015, pp 456-459.
This paragraph will include indicative
information about the source. Other info the
reader needs about the source.
This paragraph will include info about the
value of the source. Other info needed by the
reader .
.
Sources and Tips for Assignment 1 (History 105; Prof. Stansbury)—.docxrosemariebrayshaw
Sources and Tips for Assignment 1 (History 105; Prof. Stansbury)—3 pages here
LENGTH AND DEVELOPMENT: Each paper in our class is a 5-paragraph essay, plus there is a title page (=cover page) at the start and a Sources list at the end. The body of the paper is to be double-spaced. The body of the paper should be five paragraphs and a total of 500-to-800 words in length. The 500 minimum is firm; you really have not adequately developed the paper if less than that. The 800-word upper limit is really a guideline—ok to go over. Just don’t ramble. To determine length, I look at the BODY of the paper only (not title page or sources list) and consider primarily the word count. (Microsoft Word makes this easy. Just select from the first line of your first paragraph to the last line of your last paragraph. The word-count is provided on the lower left by MS-Word.). [I do not go by number of pages because there are too many ways that gets fudged by margins, font size, line spacing, etc. However, fyi---Typically, if you follow these instructions, the body of your paper will be 2-1/2 to 3-1/2 pages in length—add a page for your title page and another for your sources list and that then gets to 4-1/2-to 5/1/2.]
Your paper must have a numbered list of sources at the end combined with short in-text citations to those sources in the body of the paper. Any direct quote needs both quote marks and an in-text citation to the source. Any paraphrase or summary of information from a source requires an in-text citation to that source.
Use ONLY the sources designated. If for some reason you must use additional sources, do NOT google for them—use the university library. Pages 2 and 3 below show the sources for each topic and the SWS format for listing and citing each.
In this assignment, do NOT include long quotes of 4 lines or more. The paper is too short for that. Keep any quotes short and clearly marked with quote marks and a citation. Most of the paper should be you using mostly your words while using and summarizing information from your sources, as well as commenting and developing the paper according to the instructions. TIP: Before writing your paper, brainstorm first and make a general list or outline of each paragraph and what it will include. Use the class text for examples or specific information, and jot down the page numbers where you found that information. Do the same with other sources used. This will make your writing of the paper much easier. Then, start typing a rough draft. Plan to revise and edit yourself; allot time to polish the paper before you finally submit. Procrastination is the enemy of quality.
--------------------
ON THE NEXT TWO PAGES—How to list and how to cite the sources in your paper. Each of the three topics (as shown on the instruction sheet) identified sources by link and short identification. On the next two pages, you will see how each of those same sources look in an in-tex.
Source for ArticleMilliken, A. (2018). Ethical awareness What .docxrosemariebrayshaw
Source for Article:
Milliken, A. (2018). Ethical awareness: What it is and why it matters. OJIN: Online Journal of Issues in Nursing, 23(1), Manuscript 1. doi:10.3912/OJIN.Vol23No01Man01. Retrieved from http://ojin.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJIN/TableofContents/Vol-23-2018/No1-Jan-2018/Ethical-Awareness.html
Article:
Ethical Awareness: What It Is and Why It Matters
^ m d
Aimee Milliken, PhD, RN
Abstract
Given the complexity of contemporary healthcare environments, it is vital that nurses are able to recognize and address ethical issues as they arise. Though dilemmas and challenging situations create the most obvious, dramatic risks to patients, routine nursing actions have implications for patients as well. Ethical awareness involves recognizing the ethical implications of all nursing actions. Developing ethical awareness is one way to empower nurses to act as moral agents in order to provide patients with safe and ethical care. The aim of this article is to provide an overview of the concept of ethical awareness and the role it plays in patient care. Background information is provided; three everyday scenarios highlight the importance of ethical awareness in everyday nursing practice; followed by additional discussion; and strategies for heightening ethical awareness are suggested.
Citation: Milliken, A., (January 31, 2018) "Ethical Awareness: What It Is and Why It Matters" OJIN: The Online Journal of Issues in Nursing Vol. 23, No. 1, Manuscript 1.
DOI: 10.3912/OJIN.Vol23No01Man01
Key Words: ethical awareness, nursing ethics, ethical sensitivity, moral sensitivity, critical care
Ethical awareness involves recognizing the ethical implications of all nursing actions, and is the first step in moral action.
Given the complexity of contemporary healthcare environments, it is vital that nurses are able to recognize and address ethical issues as they arise. Ethical awareness involves recognizing the ethical implications of all nursing actions, and is the first step in moral action (Milliken & Grace, 2015). This means that nurses must first recognize the potential ethical repercussions of their actions in order to effectively resolve problems and address patient needs. The aim of this article is to provide an overview of ethical awareness and its important role in ethical nursing care. Three everyday scenarios highlight the importance of ethical awareness in everyday nursing practice. Finally, strategies for heightening ethical awareness in the clinical setting are suggested.
Background
...nurses do not often recognize daily activities... as having ethical implications.
Many scholars have addressed the ethical nature of nursing practice (Austin, 2007; Erlen, 1997; Milliken & Grace, 2015; Truog et al., 2015; Ulrich et al., 2010). Though nursing ethics education often focuses on dilemmas and challenging situations (Truog et al., 2015; Zizzo, Bell, & Racine, 2016), ethical awareness involves recognizing .
Soria 2Victoria SoriaDean WintherEnglish 101 10 March 20.docxrosemariebrayshaw
Soria 2
Victoria Soria
Dean Winther
English 101
10 March 2020
RAVENArticle 1 by Theresa Capra (2009).
Reputation. The author is a renowned researcher at Mercer County Community College who holds a Ph.D. and specializes in issues of education and children.
Ability to Observe. Being a researcher, the author is in a position to access reliable evidence from other scholarly researchers like her. Working as a director in the College also allows her to observe the effects of poverty on the education of children.
Vested Interest. Being a researcher, the author has no personal interest in the topic. Instead, she seeks to inform the general public about the effects of poverty.
Expertise. The author is an expert in the field of education such that she is even pursuing her Ph.D. She also refers to scholarly sources written by experts as evidence in the article.
Neutrality. The author is neutral about poverty and education. She provides a discussion of the causes, effects, and possible solutions that can be applied to curb the problem. Article 2 by Sean Slade (2015)
Reputation. The author is the director of Global Outreach at ASCD which aims at providing quality education that will grow children emotionally, physically, psychologically, and socially (ASCD, 2020). Thus, the author is in a position of authority.
Ability to Observe. The author is in a position that allows him to access reliable evidence. Being the director of Global Outreach at ASCD, the author works and interacts with children and this allows him to observe how poverty can affect their education.
Vested Interest. The author has some personal interest in the topic. He is a contributor to news being posted on the website. Thus, to get more views and reads, the author has to write something captivating and which will get more reads. This will increase his image in the online world.
Expertise. The author is not an expert in the field of poverty and education. Judging from the website, the author is just a contributor. It is only one evidence that quotes scholarly research. All the other evidence is from news and politics.
Neutrality. The author is biased about the issue of poverty and its impact on education. The author decided to focus on the negative side of poverty only. This painted a bad picture on the government and rich countries who, it is claimed, are the ones who cause poverty. Although this is partially true, the author fails to recognize intervention efforts from these rich countries that have worked to curb poverty. In this biased state, the author presents a one-sided argument only. Article 3 by Kelley Taylor (2017)
Reputation. The author is a contributor to contents on the Insight website which reports news about various issues facing the world today. being a magazine website, the source is not in a position of authority.
Ability to Observe. Being a news reporter, the author is in a position to access reliable evidence through researching on the internet and conduc.
SPC1017 Rubric: Informative Speech
Name: Jhoan Speech Topic: Tanorexia
Time: 4 minutes Points: 81
Introduction 15%
4
Strong attention getter and relevance statement
3
Strong credibility statement
5
Good overview of main points
Main Body 30%
5
Each main point is clear
5
Organization is logical
5
Information is new and relatable to audience, practical
3
Main points supported with research
3
At least one oral citation with needed information
3
Good transitions, good flow from one point to the next
Conclusion 15%
5
Prepared audience for conclusion
4
Summarized main points, no extra information
4
Strong ending, related back to attention getter
Delivery 40%
5
Good volume and speech rate
3
Good vocal variety, speaker was energetic, passionate
3
Good eye contact
4
Good posture and hand gestures, good overall body language
5
Good articulation, pronunciation (few verbal fillers, appropriate language)
4
Professional appearance, business casual attire, professional notes
3
Presentation aid (supportive, easily visible, correct spelling, duration)
4
Time Limit (stayed within designated time limit)
81
TOTAL
5 –Very Good
4 – good
3 – average
2– needs work
1 – unacceptable
.
South University College of Nursing and Public Health Graduate.docxrosemariebrayshaw
South University College of Nursing and Public Health Graduate Online
Nursing Program
Aquifer Internal Medicine
Internal
Medicine
08: 55-year-
old male
with chronic
disease
management
Author/Editor:Author/Editor: Cynthia A. Burns, MD
INTRODUCTION HISTORY
You review Mr. Morales' records on the computer.You review Mr. Morales' records on the computer.
!
You are working with Dr. Clay in her outpatient diabetes clinic this morning.
https://southu-nur.meduapp.com/
https://southu-nur.meduapp.com/document_sets/6094
Your first patient, Mr. Morales, was seen by Dr. Clay once before, eight years ago,
but was lost to follow-up after that time.
Based on review of the electronic medical record you are able to collect the
following information prior to heading into the room to meet Mr. Morales:
Mr. Morales is a 55-year-old Hispanic male, diagnosed with Type 2 diabetes
mellitus thirteen years ago after experiencing a 20-pound unintentional weight
loss, blurry vision, and nocturia.
He was hospitalized six weeks ago with a non-ST elevation myocardial infarction
and required three vessel coronary artery bypass grafting. During his admission,
he was found to have a reduced ejection fraction of 20%.
He was referred for today's visit by the cardiologist to focus on optimizing his
glycemic control and reducing his risk of the comorbidities associated with poorly
controlled Type 2 diabetes mellitus.
His last hemoglobin A1c (HbA1c) was 9.5% eight years ago, and he had
microalbuminuria at that time.
DIABETES CHRONIC DISEASE
MANAGEMENT 1
MANAGEMENT
You review diabetes chronic disease management with Dr. Clay.You review diabetes chronic disease management with Dr. Clay.
!
Before you see Mr. Morales, Dr. Clay reviews diabetes chronic disease
management with you.
Diabetes Chronic Disease Management
Evaluate for and optimize prevention of diabetic complicationsEvaluate for and optimize prevention of diabetic complications
Macrovascular complications:
Cardiovascular disease
Cerebrovascular disease
Microvascular complications:
Retinopathy
Nephropathy
Neuropathy
In particular, cardiovascular disease is the No. 1 cause of mortality for people
with diabetes, and one of the top causes of morbidity.
Hypoglycemia, infections, foot ulcers, and amputations are additional causes of
morbidity and mortality in patients with diabetes.
The American Diabetes Association publishes annual guidelines to assist in the
management of a patient with diabetes.
Remember the large role that the psychosocial aspects of a diabetesRemember the large role that the psychosocial aspects of a diabetes
diagnosis play in managementdiagnosis play in management
Non-adherence with medical recommendations could be due to economic,
work-related, religious, social, or linguistic barriers to care. Care must be taken
to assess the psychosocial status of each person with diabetes at each clinic
visit to ensure that barriers to successful diabetes care are minimized.
Question
Which .
Sources to UseSuskie, L. (2014, March 17). What is good.docxrosemariebrayshaw
Sources to Use:
Suskie, L. (2014, March 17). What is good assessment? A second look [PDF]. Retrieved from http://www.lindasuskie.com/apps/blog/show/41934533-what-is-good-assessment-a-second-look
Suskie, L. (2018, May 27). What are the characteristics of well-stated learning goals? [Blog post]. Retrieved from http://www.lindasuskie.com/apps/blog/show/45689916-what-are-the-characteristics-of-well-stated-learning-goals-
Suskie, L. (2015, March 23). Setting meaningful benchmarks or standards [Blog post]. Retrieved from http://www.lindasuskie.com/apps/blog/show/43191428-setting-meaningful-benchmarks-or-standards
Braskamp, L. A., & Engberg, M. E. (2014). Guidelines for judging the effectiveness of assessing student learning [PDF]. Retrieved from http://www.learningoutcomesassessment.org/documents/BraskampGuidelines.pdf
Hutchings, P., Ewell, P., & Banta, T. (2012). AAHE principles of good practice: Aging Nicely. Retrieved from: https://www.learningoutcomesassessment.org/wp-content/uploads/2019/08/Viewpoint-Hutchings-EwellBanta.pdf
Jankowski, N. A., Timmer, J. D., Kinzie, J., & Kuh, G. D. (2018). Assessment that matters: Trending toward practices that document authentic student learning. Urbana, IL: University of Illinois and Indiana University, National Institute for Learning outcomes Assessment (NILOA).
Banta, T., & Blaich, C. (2011). Closing the Assessment Loop. Change, 43(1), 22–27.
Running head: WEEK FIVE PAPER 1
TITLE OF PAPER 5
Week Five Paper
Your Name
Course Number & Title
Instructor's Name
Month Day, Year
Week Five Paper
Start the first paragraph here. It should introduce your reader to the subject you are writing about, as well as your particular position or claim. Before you can create your first paragraph, check that you Understand Your Assignment. You can use this template to help you format your paper. For longer papers, include sub-headings or levels of heading.
Challenges and Communication Needs
Communication Theories and Use to Effectively Engage Clients
Three Verbal and Three Nonverbal Techniques to Use With Clients
Selected Communication Theories and Benefits and Limitations
How Active Listening Skills Are Used
How Empathy Skills Are Used
Family, Culture and Gender Issues
Personal Communication Strengths and Growth Areas
Conclusion
.
References
The following are commonly used references. Please fill in the required information, and if you need more help, see the Formatting Your References List page. References are listed in alphabetical order.
Ashford Textbook (Online edition): *
Author, A. (Year published). Title of book: Subtitle of book (edition, if other than the first) [Electronic version]. Retrieved from from URL
Example:
Witt, G. A., & Mossler, R. A. (2010). Adult development and life assessment [Electronic version]. Retrieved from https://content.ashford.edu/books/4
Online Journal Article (such as from the Ashford Library):**
Author, A. (Year Published). Article title. Journal.
Sooner or later you’ll find your-self leading a team where one.docxrosemariebrayshaw
Sooner or later you’ll find your-self leading a team where one
or more of your people work
remotely. You can turn this situa-
tion into an advantage by leverag-
ing diverse backgrounds and
highly motivated employees. To do
this, you’ll need to avoid the possi-
ble communication and effective-
ness pitfalls and make sure you’re
making use of all the means at
your disposal to operate effectively
from a distance. Interestingly
enough, my experiences in P&G as
both a remote manager and a
remote employee have made me a
more disciplined manager.
Various situations, be it with
remote teams who work from
their homes or international
employees in different time zones,
bring unique characteristics to
which you’ll need to adjust your
management style. That said, the
basics for any manager remain the
same—you just have to do them
better. Do them well, and you’ll
have a highly energized and driven
work team. The consequences of
not doing so are twice as disas-
trous with remote teams.
What You Can Do
Let me share some of my favorite
must-do items for any remote
leader.
1. Energize your team with a
vision. To win as a team and as an
organization, it’s critical to involve
your remote group in the creation
and deployment of a common
vision. Ask yourself what your
most important breakthrough will
be, and set this as the direction
that propels your people and your
action plan. If it isn’t possible to do
this face to face, take time to have a
brainstorming forum, group chats,
and calls with video where you
come to a clear, meaningful state-
ment of the accomplishment your
team will be known for.
2. Engage them with a robust
action plan. This is probably one
of the most critical aspects of
remote leadership. Each team
member needs to feel engaged and
have a clear understanding about
what will be requested from them
or their teams, how it will be mea-
sured, and when you will expect it.
To do this well is to set a solid
foundation and clear the way for
what will come. Draft an action
plan with a clear link to your
vision, and engage each team
member individually with the
objectives assigned to them. Align
on the way updates will be pre-
sented and on key milestones.
Give examples of the way you like
updates to be presented and the
data you expect to see in them.
3. Be in touch with your team.
You need to be disciplined about
having periodic touchpoints in
order to stay connected. Watch out
for overly independent employees
who think they don’t need direc-
tion and allow the distance to
grow. It’s important to align prior-
ities, review action-plan progress,
and talk about career develop-
ment. It also doesn’t hurt to build
a personal relationship that fosters
trust and open communication.
Though there are various con-
straints, mostly financial, make
sure to schedule face-to-face time
as much as possible, and, again,
make use of the vast array of avail-
able videoconferencing te.
Sophia Bosoni, Tombra Esite & Junhui Liu
February 6, 2020
Innovation and Organization Transformation
The Boston Globe Organizational Transformations and Innovations
Introduction
The Boston Globe is a company that has been running since 1872. They are experiencing great changes due to changes in the media industry. The owner of The Boston Globe is The Boston Globe Media Partners, LLC. Now, the publisher and the owner of The Boston Globe is John Henry (The Boston Globe). Due to technological innovations, the way and how we inform ourselves is different than the past generations (ex: virtually).
The Boston Globe’s structure, human resources, political and symbolic frames activities are changing so quickly due to the new organization’s transformations and innovations. The structure of the media organizations has changed internally and externally. In relation to human resources we are going to focus on the internal and external changes as a result of the structural change. Politically and symbolically The Boston Globehas transformed, as well. We are going to explore how digital innovation has completely transformed The Boston Globe. This issue is important as The Boston Globe is experiencing many transformations and revenue challenges and they have to survive. Moreover, as a group, we will focus on the organizational transformations in relation to the four frames (structural, human resources, political & symbolic).
Main Issue
· Requires organization response involving key decision makers
Underlying Causes
Activity in the Four Frames
Structural Frame
The Boston Globe had to restructure because of the technological changes in this century. The Boston Globe had to adapt; therefore they created the BostonGlobe.com in 1995. The Boston Globe mains goal is to survive; then it is to deliver news. The Boston Globe went from an all paper organization to an electronic and paper organization (BostonGlobe.com). Due to all the new technological innovation and other online website there has been a need to get an IT department. This IT department takes care of the online website. Moreover, there needs to be a cyber security team because of all the hacking. The Boston Globe needs to protect themselves from the hackers. Additionally, jobs at The Boston Globe have changed greatly. They had to fire Truck drivers to deliver the newspapers and paper boys and hire more tech people.
Human Resources Frame
Political Frame
The owner of The Boston Globe, John Henry, is also the “Red Sox” owner. “In February 2013, the Red Sox owner John Henry assumed ownership, marking a new chapter (The Boston Globe).” This involves means that there is a lot of politics involved as John Henry has biases.
Due to the new structure at The Boston Globe it changes a lot of activity that relates to the political frame. Some of the changes are that there is no more need for different jobs that were very important and essential a couple decades ago, a generation ago. .
Soria 2Victoria Soria Dean WintherEnglish 101 04 Februar.docxrosemariebrayshaw
Soria 2
Victoria Soria
Dean Winther
English 101
04 February 2020
Poverty’s Impact on Education in America
Most evidently in America children born or brought up in poverty are faced with insignificant education, versus a child with a higher income background. I have chosen this topic for my research assignment being that an impact of poverty can affect a child’s academic accomplishments significantly. This results in them facing challenges such as lacking intellectual and literary skills. The child readiness for school is reduced by poverty because it brings forth poor physical health and motor skills, dwindles the children's ability to concentrate and remember information, reduces curiosity, attentiveness and motivation. Children from lower-income families who manage to complete high school are less likely to proceed to college. Such children end up not achieving their life goals for lack of education. The effects of poverty on education for some children present unique challenges in breaking the cycle of generational poverty. It further reduces their chances of living productive and rewarding lives.
Featured Research
Exploring the Job Duties That Impact
School Counselor Wellness: The Role
of RAMP, Supervision, and Support
Nicole M. Randick
1
, Shannon Dermer
2
, and Rebecca E. Michel
3
Abstract
The authors examined the predictive relationship between the performance of job duties informed by the American School
Counselor Association (ASCA) National Model and overall wellness of school counselors. We also examined the relationship
between organizational factors (i.e., Recognized ASCA Model Program, supervision, and support), the frequency of job duties
performed, and overall wellness. The results revealed a predictive relationship between some of the job duties school counselors
perform and wellness. We provide implications for school counseling practice and training programs.
Keywords
ASCA National Model, organizational factors, school counselors, wellness
Wellness, defined as a way of life that fosters “the optimum
state of health and well-being that each individual is capable of
achieving” (Myers, Sweeny, & Witmer, 2000, p. 252), is a
central foundation of the school counseling profession. The
American School Counselor Association’s ASCA Ethical Stan-
dards for School Counselors require school counselors to per-
form duties identified by the ASCA National Model (ASCA,
2012, 2016; Standard B.3.c) and to “monitor their emotional
and physical health and practice wellness to ensure optimal
professional effectiveness” (Standard B.3.f). Therefore, school
counselors must balance the dual task of supporting their stu-
dents’ academic, social/emotional, and career development
while also ensuring that their own wellness needs are being
met (ASCA, 2012, 2016; Bryant & Constantine, 2006; Limberg,
Lambie, & Robinson, 2016).
School counselors must balance the dual task of
supporting their students’ academic, social/
emoti.
Sources and Tips for Assignment 3 (History 105; Prof. Stansbury)—.docxrosemariebrayshaw
Sources and Tips for Assignment 3 (History 105; Prof. Stansbury)—5 pages here
LENGTH AND DEVELOPMENT: Each paper in our class is a 5-paragraph essay, plus there is a title page (=cover page) at the start and a Sources list at the end. The body of the paper is to be double-spaced. The body of the paper should be five paragraphs and a total of 500-to-800 words in length. The 500 minimum is firm; you really have not adequately developed the paper if less than that. The 800-word upper limit is really a guideline—ok to go over. Just don’t ramble. To determine length, I look at the BODY of the paper only (not title page or sources list) and consider primarily the word count. (Microsoft Word makes this easy. Just select from the first line of your first paragraph to the last line of your last paragraph. The word-count is provided on the lower left by MS-Word.). [I do not go by number of pages because there are too many ways that gets fudged by margins, font size, line spacing, etc. However, fyi---Typically, if you follow these instructions, the body of your paper will be 2-1/2 to 3-1/2 pages in length—add a page for your title page and another for your sources list and that then gets to 4-1/2-to 5/1/2.]
Your paper must have a numbered list of sources at the end combined with short in-text citations to those sources in the body of the paper. Any direct quote needs both quote marks and an in-text citation to the source. Any paraphrase or summary of information from a source requires an in-text citation to that source.
Use ONLY the sources designated and listed for this assignment. If for some reason you must use additional sources, do NOT google for them—use the university’s online library.
In this assignment, do NOT include long quotes of 4 lines or more. The paper is too short for that. Keep any quotes short and clearly marked with quote marks and a citation. Most of the paper should be you using mostly your words while using and summarizing information from your sources, as well as commenting and developing the paper according to the instructions. TIP: Before writing your paper, brainstorm first and make a general list or outline of each paragraph and what it will include. Use the class text for examples or specific information, and jot down the page numbers where you found that information. Do the same with other sources used. This will make your writing of the paper much easier. Then, start typing a rough draft. Plan to revise and edit yourself; allot time to polish the paper before you finally submit. Procrastination is the enemy of quality.
--------------------
ON THE NEXT PAGE—How to list and how to cite the sources in your paper. The instruction sheet for Assignment 3 shows the Schultz class text (required for this) followed by a long list from which you may choose for your other sources. On the next three pages below, you will see a sample sources list for this assignment, just illustratin.
Sources of Risk for Chronic Conditions in the State of Flo.docxrosemariebrayshaw
Sources of Risk for Chronic Conditions in the State of Florida
DHA-7010 - Project and Resource Management in Integrated Systems
4/05/20
*
Introduction
A chronic condition is a disease that endures along period.
Chronic illness is one of the health issues which has been prevalent in the United States for an extended period.
Various sources of risk are associated with chronic conditions that directly impact the success of this project.
These sources of risks fall under factors such as technical, managerial, commercial, and external risk factors.
Introduction
A chronic condition is a disease that endures along period. Chronic illness is one of the health issues which has been prevalent in the United States for an extended period. However, multiple sources of risk are associated with chronic conditions that directly impact the success of this project. These sources of risks fall under factors such as technical, managerial, commercial, and external risk factors.
*
Sources of Technical Risk Factors
Technical risk factors in this project are associated with factors such as:
Scope definition in the study
Research design
Research of information (Cachada et al., 2019)
Methods used to conduct the research study
Sources of Technical risk factors
Technical risk factors in this project arise from issues or activities associated with the scope definition, research design, research of information, and methods used to conduct the research study. In this case, conduction research to know more about chronic conditions in the State of Florida will involve in-depth scope definition to understand more the status of chronic illness in the State of Florida (Cachada et al., 2019)
.
*
Sources of Managerial Risk Factors
Managerial risk factors in this project arise from management decisions that affect the flow of performing operations of the activity (Cachada et al., 2019).
Sources of managerial risks affecting the success of this project include the following factors:
Cost factors
Legal factors
Legal factors
Sources of managerial risk factors
Managerial risk factors in this project arise from management decisions that affect the flow of performing operations of the activity. The primary source of such risk includes cost factors, which escalates the cost of conducting a project due to the inability to make proper cost estimations.
Schedule factors is another source of risk that affect how activities of the project should be conducted (Cachada et al., 2019). In the research study, the schedule of performing on the status of chronic illness in the State of Florida will be timed to collect enough information to help in making proper decisions.
Legal risk factors is another set of sources of managerial risks that are likely to affect the effectiveness of this research. These factors arise from regulatory obligations such as contract risks that approve the use of chronic condition data to perform a research project. This set of risks will.
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104 PART ONE DIRECTING THE OPERATION
● Implementation – the way that strategy is operationalized or executed. Three issues are
often mentioned by strategy practitioners as being important in achieving successful
implementation: the clarity of the strategy, the nature of the leadership provided by top
management, and effective project management.
● Monitoring – involves tracking ongoing performance and diagnosing data to make sure
that the changes are proceeding as planned and providing early indications of any devi-
ation from the plan.
● Control – involves the evaluation of the results from monitoring the implementation so
that activities, plans and performance can be assessed with the intention of correcting
future action if that is required.
CASE STUDY McDonald’s: half a century of growth 13
It is loved and it is hated. It is a shining example of how
good-value food can be brought to a mass market. It is a
symbol of everything that is wrong with ‘industrialized’, cap-
italist, bland, high-calorie and environmentally unfriendly
commercialism. It is the best-known and most loved fast
food brand in the world with more than 36,000 restau-
rants in 117 countries, providing jobs for 1.7 million staff
and feeding 69 million customers per day (yes, per day!).
It is part of the homogenization of individual national cul-
tures, filling the world with bland, identical, ‘cookie cutter’,
Americanized and soulless operations that dehumanize
its staff by forcing them to follow ridged and over-defined
procedures. But whether you see it as friend, foe, or a bit
of both, McDonald’s has revolutionized the food industry,
affecting the lives of both the people who produce food and
the people who eat it. It has also had its ups (mainly) and
downs (occasionally) as markets, customers and economic
circumstances change. Yet, even in the toughest times it has
always displayed remarkable resilience. What follows is a
brief (for such a large corporation) summary of its history.
Starting small
Central to the development of McDonald’s is Ray Kroc, who
by 1954 and at the age of 52 had been variously a piano
player, a paper cup salesman and a multi-mixer salesman.
He was surprised by a big order for eight multi-mixers
from a restaurant in San Bernardino, California. When
he visited the customer he found a small but successful
restaurant run by two brothers Dick and Mac McDonald.
They had opened their ‘Bar-B-Que’ restaurant 14 years
earlier, and by the time Ray Kroc visited the brothers’ oper-
ation it had a self-service drive-in format with a limited
menu of nine items. He was amazed by the effectiveness
of their operation. Focusing on a limited menu including
burgers, fries and beverages had allowed them to analyse
every step of the process of producing and serving their
food. Ray Kroc was so impressed that he p.
SolarComm Communication and Collaboration Team BiographiesName.docxrosemariebrayshaw
SolarComm Communication and Collaboration Team Biographies
Name: Sean Flannigan
Functional Group: Engineering
Title: Lead Power Systems Engineer
Location: Boston, MA
Years of Experience: 27
Education: PhD, University of Virginia
Skills: Leadership and employee management; project management; technology and risk assessment; financial modeling; budgeting; working knowledge of power systems and components; photovoltaic systems design; contract review and negotiation; working knowledge of regulations; and construction monitoring
Diverse Cultural Perspectives: Although he would not think of himself as privileged, Sean has progressed in his education and career by identifying goals and working hard until he achieved them. He attributes all of his success to his work ethic. Sean finds common ground with people most easily when they share his interests in science, math, and a functional design.
Characteristics: Analytical; creative; interested in mechanical and technical projects; performs well in technology-focused leadership roles; highly process-oriented; strong verbal and graphical communication skills; data-driven; and a scientific approach to decision making
Behaviors: Sean meets annual project requirements on time and budget. He and his team act autonomously and with minimal oversight in the field. He requests access to research findings, thorough documentation, and other evidence of efficacy before adopting a new product or process. He speaks candidly when he sees reason for concern. Because his work requires him to spend a lot of time managing a team in the field, he prefers brief, tactical phone calls instead of extended, strategy meetings.
Background: Sean has been a lead power systems engineer for 6 years. Before that, he spent 10 years as a systems engineer for a major utility company in the western United States, where he managed a large team of technicians. Prior to that, he was a respected research scientist at a large state institution. The other power systems engineers at SolarComm elected Sean to speak for them and defer to Sean if asked for more participation. They provided Sean with a year of records showing that a dozen essential components arrived behind schedule. Records also showed that four major components were not manufactured to specification. Many of the Engineers told Sean that SolarComm’s problems originated from poorly negotiated procurement agreements that do not penalize the manufacturer when problems occur.
Name: Irma Trujillo
Functional Group: Procurement
Title: Procurement Manager
Location: Austin, TX
Years of Experience: 6
Education: Bachelor of Science, Economics
Skills: Logistics and planning; thoroughly knowledgeable in SolarComm systems, including databases, presentation tools, and contracts database; able to understand and communicate highly technical information in a global, cross-functional, and multicultural work environment; and is fluent in English and Spanish
Diverse Cultural Perspectives: Alt.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
4. Founded in 1807, John Wiley & Sons is the oldest independent
publishing company in
the United States. With offi ces in North America, Europe,
Asia, and Australia, Wiley
is globally committed to developing and marketing print and
electronic products and
services for our customers’ professional and personal
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The Wiley CIO series provides information, tools, and insights
to IT executives
and managers. The products in this series cover a wide range of
topics that supply
strategic and implementation guidance on the latest technology
trends, leadership, and
emerging best practices.
Titles in the Wiley CIO series include:
The Agile Architecture Revolution: How Cloud Computing,
REST-Based SOA, and
Mobile Computing Are Changing Enterprise IT by Jason
BloombergT
Big Data, Big Analytics: Emerging Business Intelligence and
Analytic Trends for Today’s
Businesses by Michael Minelli, Michele Chambers, and Ambiga
Dhiraj
The Chief Information Offi cer’s Body of Knowledge: People,
Process, and Technology by
Dean Lane
CIO Best Practices: Enabling Strategic Value with Information
Technology (Second
5. Edition) by Joe Stenzel, Randy Betancourt, Gary Cokins, Alyssa
Farrell, Bill
Flemming, Michael H. Hugos, Jonathan Hujsak, and Karl
Schubert
The CIO Playbook: Strategies and Best Practices for IT Leaders
to Deliver Value by
Nicholas R. Colisto
Enterprise Performance Management Done Right: An Operating
System for Your
Organization by Ron Dimon
Executive’s Guide to Virtual Worlds: How Avatars Are
Transforming Your Business and
Your Brand by Lonnie Bensond
IT Leadership Manual: Roadmap to Becoming a Trusted
Business Partner by Alan R. r
Guibord
Managing Electronic Records: Methods, Best Practices, and
Technologies by Robert F. s
Smallwood
On Top of the Cloud: How CIOs Leverage New Technologies to
Drive Change and Build
Value Across the Enterprise by Hunter Muller
Straight to the Top: CIO Leadership in a Mobile, Social, and
Cloud-based World (Second
Edition) by Gregory S. Smith
Strategic IT: Best Practices for Managers and Executives by
Arthur M. Langer ands
Lyle Yorks
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Library of Congress Cataloging-in-Publication Data:
Smallwood, Robert F., 1959-
Information governance : concepts, strategies, and best
practices / Robert F. Smallwood.
pages cm. — (Wiley CIO series)
ISBN 978-1-118-21830-3 (cloth); ISBN 978-1-118-41949-6
(ebk); ISBN 978-1-118-42101-7 (ebk)
1. Information technology—Management. 2. Management
information systems. 3. Electronic
records—Management. I. Title.
HD30.2.S617 2014
658.4’038—dc23
2013045072
9. Printed in the United States of America
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For my sons
and the next generation of tech-savvy managers
vii
CONTENTS
PREFACE xv
ACKNOWLEDGMENTS xvii
PA RT O N E — Information Governance Concepts,
Defi nitions, and Principles 1p
C H A P T E R 1 The Onslaught of Big Data and the
Information Governance
Imperative 3
Defi ning Information Governance 5
IG Is Not a Project, But an Ongoing Program 7
10. Why IG Is Good Business 7
Failures in Information Governance 8
Form IG Policies, Then Apply Technology for Enforcement 10
Notes 12
C H A P T E R 2 Information Governance, IT Governance, Data
Governance: What’s the Difference? 15
Data Governance 15
IT Governance 17
Information Governance 20
Impact of a Successful IG Program 20
Summing Up the Differences 21
Notes 22
C H A P T E R 3 Information Governance Principles 25
Accountability Is Key 27
Generally Accepted Recordkeeping Principles® 27
Contributed by Charmaine Brooks, CRM
Assessment and Improvement Roadmap 34
Who Should Determine IG Policies? 35
Notes 38
11. PA RT T W O — Information Governance Risk Assessment
and Strategic Planning 41g g
C H A P T E R 4 Information Risk Planning and Management
43
Step 1: Survey and Determine Legal and Regulatory
Applicability
and Requirements 43
viii CONTENTS
Step 2: Specify IG Requirements to Achieve Compliance 46
Step 3: Create a Risk Profi le 46
Step 4: Perform Risk Analysis and Assessment 48
Step 5: Develop an Information Risk Mitigation Plan 49
Step 6: Develop Metrics and Measure Results 50
Step 7: Execute Your Risk Mitigation Plan 50
Step 8: Audit the Information Risk Mitigation Program 51
Notes 51
C H A P T E R 5 Strategic Planning and Best Practices for
Information Governance 53
Crucial Executive Sponsor Role 54
12. Evolving Role of the Executive Sponsor 55
Building Your IG Team 56
Assigning IG Team Roles and Responsibilities 56
Align Your IG Plan with Organizational Strategic Plans 57
Survey and Evaluate External Factors 58
Formulating the IG Strategic Plan 65
Notes 69
C H A P T E R 6 Information Governance Policy Development
71
A Brief Review of Generally Accepted Recordkeeping
Principles® 71
IG Reference Model 72
Best Practices Considerations 75
Standards Considerations 76
Benefi ts and Risks of Standards 76
Key Standards Relevant to IG Efforts 77
Major National and Regional ERM Standards 81
Making Your Best Practices and Standards Selections to Inform
Your IG Framework 87
Roles and Responsibilities 88
13. Program Communications and Training 89
Program Controls, Monitoring, Auditing and Enforcement 89
Notes 91
PA RT T H R E E — Information Governance Key
Impact Areas Based on the IG Reference Model 95p
C H A P T E R 7 Business Considerations for a Successful IG
Program 97
By Barclay T. Blair
Changing Information Environment 97
CONTENTS ix
Calculating Information Costs 99
Big Data Opportunities and Challenges 100
Full Cost Accounting for Information 101
Calculating the Cost of Owning Unstructured Information 102
The Path to Information Value 105
Challenging the Culture 107
New Information Models 107
Future State: What Will the IG-Enabled Organization Look
14. Like? 110
Moving Forward 111
Notes 113
C H A P T E R 8 Information Governance and Legal Functions
115
By Robert Smallwood with Randy Kahn, Esq., and Barry
Murphy
Introduction to e-Discovery: The Revised 2006 Federal Rules of
Civil Procedure Changed Everything 115
Big Data Impact 117
More Details on the Revised FRCP Rules 117
Landmark E-Discovery Case: Zubulake v. UBS Warburg 119
E-Discovery Techniques 119
E-Discovery Reference Model 119
The Intersection of IG and E-Discovery 122
By Barry Murphy
Building on Legal Hold Programs to Launch Defensible
Disposition 125
By Barry Murphy
Destructive Retention of E-Mail 126
Newer Technologies That Can Assist in E-Discovery 126
15. Defensible Disposal: The Only Real Way To Manage Terabytes
and Petabytes 130
By Randy Kahn, Esq.
Retention Policies and Schedules 137
By Robert Smallwood, edited by Paula Lederman, MLS
Notes 144
C H A P T E R 9 Information Governance and Records and
Information Management Functions 147
Records Management Business Rationale 149
Why Is Records Management So Challenging? 150
Benefi ts of Electronic Records Management 152
Additional Intangible Benefi ts 153
Inventorying E-Records 154
Generally Accepted Recordkeeping Principles® 155
E-Records Inventory Challenges 155
x CONTENTS
Records Inventory Purposes 156
Records Inventorying Steps 157
Ensuring Adoption and Compliance of RM Policy 168
16. General Principles of a Retention Scheduling 169
Developing a Records Retention Schedule 170
Why Are Retention Schedules Needed? 171
What Records Do You Have to Schedule? Inventory and Classifi
cation 173
Rationale for Records Groupings 174
Records Series Identifi cation and Classifi cation 174
Retention of E-Mail Records 175
How Long Should You Keep Old E-Mails? 176
Destructive Retention of E-Mail 177
Legal Requirements and Compliance Research 178
Event-Based Retention Scheduling for Disposition of E-Records
179
Prerequisites for Event-Based Disposition 180
Final Disposition and Closure Criteria 181
Retaining Transitory Records 182
Implementation of the Retention Schedule and Disposal of
Records 182
Ongoing Maintenance of the Retention Schedule 183
Audit to Manage Compliance with the Retention Schedule 183
17. Notes 186
C H A P T E R 10 Information Governance and Information
Technology Functions 189
Data Governance 191
Steps to Governing Data Effectively 192
Data Governance Framework 193
Information Management 194
IT Governance 196
IG Best Practices for Database Security and Compliance 202
Tying It All Together 204
Notes 205
C H A P T E R 11 Information Governance and Privacy and
Security Functions 207
Cyberattacks Proliferate 207
Insider Threat: Malicious or Not 208
Privacy Laws 210
Defense in Depth 212
Controlling Access Using Identity Access Management 212
Enforcing IG: Protect Files with Rules and Permissions 213
18. CONTENTS xi
Challenge of Securing Confi dential E-Documents 213
Apply Better Technology for Better Enforcement in the
Extended Enterprise 215
E-Mail Encryption 217
Secure Communications Using Record-Free E-Mail 217
Digital Signatures 218
Document Encryption 219
Data Loss Prevention (DLP) Technology 220
Missing Piece: Information Rights Management (IRM) 222
Embedded Protection 226
Hybrid Approach: Combining DLP and IRM Technologies 227
Securing Trade Secrets after Layoffs and Terminations 228
Persistently Protecting Blueprints and CAD Documents 228
Securing Internal Price Lists 229
Approaches for Securing Data Once It Leaves the Organization
230
Document Labeling 231
19. Document Analytics 232
Confi dential Stream Messaging 233
Notes 236
PA RT F O U R — Information Governance for
Delivery Platforms 239y
C H A P T E R 12 Information Governance for E-Mail and
Instant Messaging 241
Employees Regularly Expose Organizations to E-Mail Risk 242
E-Mail Polices Should Be Realistic and Technology Agnostic
243
E-Record Retention: Fundamentally a Legal Issue 243
Preserve E-Mail Integrity and Admissibility with Automatic
Archiving 244
Instant Messaging 247
Best Practices for Business IM Use 247
Technology to Monitor IM 249
Tips for Safer IM 249
Notes 251
C H A P T E R 13 Information Governance for Social Media
253
20. By Patricia Franks, Ph.D, CRM, and Robert Smallwood
Types of Social Media in Web 2.0 253
Additional Social Media Categories 255
Social Media in the Enterprise 256
Key Ways Social Media Is Different from E-Mail and Instant
Messaging 257
Biggest Risks of Social Media 257
Legal Risks of Social Media Posts 259
xii CONTENTS
Tools to Archive Social Media 261
IG Considerations for Social Media 262
Key Social Media Policy Guidelines 263
Records Management and Litigation Considerations for Social
Media 264
Emerging Best Practices for Managing Social Media Records
267
Notes 269
C H A P T E R 14 Information Governance for Mobile Devices
271
21. Current Trends in Mobile Computing 273
Security Risks of Mobile Computing 274
Securing Mobile Data 274
Mobile Device Management 275
IG for Mobile Computing 276
Building Security into Mobile Applications 277
Best Practices to Secure Mobile Applications 280
Developing Mobile Device Policies 281
Notes 283
C H A P T E R 15 Information Governance for Cloud
Computing 285
By Monica Crocker CRM, PMP, CIP, and Robert Smallwood
Defi ning Cloud Computing 286
Key Characteristics of Cloud Computing 287
What Cloud Computing Really Means 288
Cloud Deployment Models 289
Security Threats with Cloud Computing 290
Benefi ts of the Cloud 298
Managing Documents and Records in the Cloud 299
22. IG Guidelines for Cloud Computing
Solution
s 300
Notes 301
C H A P T E R 16 SharePoint Information Governance 303
By Monica Crocker, CRM, PMP, CIP, edited by Robert
Smallwood
Process Change, People Change 304
Where to Begin the Planning Process 306
Policy Considerations 310
Roles and Responsibilities 311
Establish Processes 312
Training Plan 313
23. Communication Plan 313
Note 314
CONTENTS xiii
PA RT F I V E — Long-Term Program Issues 315g g
C H A P T E R 17 Long-Term Digital Preservation 317
By Charles M. Dollar and Lori J. Ashley
Defi ning Long-Term Digital Preservation 317
Key Factors in Long-Term Digital Preservation 318
Threats to Preserving Records 320
Digital Preservation Standards 321
PREMIS Preservation Metadata Standard 328
24. Recommended Open Standard Technology-Neutral Formats 329
Digital Preservation Requirements 333
Long-Term Digital Preservation Capability Maturity Model®
334
Scope of the Capability Maturity Model 336
Digital Preservation Capability Performance Metrics 341
Digital Preservation Strategies and Techniques 341
Evolving Marketplace 344
Looking Forward 344
Notes 346
C H A P T E R 18 Maintaining an Information Governance
Program
and Culture of Compliance 349
Monitoring and Accountability 349
25. Staffi ng Continuity Plan 350
Continuous Process Improvement 351
Why Continuous Improvement Is Needed 351
Notes 353
A P P E N D I X A Information Organization and Classifi
cation:
Taxonomies and Metadata 355
By Barb Blackburn, CRM, with Robert Smallwood; edited by
Seth Earley
Importance of Navigation and Classifi cation 357
When Is a New Taxonomy Needed? 358
Taxonomies Improve Search Results 358
Metadata and Taxonomy 359
Metadata Governance, Standards, and Strategies 360
26. Types of Metadata 362
Core Metadata Issues 363
International Metadata Standards and Guidance 364
Records Grouping Rationale 368
Business Classifi cation Scheme, File Plans, and Taxonomy 368
Classifi cation and Taxonomy 369
xiv CONTENTS
Prebuilt versus Custom Taxonomies 370
Thesaurus Use in Taxonomies 371
Taxonomy Types 371
Business Process Analysis 377
Taxonomy Testing: A Necessary Step 379
27. Taxonomy Maintenance 380
Social Tagging and Folksonomies 381
Notes 383
A P P E N D I X B Laws and Major Regulations Related to
Records Management 385
United States 385
Canada 387
By Ken Chasse, J.D., LL.M.
United Kingdom 389
Australia 391
Notes 394
A P P E N D I X C Laws and Major Regulations
Related to Privacy 397
United States 397
28. Major Privacy Laws Worldwide, by Country 398
Notes 400
GLOSSARY 401
ABOUT THE AUTHOR 417
ABOUT THE MAJOR CONTRIBUTORS 419
INDEX 421
xv
PREFACE
I
nformation governance (IG) has emerged as a key concern for
business executives
and managers in today’s environment of Big Data, increasing
information risks, co-
lossal leaks, and greater compliance and legal demands. But few
29. seem to have a clear
understanding of what IG is; that is, how you defi ne what it is
and is not, and how to
implement it. This book clarifi es and codifi es these defi
nitions and provides key in-
sights as to how to implement and gain value from IG programs.
Based on exhaustive
research, and with the contributions of a number of industry
pioneers and experts, this
book lays out IG as a complete discipline in and of itself for the
fi rst time.
IG is a super-discipline that includes components of several
key fi elds: law, records
management, information technology (IT), risk management,
privacy and security,
and business operations. This unique blend calls for a new breed
of information pro-
fessional who is competent across these established and quite
complex fi elds. Training
and education are key to IG success, and this book provides the
essential underpinning
for organizations to train a new generation of IG professionals.
30. Those who are practicing professionals in the component fi
elds of IG will fi nd
the book useful in expanding their knowledge from traditional fi
elds to the emerging
tenets of IG. Attorneys, records and compliance managers, risk
managers, IT manag-
ers, and security and privacy professionals will fi nd this book a
particularly valuable
resource.
The book strives to offer clear IG concepts, actionable
strategies, and proven best
practices in an understandable and digestible way; a concerted
effort was made to
simplify language and to offer examples. There are summaries
of key points through-
out and at the end of each chapter to help the reader retain
major points. The text
is organized into fi ve parts: (1) Information Governance
Concepts, Defi nitions, and
Principles; (2) IG Risk Assessment and Strategic Planning; (3)
IG Key Impact Areas;
(4) IG for Delivery Platforms; and (5) Long-Term Program
Issues. Also included are
appendices with detailed information on taxonomy and metadata
31. design and on re-
cords management and privacy legislation.
One thing that is sure is that the complex fi eld of IG is
evolving. It will continue
to change and solidify. But help is here: No other book offers
the kind of compre-
hensive coverage of IG contained within these pages.
Leveraging the critical advice
provided here will smooth your path to understanding and
implementing successful
IG programs.
Robert F. Smallwood
xvii
ACKNOWLEDGMENTS
I
32. would like to sincerely thank my colleagues for their support
and generous contribu-
tion of their expertise and time, which made this pioneering text
possible.
Many thanks to Lori Ashley, Barb Blackburn, Barclay Blair,
Charmaine Brooks,
Ken Chasse, Monica Crocker, Charles M. Dollar, Seth Earley,
Dr. Patricia Franks,
Randy Kahn, Paula Lederman, and Barry Murphy.
I am truly honored to include their work and owe them a great
debt of gratitude.
PA RT O N E
Information
Governance
Concepts,
Defi nitions, and
Principles
33. 3
The Onslaught
of Big Data and
the Information
Governance Imperative
C H A P T E R 1
T
he value of information in business is rising, and business
leaders are more and
more viewing the ability to govern, manage, and harvest
information as critical
to success. Raw data is now being increasingly viewed as an
asset that can be
leveraged, just like fi nancial or human capital.1 Some have
called this new age of “Big
Data” the “industrial revolution of data.”
34. According to the research group Gartner, Inc., Big Data is defi
ned as “high-volume,
high-velocity and high-variety information assets that demand
cost-effective, inno-
vative forms of information processing for enhanced insight and
decision making.” 2
A practical defi nition should also include the idea that the
amount of data—both struc-
tured (in databases) and unstructured (e.g., e-mail, scanned
documents) is so mas-
sive that it cannot be processed using today’s database tools and
analytic software
techniques. 3
In today’s information overload era of Big Data—characterized
by massive growth
in business data volumes and velocity—the ability to distill key
insights from enor-
mous amounts of data is a major business differentiator and
source of sustainable com-
petitive advantage. In fact, a recent report by the World
Economic Forum stated that
data is a new asset class and personal data is “the new oil.” 4
And we are generating more
than we can manage effectively with current methods and tools.
35. The Big Data numbers are overwhelming: Estimates and
projections vary, but it
has been stated that 90 percent of the data existing worldwide
today was created in the
last two years 5 and that every two days more information is
generated than was from
the dawn of civilization until 2003. 6 This trend will
continue: The global market for
Big Data technology and services is projected to grow at a
compound annual rate of
27 percent through 2017, about six times faster than the general
information and com-
munications technology (ICT) market. 7
Many more comparisons and statistics are available, and all
demonstrate the
incredible and continued growth of data.
Certainly, there are new and emerging opportunities arising
from the accu-
mulation and analysis of all that data we are busy generating
and collecting. New
enterprises are springing up to capitalize on data mining and
business intelligence
36. opportunities. The U.S. federal government joined in,
announcing $200 million in
Big Data research programs in 2012.8
4 INFORMATION GOVERNANCE
Big Data values massive accumulation of data, whereas in
business, e-discovery
realities and potential legal liabilities dictate that data be culled
to only that
which has clear business value.
But established organizations, especially larger ones, are being
crushed by this
onslaught of Big Data: It is just too expensive to keep all the
information that is being
generated, and unneeded information is a sort of irrelevant
sludge for decision makers
to wade through. They have diffi culty knowing which
information is an accurate and
meaningful “wheat” and which is simply irrelevant “chaff.”
This means they do not
have the precise information they need to base good business
37. decisions upon.
And all that Big Data piling up has real costs: The burden of
massive stores of
information has increased storage management costs
dramatically, caused overloaded
systems to fail, and increased legal discovery costs. 9 Further,
the longer that data is
kept, the more likely that it will need to be migrated to newer
computing platforms,
driving up conversion costs; and legally, there is the risk that
somewhere in that
mountain of data an organization stores is a piece of
information that represents a
signifi cant legal liability.10
This is where the worlds of Big Data and business collide . For
Big Data proponents,
more data is always better, and there is no perceived downside
to accumulation of mas-
sive amounts of data. In the business world, though, the
realities of legal e-discovery
mean the opposite is true. 11 To reduce risk, liability, and
costs, it is critical for unneeded
information to be disposed of in a systematic, methodical, and
38. “legally defensible” (jus-
tifi able in legal proceedings) way, when it no longer has legal,
regulatory, or business
value. And there also is the high-value benefi t of basing
decisions on better, cleaner
data, which can come about only through rigid, enforced
information governance
(IG) policies that reduce information glut.
Organizations are struggling to reduce and right-size their
information footprint
by discarding superfl uous and redundant data, e-documents,
and information. But the
critical issue is devising policies, methods, and processes and
then deploying information technol-
ogy (IT) to sort through which information is valuable and
which no longer has business value
and can be discarded.
IT, IG, risk, compliance, and legal representatives in
organizations have a clear
sense that most of the information stored is unneeded, raises
costs, and poses risks.
According to a survey taken at a recent Compliance,
Governance and Oversight
39. Counsel summit, respondents estimated that approximately 25
percent of information
stored in organizations has real business value, while 5 percent
must be kept as busi-
ness records and about 1 percent is retained due to a litigation
hold. “This means that
The onslaught of Big Data necessitates that information
governance (IG) be
implemented to discard unneeded data in a legally defensible
way.
THE ONSLAUGHT OF BIG DATA AND THE INFORMATION
GOVERNANCE IMPERATIVE 5
[about] 69 percent of information in most companies has no
business, legal, or regulatory value.
Companies that are able to dispose of this data debris return
more profi t to sharehold-
ers, can leverage more of their IT budgets for strategic
investments, and can avoid
excess expense in legal and regulatory response” (emphasis
added). 12
40. With a smaller information footprint , organizations can more
easily fi nd what they tt
need and derive business value from it.13 They must eliminate
the data debris regularly
and consistently, and to do this, processes and systems must be
in place to cull valuable
information and discard the data debris daily. An IG program
sets the framework to
accomplish this.
The business environment has also underscored the need for
IG. According to
Ted Friedman at Gartner, “The recent global fi nancial crisis
has put information gov-
ernance in the spotlight. . . . [It] is a priority of IT and business
leaders as a result of
various pressures, including regulatory compliance mandates
and the urgent need for
improved decision-making.” 14
And IG mastery is critical for executives: Gartner predicts that
by 2016, one in fi ve chief
information offi cers in regulated industries will be fi red from
their jobs for failed IG initiatives. s 15
41. Defi ning Information Governance
IG is a sort of super discipline that has emerged as a result of
new and tightened legislation
governing businesses, external threats such as hacking and data
breaches, and the recog-
nition that multiple overlapping disciplines were needed to
address today’s information
management challenges in an increasingly regulated and
litigated business environment.16
IG is a subset of corporate governance, and includes key
concepts from re-
cords management, content management, IT and data
governance, information se-
curity, data privacy, risk management, litigation readiness,
regulatory compliance,
long-term digital preservation , and even business intelligence.
This also means
that it includes related technology and discipline subcategories,
such as document
management, enterprise search, knowledge management, and
business continuity/
disaster recovery.
42. Only about one quarter of information organizations are
managing has real
business value.
With a smaller information footprint, it is easier for
organizations to fi nd the
information they need and derive business value from it.
IG is a subset of corporate governance.
6 INFORMATION GOVERNANCE
IG is a sort of superdiscipline that encompasses a variety
of key concepts from
a variety of related disciplines.
Practicing good IG is the essential foundation for building
legally defensible
disposition practices to discard unneeded information and to
secure confi dential in-
formation, which may include trade secrets, strategic plans,
price lists, blueprints, or
43. personally identifi able information (PII) subject to privacy
laws; it provides the basis
for consistent, reliable methods for managing data, e-
documents, and records.
Having trusted and reliable records, reports, data, and databases
enables managers
to make key decisions with confi dence.17 And accessing that
information and business
intelligence in a timely fashion can yield a long-term
sustainable competitive advan-
tage, creating more agile enterprises.
To do this, organizations must standardize and systematize
their handling of in-
formation. They must analyze and optimize how information is
accessed, controlled,
managed, shared, stored, preserved, and audited. They must
have complete, current,
and relevant policies, processes, and technologies to manage
and control information,
including who is able to access what information , and when,
to meet external legal
and regulatory demands and internal governance policy
requirements. In short, IG is
44. about information control and compliance.
IG is a subset of corporate governance, which has been around
as long as corpora-
tions have existed. IG is a rather new multidisciplinary fi eld
that is still being defi ned,
but has gained traction increasingly over the past decade. The
focus on IG comes not
only from compliance, legal, and records management
functionaries but also from ex-
ecutives who understand they are accountable for the
governance of information and
that theft or erosion of information assets has real costs and
consequences.
“Information governance” is an all-encompassing term for how
an organization
manages the totality of its information.
According to the Association of Records Managers and
Administrators
(ARMA), IG is “a strategic framework composed of standards,
processes, roles, and
metrics that hold organizations and individuals accountable to
create, organize, secure,
45. maintain, use, and dispose of information in ways that align
with and contribute to the
organization’s goals.”18
IG includes the set of policies, processes, and controls to
manage information in compliance
with external regulatory requirements and internal governance
frameworks . Specifi c policiess
apply to specifi c data and document types, records series, and
other business informa-
tion, such as e-mail and reports.
Stated differently, IG is “a quality-control discipline for
managing, using, improv-
ing, and protecting information.” 19
Practicing good IG is the essential foundation for building
legally defensible
disposition practices to discard unneeded information.
THE ONSLAUGHT OF BIG DATA AND THE INFORMATION
GOVERNANCE IMPERATIVE 7
46. IG is “a strategic framework composed of standards,
processes, roles, and
metrics, that hold organizations and individuals accountable to
create, orga-
nize, secure, maintain, use, and dispose of information in ways
that align with
and contribute to the organization’s goals.” 20
Fleshing out the defi nition further: “Information governance is
policy-based man-
agement of information designed to lower costs, reduce risk,
and ensure compliance
with legal, regulatory standards, and/or corporate
governance.”21 IG necessarily in-
corporates not just policies but information technologies to
audit and enforce those
policies. The IG team must be cognizant of information
lifecycle issues and be able
to apply the proper retention and disposition policies, including
digital preservation
where records need to be maintained for long periods.
IG Is Not a Project, But an Ongoing Program
IG is an ongoing program , not a one-time project. IG provides
47. an umbrella to manage
and control information output and communications. Since
technologies change so
quickly, it is necessary to have overarching policies that can
manage the various IT
platforms that an organization may use.
Compare it to a workplace safety program; every time a new
location, team member,
piece of equipment, or toxic substance is acquired by the
organization, the workplace
safety program should dictate how that is handled. If it does
not, the workplace safety
policies/procedures/training that are part of the workplace
safety program need to be
updated. Regular reviews are conducted to ensure the program
is being followed and ad-
justments are made based on the fi ndings. The effort never
ends. s 22 The same is true for IG.
IG is not only a tactical program to meet regulatory,
compliance, and litigation
demands. It can be strategic , in that it is the necessary
underpinning for developing a c
management strategy that maximizes knowledge worker
48. productivity while minimiz-
ing risk and costs.
Why IG Is Good Business
IG is a tough sell. It can be diffi cult to make the business case
for IG, unless there has been
some major compliance sanction, fi ne, legal loss, or colossal
data breach. In fact, the largest
IG is how an organization maintains security, complies
with regulations, and
meets ethical standards when managing information.
IG is a multidisciplinary program that requires an ongoing
effort.
8 INFORMATION GOVERNANCE
impediment to IG adoption is simply identifying its benefi ts
and costs, according to the Economist
Intelligence Unit. Sure, the enterprise needs better control over
its information, but how
49. much better? At what cost? What is the payback period and the
return on investment? 23
It is challenging to make the business case for IG, yet making
that case is funda-
mental to getting IG efforts off the ground.
Here are eight reasons why IG makes good business sense, from
IG thought
leader Barclay Blair:
1. We can’t keep everything forever. IG makes sense
because it enables organiza-
tions to get rid of unnecessary information in a defensible
manner. Organi-
zations need a sensible way to dispose of information in order
to reduce the
cost and complexity of the IT environment. Having unnecessary
informa-
tion around only makes it more diffi cult and expensive to
harness informa-
tion that has value.
2. We can’t throw everything away. IG makes sense because
organizations can’t
50. keep everything forever, nor can they throw everything away.
We need
information—the right information, in the right place, at the
right time.
Only IG provides the framework to make good decisions about
what infor-
mation to keep.
3. E-discovery. IG makes sense because it reduces the cost
and pain of discov-
ery. Proactively managing information reduces the volume of
information
exposed to e-discovery and simplifi es the task of fi nding and
producing
responsive information.
4. Your employees are screaming for it—just listen. IG
makes sense because it
helps knowledge workers separate “signal” from “noise” in their
informa-
tion fl ows. By helping organizations focus on the most valuable
informa-
tion, IG improves information delivery and improves
productivity.
51. 5. It ain’t gonna get any easier. IG makes sense because
it is a proven way for
organizations to respond to new laws and technologies that
create new re-
quirements and challenges. The problem of IG will not get
easier over
time, so organizations should get started now.
6. The courts will come looking for IG. IG makes sense
because courts and regu-
lators will closely examine your IG program. Falling short can
lead to fi nes,
sanctions, loss of cases, and other outcomes that have negative
business and
fi nancial consequences.
7. Manage risk: IG is a big one. Organizations need to do
a better job of identi-
fying and managing risk. The risk of information management
failures is a
critical risk that IG helps to mitigate.
8. E-mail: Reason enough. IG makes sense because it helps
organizations take con-
trol of e-mail. Solving e-mail should be a top priority for every
52. organization. 24
Failures in Information Governance
The failure to implement and enforce IG can lead to
vulnerabilities that can have dire
consequences. The theft of confi dential U.S. National Security
Agency documents
THE ONSLAUGHT OF BIG DATA AND THE INFORMATION
GOVERNANCE IMPERATIVE 9
by Edward Snowden in 2013 could have been prevented by
properly enforced IG.
Also, Ford Motor Company is reported to have suffered a loss
estimated at $50 to
$100 million as a result of the theft of confi dential documents
by one of its own em-
ployees. A former product engineer who had access to
thousands of trade secret docu-
ments and designs sold them to a competing Chinese car
manufacturer. A strong IG
program would have controlled and tracked access and
53. prevented the theft while pro-
tecting valuable intellectual property. 25
Law enforcement agencies have also suffered from poor IG. In
a rather frivolous
case in 2013 that highlighted the lack of policy enforcement for
the mobile environ-
ment, it was reported that U.S. agents from the Federal Bureau
of Investigation used
government-issued mobile phones to send explicit text messages
and nude photographs
to coworkers. The incidents did not have a serious impact but
did compromise the
agency and its integrity, and “adversely affected the daily
activities of several squads.” 26
Proper mobile communications policies were obviously not
developed and enforced.
IG is also about information security and privacy, and serious
thought must be
given when creating policies to safeguard personal, classifi ed
or confi dential informa-
tion. Schemes to compromise or steal information can be quite
deceptive and devious,
masked by standard operating procedures—if proper IG controls
54. and monitoring are
not in place. To wit: Granting remote access to confi dential
information assets for
key personnel is common. Granting medical leave is also
common. But a deceptive
and dishonest employee could feign a medical leave while
downloading volumes of
confi dential information assets for a competitor—and that is
exactly what happened at
Accenture, a global consulting fi rm. During a fraudulent
medical leave, an employee
was allowed access to Accenture’s Knowledge Exchange (KX),
a detailed knowledge
base containing previous proposals, expert reports, cost-
estimating guidelines, and
case studies. This activity could have been prevented by
monitoring and analytics that
would have shown an inordinate amount of downloads—
especially for an “ailing” em-
ployee. The employee then went to work for a direct competitor
and continued to
download the confi dential information from Accenture,
estimated to be as many as
1,000 critical documents. While the online access to KX was
secure, the use of the
55. electronic documents could have been restricted even after the
documents were down-r
loaded, if IG measures were in place and newer technologies
(such as information
rights management [IRM] software) were deployed to secure
them directly and main-
tain that security remotely. With IRM, software security
protections can be employed
to seal the e-documents and control their use—even after they
leave the organization.
More details on IRM technology and its capabilities is presented
later in this book.
Other recent high-profi le data and document leakage cases
revealing information
security weaknesses that could have been prevented by a robust
IG program include:
■ Huawei Technologies, the largest networking and mobile
communications
company in China, was sued by U.S.-based Motorola for
allegedly conspiring
to steal trade secrets through former Motorola employees.
Ford’s loss from stolen documents in a single case of
56. intellectual property (IP)
theft was estimated at $50 to $100 million.
10 INFORMATION GOVERNANCE
■ MI6, the U.K. equivalent of the U.S. Central Intelligence
Agency, learned that
one of its agents in military intelligence attempted to sell confi
dential docu-
ments to the intelligence services of the Netherlands for £2
million GBP
($3 million USD).
And breaches of personal information revealing failures in
privacy protection
abound; here are just a few:
■ Health information of 1,600 cardiology patients at Texas
Children’s Hospital
was compromised when a doctor’s laptop was stolen. The
information includ-
ed personal and demographic information about the patients,
including their
57. names, dates of birth, diagnoses, and treatment histories. 27
■ U.K. medics lost the personal records of nearly 12,000
National Health Service
patients in just eight months. Also, a hospital worker was
suspended after it was
discovered he had sent a fi le containing pay-slip details for
every member of
staff to his home e-mail account. 28
■ Personal information about more than 600 patients of the
Fraser Health
Authority in British Columbia, Canada, was stored on a laptop
stolen from
Burnaby General Hospital.
■ In December 2013, Target stores in the U.S. reported that
as many as 110 million
customer records had been breached in a massive attack that
lasted weeks.
The list of breaches and IG failures could go on and on, more
than fi lling the
pages of this book. It is clear that it is occurring and that it will
continue. IG controls to
58. safeguard confi dential information assets and protect privacy
cannot rely solely on the trustwor-
thiness of employees and basic security measures. Up-to-date
IG policies and enforcement
efforts and newer technology sets are needed, with active,
consistent monitoring and
program adjustments to continue to improve.
Executives and senior managers can no longer avoid the issue,
as it is abundantly
clear that the threat is real and the costs of taking such
avoidable risks can be high. A
single security breach is an IG failure and can cost the entire
business. According to
Debra Logan of Gartner, “When organizations suffer high-profi
le data losses, espe-
cially involving violations of the privacy of citizens or
consumers, they suffer serious
reputational damage and often incur fi nes or other sanctions. IT
leaders will have to
take at least part of the blame for these incidents.” 29
Form IG Policies, Then Apply Technology for Enforcement
Typically, some policies governing the use and control of
59. information and records
may have been established for fi nancial and compliance
reports, and perhaps e-mail,
but they are often incomplete and out-of-date and have not been
adjusted for changes
in the business environment, such as new technology platforms
(e.g., Web 2.0, social
IG controls to safeguard confi dential information assets
and protect privacy can-
not rely solely on the trustworthiness of employees and basic
security measures.
THE ONSLAUGHT OF BIG DATA AND THE INFORMATION
GOVERNANCE IMPERATIVE 11
media), changing laws (e.g., U.S. Federal Rules of Civil
Procedure 2006 changes), and
additional regulations.
Further adding to the challenge is the rapid proliferation of
mobile devices like
tablets, phablets, and smartphones used in business—
60. information can be more easily
lost or stolen—so IG efforts must be made to preserve and
protect the enterprise’s
information assets.
Proper IG requires that policies are fl exible enough not to
hinder the proper fl ow
of information in the heat of the business battle yet strict
enough to control and audit
for misuse, policy violations, or security breaches. This is a
continuous iterative policy-
making process that must be monitored and fi ne-tuned. Even
with the absolute best
efforts, some policies will miss the mark and need to be
reviewed and adjusted.
Getting started with IG awareness is the crucial fi rst step. It
may have popped up on an
executive’s radar at one point or another and an effort might
have been made, but many
organizations leave these policies on the shelf and do not revise
them on a regular basis.
IG is the necessary underpinning for a legally defensible
disposition program that
61. discards data debris and helps narrow the search for meaningful
information on which
to base business decisions. IG is also necessary to protect and
preserve critical infor-
mation assets. An IG strategy should aim to minimize exposure
to risk, at a reasonable
cost level, while maximizing productivity and improving the
quality of information
delivered to knowledge users.
But a reactive, tactical project approach is not the way to go
about it—haphazardly t
swatting at technological, legal, and regulatory fl ies. A
proactive, strategic program,
with a clear, accountable sponsor, an ongoing plan, and regular
review process, is the
only way to continuously adjust IG policies to keep them
current so that they best
serve the organization’s needs.
Some organizations have created formal governance bodies to
establish strat-
egies, policies, and procedures surrounding the distribution of
information inside
and outside the enterprise. These governance bodies, steering
62. committees, or teams
should include members from many different functional areas,
since proper IG ne-
cessitates input from a variety of stakeholders. Representatives
from IT, records man-
agement, corporate or agency archiving, risk management,
compliance, operations,
human resources, security, legal, fi nance, and perhaps
knowledge management are
typically a part of IG teams. Often these efforts are jump-started
and organized by
an executive sponsor who utilizes third-party consulting
resources that specialize in
IG efforts, especially considering the newness of IG and its
emerging best practices.
So in this era of ever-growing Big Data, leveraging IG policies
to focus on re-
taining the information that has real business value, while
discarding the majority of
information that has no value and carries associated increased
costs and risks, is criti-
cal to success for modern enterprises. This must be
accomplished in a systematic,
consistent, and legally defensible manner by implementing a
63. formal IG program.
Other crucial elements of an IG program are the steps taken to
secure confi dential
information by enforcing and monitoring policies using the
appropriate information
technologies.
Getting started with IG awareness is the crucial fi rst step.
12 INFORMATION GOVERNANCE
CHAPTER SUMMARY: KEY POINTS
■ The onslaught of Big Data necessitates that IG be
implemented to discard
unneeded data in a legally defensible way.
■ Big Data values massive accumulation of data, whereas in
business, e-discovery
realities and potential legal liabilities dictate that data be culled
to only that
which has clear business value.
64. ■ Only about one quarter of the information organizations are
managing has
real business value.
■ With a smaller information footprint, it is easier for
organizations to fi nd the
information they need and derive business value from it.
■ IG is a subset of corporate governance and encompasses the
policies and
leveraged technologies meant to manage what corporate
information is re-
tained, where, and for how long, and also how it is retained.
■ IG is a sort of super discipline that encompasses a variety
of key concepts
from a variety of related and overlapping disciplines.
■ Practicing good IG is the essential foundation for building
legally defensible
disposition practices to discard unneeded information.
■ According to ARMA, IG is “a strategic framework
composed of standards,
processes, roles, and metrics that hold organizations and
65. individuals account-
able to create, organize, secure, maintain, use, and dispose of
information in
ways that align with and contribute to the organization’s goals.”
30
■ IG is how an organization maintains security, complies with
regulations and
laws, and meets ethical standards when managing information.
■ IG is a multidisciplinary program that requires an ongoing
effort and active
participation of a broad cross-section of functional groups and
stakeholders.
■ IG controls to safeguard confi dential information assets
and protect privacy
cannot rely solely on the trustworthiness of employees and basic
security
measures.
■ Getting started with IG awareness is the crucial fi rst step.
Notes
66. 1. The Economist, “Data, Data Everywhere,” February 25,
2010, www.economist.com/node/15557443
2. Gartner, Inc., “IT Glossary: Big Data,”
www.gartner.com/it-glossary/big-data/ (accessed April 15,
2013).
3. Webopedia, “Big Data,”
www.webopedia.com/TERM/B/big_data.html (accessed April
15, 2013).
http://www.economist.com/node/15557443
http://www.gartner.com/it-glossary/big-data/
http://www.webopedia.com/TERM/B/big_data.html
THE ONSLAUGHT OF BIG DATA AND THE INFORMATION
GOVERNANCE IMPERATIVE 13
4. World Economic Forum, “Personal Data:The Emergence of
a New Asset Class”(January 2011), http://
www3.weforum.org/docs/WEF_ITTC_PersonalDataNewAsset_R
eport_2011.pdf
5. Deidra Paknad, “Defensible Disposal: You Can’t Keep All
Your Data Forever,” July 17, 2012, www
.forbes.com/sites/ciocentral/2012/07/17/defensible-disposal-
67. you-cant-keep-all-your-data-forever/
6. Susan Karlin, “Earth’s Nervous System: Looking at
Humanity Through Big Data,” www.fastcocreate
.com/1681986/earth-s-nervous-system-looking-at-humanity-
through-big-data#1(accessed March 5,
2013).
7. IDC Press Release, December 18, ,2013,
http://www.idc.com/getdoc.jsp?containerId=prUS24542113
New IDC Worldwide Big Data Technology and Services
Forecast Shows Market Expected to Grow to
$32.4 Billion in 2017
8. Steve Lohr, “How Big Data Became So Big,” New York
Times, August 11, 2012, www.nytimes.
com/2012/08/12/business/how-big-data-became-so-big-
unboxed.html?_r=2&smid=tw-share&
9. Kahn Consulting, “Information Governance Brief,”
sponsored by IBM, www.delve.us/downloads/
Brief-Defensible-Disposal.pdf (accessed March 4, 2013).
10. Barclay T. Blair, “Girding for Battle,” Law Technology
News, October 1, 2012, www.law.com/jsp/lawtech-
68. nologynews/PubArticleLTN.jsp?id=1202572459732&thepage=1
11. Ibid.
12. Paknad, “Defensible Disposal.”
13. Randolph A. Kahn,
https://twitter.com/InfoParkingLot/status/273791612172259329,
November 28, 2012.
14. Gartner Press Release, “Gartner Says Master Data
Management Is Critical to Achieving Effective
Information Governance,”
www.gartner.com/newsroom/id/1898914, January 19, 2012
15. Ibid.
16. Monica Crocker, e-mail to author, June 21, 2012.
17. Economist Intelligence Unit, “The Future of Information
Governance,” www.emc.com/leadership/
business-view/future-information-governance.htm (accessed
November 14, 2013).
18. ARMA International, Glossary of Records and Information
Management Terms , 4th ed., 2012, TR 22–2012.s
19. Arvind Krishna, “Three Steps to Trusting Your Data in
2011,” IT Business Edge , posted March 9, 2011,
www.itbusinessedge.com/guest-opinions/three-steps-trusting-
69. your-data-2011 . (accessed November
14, 2013).
20. ARMA International, Glossary of Records and Information
Management Terms , 4th ed., 2012, TR 22–2012.s
21. Laura DuBoisand Vivian Tero, “Practical Information
Governance: Balancing Cost, Risk, and Pro-
ductivity,” IDC White Paper (August 2010),
www.emc.com/collateral/analyst-reports/idc-practical-
information-governance-ar.pdf
22. Monica Crocker, e-mail to author, June 21, 2012.
23. Barclay T. Blair, Making the Case for Information
Governance: Ten Reasons IG Makes Sense , ViaLumina
Ltd, 2010. Online at http://barclaytblair.com/making-the-case-
for-ig-ebook/ (accessed November 14,
2013).
24. Barclay T. Blair, “8 Reasons Why Information Governance
(IG) Makes Sense,” June 29, 2009, www.
digitallandfi ll.org/2009/06/8-reasons-why-information-
governance-ig-makes-sense.html
70. 25. Peter Abatan, “Corporate and Industrial Espionage to Rise
in 2011,” Enterprise Digital Rights Man-
agement,
http://enterprisedrm.tumblr.com/post/2742811887/corporate-
espionage-to-rise-in-2011 .
(accessed November 14, 2013).
26. BBC News, “FBI Staff Disciplined for Sex Texts and Nude
Pictures,” February 22, 2013, www.bbc.
co.uk/news/world-us-canada-21546135
27. Todd Ackerman, “Laptop Theft Puts Texas Children’s
Patient Info at Risk,” Houston Chronicle , July 30, 2009, e
www.chron.com/news/houston-texas/article/Laptop-theft-puts-
Texas-Children-s-patient-info-1589473.
php . (accessed March 2, 2012).
28. Jonny Greatrex, “Bungling West Midlands Medics Lose
12,000 Private Patient Records,” Sunday Mer-
cury, September 5, 2010,
www.sundaymercury.net/news/sundaymercuryexclusives/2010/0
9/05/bun-
gling-west-midlands-medics-lose-12–000-private-patient-
records-66331–27203177/ (accessed March
2, 2012).
71. 29. Gartner Press Release, “Gartner Says Master Data
Management Is Critical to Achieving Effective
Information Governance.”
30. ARMA International, Glossary of Records and Information
Management Terms. s
http://www3.weforum.org/docs/WEF_ITTC_PersonalDataNewA
sset_Report_2011.pdf
http://www3.weforum.org/docs/WEF_ITTC_PersonalDataNewA
sset_Report_2011.pdf
http://www.fastcocreate.com/1681986/earth-s-nervous-system-
looking-at-humanity-through-big-data#1
http://www.idc.com/getdoc.jsp?containerId=prUS24542113
http://www.nytimes.com/2012/08/12/business/how-big-data-
became-so-big-unboxed.html?_r=2&smid=tw-share&
http://www.delve.us/downloads/Brief-Defensible-Disposal.pdf
http://www.law.com/jsp/lawtech-
nologynews/PubArticleLTN.jsp?id=1202572459732&thepage=1
http://www.law.com/jsp/lawtech-
nologynews/PubArticleLTN.jsp?id=1202572459732&thepage=1
http://www.law.com/jsp/lawtech-
nologynews/PubArticleLTN.jsp?id=1202572459732&thepage=1
https://twitter.com/InfoParkingLot/status/273791612172259329
74. Governance,
IT Governance, Data
Governance: What’s
the Difference?
C H A P T E R 2
T
here has been a great deal of confusion around the term
information gover-
nance (IG) and how it is distinct from other similar industry
terms, such as
information technology (IT) governance and data governance .
They are all
a subset of corporate governance, and in the above sequence,
become increasingly
more granular in their approach. Data governance is a part of
broader IT governance,
which is also a part of even broader information governance.
The few texts that exist
have compounded the confusion by offering a limited defi nition
of IG, or sometimes
offering a defi nition of IG that is just plain incorrect , often
confusing it with simple datat
75. governance.
So in this chapter we spell out the differences and include
examples in hopes of
clarifying what the meaning of each term is and how they are
related.
Data Governance
Data governance involves processes and controls to ensure that
information at the data
level—raw alphanumeric characters that the organization is
gathering and inputting—
is true and accurate, and unique (not redundant). It involves
data cleansing ( or data
scrubbing) to strip out corrupted, inaccurate, or extraneous data
and gg de-duplication,
to eliminate redundant occurrences of data.
Data governance focuses on information quality from the
ground up at the lowest
or root level, so that subsequent reports, analyses, and
conclusions are based on clean,
reliable, trusted data (or records) in database tables. Data
governance is the most rudi-
76. mentary level at which to implement information governance.
Data governance efforts
seek to ensure that formal management controls—systems,
processes, and accountable
employees who are stewards and custodians of the data—are
implemented to govern
critical data assets to improve data quality and to avoid negative
downstream effects of
poor data. The biggest negative consequence of poor or
inaccurate data is poorly and
inaccurately based decisions.
16 INFORMATION GOVERNANCE
Data governance is a newer, hybrid quality control discipline
that includes
elements of data quality, data management, IG policy
development, business process
improvement, and compliance and risk management.
Data Governance Strategy Tips
Everyone in an organization wants good-quality data to work
77. with. But it is not so
easy to implement a data governance program. First of all, data
is at such a low level
that executives and board members are typically unaware of the
details of the “smoky
back room” of data collection: cleansing, normalization, and
input. So it is diffi cult to
gain an executive sponsor and funding to initiate the effort. 1
And if a data governance
program does move forward, there are challenges in getting
business users to adhere
to new policies. This is a crucial point, since much of the data
is being generated by
business units. But there are some general guidelines that can
help improve a data
governance program’s chances for success:
■ Identify a measureable impact. A data governance program
must be able to dem-
onstrate business value, or it will not get the executive
sponsorship and funding
it needs to move forward. A readiness assessment should
capture the current
state of data quality and whether an enterprise or business unit
level effort
78. is warranted. Other key issues include: Can the organization
save hard costs
by implementing data governance? Can it reach more customers
or increase
revenue generated from existing customers?2
■ Assign accountability for data quality to business units, not
IT. Typically, IT has had
responsibility for data quality, yet it is mostly not under that
department’s con-
trol, since most of the data is being generated in the business
units. A pointed
effort must be made to push responsibility and ownership for
data to the busi-
ness units that create and use the data.
■ Recognize the uniqueness of data as an asset. Unlike other
assets, such as people,
factories, equipment, and even cash, data is largely unseen, out
of sight, and
intangible. It changes daily. It spreads throughout business
units. It is copied
and deleted. Data growth can spiral out of control, obscuring
the data that has
true business value. So data has to be treated differently, and its
79. unique qualities
must be considered.
■ Forget the past; implement a going-forward strategy. It is a
signifi cantly greater
task to try to improve data governance across the enterprise for
existing data.
Remember, you may be trying to fi x decades of bad behavior,
mismanagement,
and lack of governance. Taking an incremental approach with an
eye to the
future provides for a clean starting point and can substantially
reduce the pain
required to implement. A proven best practice is to implement a
from-this-
point-on strategy where new data governance policies for
handling data are
implemented beginning on a certain date.
Data governance uses techniques like data cleansing and de-
duplication to
improve data quality and reduce redundancies.
80. INFORMATION GOVERNANCE, IT GOVERNANCE, DATA
GOVERNANCE 17
Good data governance ensures that downstream negative
effects of poor data
are avoided and that subsequent reports, analyses, and
conclusions are based
on reliable, trusted data.
■ Manage the change. Educate, educate, educate. People must
be trained to under-
stand why the data governance program is being implemented
and how it will
benefi t the business. The new policies represent a cultural
change, and people
need supportive program messages and training in order to make
the shift. 3
IT Governance
IT governance is the primary way that stakeholders can ensure
that investments in IT create
business value and contribute toward meeting business
objectives.4 This strategic align-
ment of IT with the business is challenging yet essential. IT
81. governance programs
go further and aim to “improve IT performance, deliver
optimum business value and
ensure regulatory compliance.” 5
Although the CIO typically has line responsibility for
implementing IT gover-
nance, the CEO and board of directors must receive reports and
updates to discharge
their responsibilities for IT governance and to see that the
program is functioning well
and providing business benefi ts.
Typically, in past decades, board members did not get involved
in overseeing IT
governance. But today it is a critical and unavoidable
responsibility. According to the
IT Governance Institute’s Board Briefi ng on IT Governance ,
“IT governance is the re-
sponsibility of the board of directors and executive
management. It is an integral part
of enterprise governance and consists of the leadership and
organizational structures
and processes that ensure that the organization’s IT sustains and
extends the organiza-
82. tion’s strategies and objectives.” 6
The focus is on the actual software development and
maintenance activities of the
IT department or function, and IT governance efforts focus on
making IT effi cient
and effective. That means minimizing costs by following proven
software develop-
ment methodologies and best practices, principles of data
governance and information
quality, and project management best practices while aligning
IT efforts with the busi-
ness objectives of the organization.
IT Governance Frameworks
Several IT governance frameworks can be used as a guide to
implementing an IT
governance program. (They are introduced in this chapter in a
cursory way; detailed
discussions of them are best suited to books focused solely on
IT governance.)
IT governance seeks to align business objectives with IT
strategy to deliver
83. business value.
18 INFORMATION GOVERNANCE
Although frameworks and guidance like CobiT® and ITIL
have been widely
adopted, there is no absolute standard IT governance
framework; the combination
that works best for an organization depends on business factors,
corporate culture, IT
maturity, and staffi ng capability. The level of implementation
of these frameworks will
also vary by organization.
CobiT®
CobiT (Control Objectives for Information and related
Technology) is a process-T
based IT governance framework that represents a consensus of
experts worldwide.
Codeveloped by the IT Governance Institute and ISACA
(previously known as the
Information Systems Audit and Control Association), CobiT
addresses business
84. risks, control requirements, compliance, and technical issues. 7
CobiT offers IT controls that:
■ Cut IT risks while gaining business value from IT under an
umbrella of a glob-
ally accepted framework.
■ Assist in meeting regulatory compliance requirements.
■ Utilize a structured approach for improved reporting and
management deci-
sion making.
■ Provide solutions to control assessments and project
implementations to im-
prove IT and information asset control. 8
CobiT consists of detailed descriptions of processes required in
IT and also tools
to measure progress toward maturity of the IT governance
program. It is industry
agnostic and can be applied across all vertical industry sectors,
and it continues to be
revised and refi ned. 9
85. CobiT is broken out into three basic organizational levels and
their responsibili-
ties: (1) board of directors and executive management; (2) IT
and business manage-
ment; and (3) line-level governance, and security and control
knowledge workers. 10
The CobiT model draws on the traditional “plan, build, run,
monitor” paradigm of
traditional IT management, only with variations in semantics.
The CobiT framework
is divided into four IT domains—(1) plan and organize, (2)
acquire and implement, (3)
deliver and support, and (4) monitor and evaluate—which
contain 34 IT processes and
210 control objectives. Specifi c goals and metrics are assigned,
and responsibilities and
accountabilities are delineated.
The CobiT framework maps to the international information
security standard,
ISO 17799, and is also compatible with IT Infrastructure
Library (ITIL) and other y
“accepted practices” in IT development and operations.11
86. ValIT®
ValIT is a newer value-oriented framework that is compatible
with and complemen-
tary to CobiT. Its principles and best practices focus is on
leveraging IT investments
to gain maximum value. Forty key ValIT essential management
practices (analogous to
CobiT’s control objectives) support three main processes: value
governance, portfolio
management, and investment management. ValIT and CobiT
“provide a full frame-
work and supporting tool set” to help managers develop policies
to manage business
risks and deliver business value while addressing technical
issues and meeting control
objectives in a structured, methodic way. 12
INFORMATION GOVERNANCE, IT GOVERNANCE, DATA
GOVERNANCE 19
ITIL
ITIL (Information Technology Infrastructure Library) is a set
87. of process-oriented
best practices and guidance originally developed in the United
Kingdom to standard-
ize delivery of IT service management. ITIL is applicable to
both the private and
public sectors and is the “most widely accepted approach to IT
service management
in the world.”13 As with other IT governance frameworks,
ITIL provides essential
guidance for delivering business value through IT, and it
“provides guidance to or-
ganizations on how to use IT as a tool to facilitate
business change, transformation
and growth.”14
ITIL best practices form the foundation for ISO/IEC 20000
(previously BS15000),
the International Service Management Standard for
organizational certifi cation and
compliance. 15 ITIL 2011 is the latest revision (as of this
printing), and it consists of fi ve
core published volumes that map the IT service cycle in a
systematic way:
1. ITIL Service Strategy
88. 2. ITIL Service Design
3. ITIL Service Transition
4. ITIL Service Operation
5. ITIL Continual Service Improvement 16
ISO 38500
ISO/IEC 38500:2008 is an international standard that provides
high-level principles
and guidance for senior executives and directors, and those
advising them, for the
effective and effi cient use of IT. 17 Based primarily on AS
8015, the Australian IT gov-
ernance standard, it “applies to the governance of management
processes” that are
performed at the IT service level, but the guidance assists
executives in monitoring IT
and ethically discharging their duties with respect to legal and
regulatory compliance
of IT activities.
The ISO 38500 standard comprises three main sections:
1. Scope, Application and Objectives
2. Framework for Good Corporate Governance of IT
3. Guidance for Corporate Governance of IT
89. CobiT is process-oriented and has been widely adopted as an
IT governance
framework. ValIT is value-oriented and compatible and
complementary with
CobiT, yet focuses on value delivery.
ITIL is the “most widely accepted approach to IT service
management in the
world.”
20 INFORMATION GOVERNANCE
It is largely derived from AS 8015, the guiding principles of
which were:
■ Establish responsibilities
■ Plan to best support the organization
■ Acquire validly
■ Ensure performance when required
■ Ensure conformance with rules
■ Ensure respect for human factors
90. The standard also has relationships with other major ISO
standards, and embraces
the same methods and approaches. 18
Information Governance
Corporate governance is the highest level of governance in an
organization, and a
key aspect of it is IG. IG processes are higher level than the
details of IT governance
and much higher than data governance, but both data and IT
governance can be (and
should be) a part of an overall IG program. The IG approach to
governance focuses
not on detailed IT or data capture and quality processes but
rather on controlling the
information that is generated by IT and offi ce systems. d
IG efforts seek to manage and control information assets to
lower risk, ensure com-
pliance with regulations, and improve information quality and
accessibility while imple-
menting information security measures to protect and preserve
information that has busi-
ness value.19 (See Chapter 1 for more detailed defi nitions.)
91. Impact of a Successful IG Program
When making the business case for IG and articulating its
benefi ts, it is useful to focus
on its central impact. Putting cost-benefi t numbers to this may
be diffi cult, unless you
ISO 38500 is an international standard that provides high-
level principles and
guidance for senior executives and directors responsible for IT
governance.
IG is how an organization maintains security, complies with
regulations and
laws, and meets ethical standards when managing information.
INFORMATION GOVERNANCE, IT GOVERNANCE, DATA
GOVERNANCE 21
also consider the worst-case scenario of loss or misuse of
corporate or agency records.
What is losing the next big lawsuit worth? How much are confi
92. dential merger and
acquisition documents worth? How much are customer records
worth? Frequently,
executives and managers do not understand the value of IG until
it is a crisis, an ex-
pensive legal battle is lost, heavy fi nes are imposed for
noncompliance, or executives
go to jail.
There are some key outputs from implementing an IG program.
A successful IG
program should enable organizations to:
■ Use common terms across the enterprise. This means that
departments must agree
on how they are going to classify document types, which
requires a cross-
functional effort. With common enterprise terms, searches for
information
are more productive and complete. This normalization process
begins with
developing a standardized corporate taxonomy, which defi nes
the terms (and
substitute terms in a custom corporate thesaurus), document
types, and their
93. relationships in a hierarchy.
■ Map information creation and usage. This effort can be
buttressed with the use of
technology tools such as data loss prevention , which can be
used to discover
the fl ow of information within and outside of the enterprise.
You must fi rst
determine who is accessing which information when and
where it is going. Then
you can monitor and analyze these information fl ows. The goal
is to stop the
erosion or misuse of information assets and to stem data
breaches with moni-
toring and security technology.
■ Obtain “information confi dence” —that is, the assurance
that information has ”
integrity, validity, accuracy, and quality; this means being able
to prove that the
information is reliable and that its access, use, and storage meet
compliance and
legal demands.
■ Harvest and leverage information. Using techniques and
94. tools like data min-
ing and business intelligence, new insights may be gained that
provide an
enterprise with a sustainable competitive advantage over the
long term,
since managers will have more and better information as a basis
for busi-
ness decisions.21
Summing Up the Differences
IG consists of the overarching polices and processes to
optimize and leverage informa-
tion while keeping it secure and meeting legal and privacy
obligations in alignment
with stated organizational business objectives.
IT governance consists of following established frameworks
and best practices to
gain the most leverage and benefi t out of IT investments and
support accomplishment
of business objectives.
Data governance consists of the processes, methods, and
techniques to ensure that
95. data is of high quality, reliable, and unique (not duplicated), so
that downstream uses
in reports and databases are more trusted and accurate.
22 INFORMATION GOVERNANCE
Notes
1. “New Trends and Best Practices for Data Governance
Success,” SeachDataManagement.com eBook,
http://viewer.media.bitpipe.com/1216309501_94/1288990195_9
46/Talend_sDM_SO_32247_EB-
ook_1104.pdf, accessed March 11, 2013.
2. Ibid.
3. Ibid.
4. M.N. Kooper, R. Maes, and E.E.O. RoosLindgreen, “On
the Governance of Information: Introducing
a New Concept of Governance to Support the Management of
Information,” International Journal of
Information Management 31 (2011): 195–120,
http://dl.acm.org/citation.cfm?id=2297895 . (accessed t
96. November 14, 2013).
5. Nick Robinson, “The Many Faces of IT Governance:
Crafting an IT Governance Architecture,”
ISACA Journal 1 (2007), www.isaca.org/Journal/Past-
Issues/2007/Volume-1/Pages/The-Many-Faces-l
of-IT-Governance-Crafting-an-IT-Governance-Architecture.aspx
6. Bryn Phillips, “IT Governance for CEOs and Members of
the Board,” 2012, p.18.
7. Ibid., p.26.
8. IBM Global Business Services/Public Sector, “Control
Objectives for Information and related Tech-
nology (CobiT®) Internationally Accepted Gold Standard for IT
Controls & Governance,” http://
www-304.ibm.com/industries/publicsector/fi
leserve?contentid=187551(accessed March 11, 2013).
CHAPTER SUMMARY: KEY POINTS
■ Data governance uses techniques like data cleansing and
de-duplication to
improve data quality and reduce redundancies.
97. ■ Good data governance ensures that downstream negative
effects of poor
data are avoided and that subsequent reports, analyses, and
conclusions are
based on reliable, trusted data.
■ IT governance seeks to align business objectives with IT
strategy to deliver
business value.
■ CobiT is processoriented and has been widely adopted as an
IT governance
framework. ValIT is valueoriented and compatible and
complementary with
CobiT yet focuses on value delivery.
■ The CobiT framework maps to the international information
security stan-
dard ISO 17799 and is also compatible with ITIL (IT
Infrastructure Library).
■ ITIL is the “most widely accepted approach to IT service
management in the
world.”
98. ■ ISO 38500 is an international standard that provides high-
level principles and
guidance for senior executives and directors responsible for IT
governance.
■ Information governance is how an organization maintains
security, complies
with regulations and laws, and meets ethical standards when
managing
information.
http://viewer.media.bitpipe.com/1216309501_94/1288990195_9
46/Talend_sDM_SO_32247_EB-ook_1104.pdf
http://viewer.media.bitpipe.com/1216309501_94/1288990195_9
46/Talend_sDM_SO_32247_EB-ook_1104.pdf
http://viewer.media.bitpipe.com/1216309501_94/1288990195_9
46/Talend_sDM_SO_32247_EB-ook_1104.pdf
http://dl.acm.org/citation.cfm?id=2297895
http://www.isaca.org/Journal/Past-Issues/2007/Volume-
1/Pages/The-Many-Faces-of-IT-Governance-Crafting-an-IT-
Governance-Architecture.aspx
http://www.isaca.org/Journal/Past-Issues/2007/Volume-
1/Pages/The-Many-Faces-of-IT-Governance-Crafting-an-IT-
Governance-Architecture.aspx
http://www.isaca.org/Journal/Past-Issues/2007/Volume-
100. 2013).
15. Ibid.
16. Ibid.
17. “ISO/IEC 38500:2008 “Corporate Governance of
Information Technology” www.iso.org/iso/
catalogue_detail?csnumber=51639(accessed November 14,
2013).
18. ISO 38500 www.38500.org/ (accessed March 12, 2013).
19. www.naa.gov.au/records-
management/agency/digital/digital-continuity/principles/
(accessed November 14,
2013).
20. ARMA International, Glossary of Records and
Information Management Terms , 4th ed. TR 22–2012 (from s
ARMA.org).
21. Arvind Krishna, “Three Steps to Trusting Your Data in
2011,” CTO Edge , March 9, 2011, www.ctoedge
.com/content/three-steps-trusting-your-data-2011
http://www.itil-officialsite.com/
http://www.itil-officialsite.com/AboutITIL/WhatisITIL.aspx
102. the basis for best
practices and should be designed into the IG approach. They
include:
1. Executive sponsorship. No IG effort will survive and be
successful if it does not
have an accountable, responsible executive sponsor. The
sponsor must drive
the effort, clear obstacles for the IG team or committee,
communicate the
goals and business objectives that the IG program addresses,
and keep upper
management informed on progress.
2. Information policy development and communication. Clear
policies must be es-
tablished for the access and use of information, and those
policies must be
communicated regularly and crisply to employees. Policies for
the use of e-
mail, instant messaging, social media, cloud computing, mobile
computing,
and posting to blogs and internal sites must be developed in
consultation
with stakeholders and communicated clearly. This includes
103. letting employees
know what the consequences of violating IG policies are, as
well as its value.
3. Information integrity. This area considers the consistency
of methods used to
create, retain, preserve, distribute, and track information.
Adhering to good
IG practices include data governance techniques and
technologies to ensure
quality data. Information integrity means there is the assurance
that informa-
tion is accurate, correct, and authentic. IG efforts to improve
data quality
and information integrity include de-duplicating (removing
redundant data)
and maintaining only unique data to reduce risk, storage costs,
and informa-
tion technology (IT) labor costs while providing accurate,
trusted information
for decision makers. Supporting technologies must enforce
policies to meet
legal standards of admissibility and preserve the integrity of
information to
guard against claims that it has been altered, tampered with, or
105. archived.
Information, and particularly documents, should be classifi ed
according to a
global or corporate taxonomy that considers the business
function and owner
of the information, and semantically links related information.
Information
must be standardized in form and format. Tools such as
document labeling
can assist in identifying and classifying documents. Metadata
associated with
documents and records must be standardized and kept up-to-
date. Good IG
means good metadata management and utilizing metadata
standards that are
appropriate to the organization.
5. Information security. This means securing information in
its three states: at rest,
in motion, and in use. It means implementing measures to
protect information
from damage, theft, or alteration by malicious outsiders and
insiders as well
as nonmalicious (accidental) actions that may compromise
information. For
106. instance, an employee may lose a laptop with confi dential
information, but
if proper IG policies are enforced using security-related
information tech-
nologies, the information can be secured. This can be done by
access control
methods, data or document encryption, deploying information
rights manage-
ment software, using remote digital shredding capabilities, and
implement-
ing enhanced auditing procedures. Information privacy is
closely related to
information security and is critical when dealing with
personally identifi able
information (PII).n
6. Information accessibility. Accessibility is vital not only in
the short term but also
over time using long-term digital preservation (LTDP)
techniques when
appropriate (generally if information is needed for over fi ve
years). Accessibil-
ity must be balanced with information security concerns.
Information acces-
sibility includes making the information as simple as possible to
107. locate and
access, which involves not only the user interface but also
enterprise search
principles, technologies, and tools. It also includes basic access
controls, such
as password management, identity and access management , and
delivering t
information to a variety of hardware devices.
7. Information control. Document management and report
management software
must be deployed to control the access to, creation, updating,
and printing
of documents and reports. When documents or reports are
declared records,
they must be assigned to the proper retention and disposition
schedule to be
retained for as long as the records are needed to comply with
legal retention
periods and regulatory requirements. Also, information that may
be needed or
requested in legal proceedings is safeguarded through a legal
hold process.
8. Information governance monitoring and auditing. To
108. ensure that guidelines and
policies are being followed and to measure employee
compliance levels, in-
formation access and use must be monitored. To guard against
claims of spo-
liation, use of e-mail, social media, cloud computing, and report
generation
should be logged in real time and maintained as an audit record.
Technology
tools such as document analytics can track how many
documents or reports
users access and print and how long they spend doing so.
9. Stakeholder consultation. Those who work most closely to
information are the
ones who best know why it is needed and how to manage it, so
business units
must be consulted in IG policy development. The IT department
understands
INFORMATION GOVERNANCE PRINCIPLES 27
its capabilities and technology plans and can best speak to those
109. points. Le-
gal issues must always be deferred to the in-house council or
legal team. A
cross-functional collaboration is needed for IG policies to hit
the mark and
be effective. The result is not only more secure information but
also better
information to base decisions on and closer adherence to
regulatory and legal
demands. 2
10. Continuous improvement. IG programs are not one-time
projects but rather
ongoing programs that must be reviewed periodically and
adjusted to account
for gaps or shortcomings as well as changes in the business
environment, tech-
nology usage, or business strategy.
Accountability Is Key
According to Debra Logan at Gartner Group, none of the
proffered defi nitions of IG in-
cludes “any notion of coercion, but rather ties governance to
accountability [emphasis added]
110. that is designed to encourage the right behavior. . . . The word
that matters most is
accountability .” The root of many problems with managing
information is the “fact that
there is no accountability for information as such.” 3
Establishing policies, procedures, processes, and controls to
ensure the quality, in-
tegrity, accuracy, and security of business records are the
fundamental steps needed to
reduce the organization’s risk and cost structure for managing
these records. Then it is
essential that IG efforts are supported by IT. The auditing,
testing, maintenance, and im-
provement of IG is enhanced by using electronic records
management (ERM) software
along with other complementary technology sets, such as workfl
ow and business process
management suite (BPMS) software and digital signatures.
Generally Accepted Recordkeeping Principles ®
Contributed by Charmaine Brooks, CRM
A major part of an IG program is managing formal business
records. Although they
111. account for only about 7 to 9 percent of the total information
that an organization
holds, they are the most critically important subset to manage,
as there are serious
compliance and legal ramifi cations to not doing so.
Principles of successful IG programs are emerging. They
include executive
sponsorship, information classifi cation, integrity, security,
accessibility, control,
monitoring, auditing, policy development, and continuous
improvement.
Accountability is a key aspect of IG.
28 INFORMATION GOVERNANCE
Records and recordkeeping are inextricably linked with any
organized business
activity. Through the information that an organization uses and
records, creates, or
receives in the normal course of business, it knows what has
been done and by whom.
112. This allows the organization to effectively demonstrate
compliance with applicable
standards, laws, and regulations as well as plan what it will do
in the future to meet its
mission and strategic objectives.
Standards and principles of recordkeeping have been developed
by records and
information management (RIM) practitioners to establish
benchmarks for how or-t
ganizations of all types and sizes can build and sustain
compliant, defensible records
management (RM) programs. t
The Principles
In 2009 ARMA International published a set of eight Generally
Accepted Recordkeep-
ing Principles,® known as The Principles 4 (or sometimes
GAR Principles), to foster
awareness of good recordkeeping practices. These principles
and associated metrics
provide an IG framework that can support continuous
improvement.
113. The eight Generally Accepted Recordkeeping Principles are:
1. Accountability. A senior executive (or person of
comparable authority) oversees
the recordkeeping program and delegates program responsibility
to appro-
priate individuals. The organization adopts policies and
procedures to guide
personnel, and ensure the program can be audited.
2. Transparency. The processes and activities of an
organization’s recordkeeping
program are documented in a manner that is open and verifi able
and is avail-
able to all personnel and appropriate interested parties.
3. Integrity. A recordkeeping program shall be constructed so
the records and
information generated or managed by or for the organization
have a reason-
able and suitable guarantee of authenticity and reliability.
4. Protection. A recordkeeping program shall be constructed
to ensure a reason-
able level of protection to records and information that are
114. private, confi den-
tial, privileged, secret, or essential to business continuity.
5. Compliance. The recordkeeping program shall be
constructed to comply with ap-
plicable laws and other binding authorities, as well as the
organization’s policies.
6. Availability. An organization shall maintain records in a
manner that ensures
timely, effi cient, and accurate retrieval of needed information.
7. Retention. An organization shall maintain its records and
information for an
appropriate time, taking into account legal, regulatory, fi scal,
operational, and
historical requirements.
8. Disposition. An organization shall provide secure and
appropriate disposition
for records that are no longer required to be maintained by
applicable laws
and the organization’s policies. 5
The Generally Accepted Recordkeeping Principles consist of
115. eight principles
that provide an IG framework that can support continuous
improvement.
INFORMATION GOVERNANCE PRINCIPLES 29
The Principles apply to all sizes of organizations, in all types
of industries, in both
the private and public sectors, and can be used to establish
consistent practices across
business units. The Principles are an IG maturity model, and it
is used as a preliminary
evaluation of recordkeeping programs and practices.
Interest in and the application of The Principles for assessing
an organization’s
recordkeeping practices have steadily increased since their
establishment in 2009. The
Principles form an accountability framework that includes the
processes, roles, stan-
dards, and metrics that ensure the effective and effi cient use of
records and informa-
tion in support of an organization’s goals and business
116. objectives.
As shown in Table 3.1 , the Generally Accepted
Recordkeeping Principles matu-
rity model associates characteristics that are typical in fi ve
levels of recordkeeping
capabilities ranging from 1 (substandard) to 5
(transformational). The levels are both
descriptive and color coded for ease of understanding. The eight
principles and levels
(metrics) are applied to the current state of an organization’s
recordkeeping capabili-
ties and can be cross-referenced to the policies and procedures.
While it is not unusual
for an organization to be at different levels of maturity in the
eight principles, the question
“How good is good enough?” must be raised and answered ; a
rating of less than “transforma-d
tional” may be acceptable, depending on the organization’s
tolerance for risk and an
analysis of the costs and benefi ts of moving up each level.
The maturity levels defi ne the characteristics of evolving and
maturing RM programs. The
assessment should refl ect the current RM environment and
117. practices. The principles
and maturity level defi nitions, along with improvement
recommendations (roadmap),
outline the tasks required to proactively approach addressing
systematic RM practices
and reach the next level of maturity for each principle. While
the Generally Accepted
Table 3.1 Generally Accepted Recordkeeping Principles
Levels
Level 1
Substandard
Characterized by an environment where recordkeeping concerns
are either not
addressed at all or are addressed in an ad hoc manner.
Level 2
In Development
Characterized by an environment where there is a developing
recognition that
118. recordkeeping has an impact on the organization, and the
organization may
benefi t from a more defi ned information governance program.
Level 3
Essential
Characterized by an environment where defi ned policies and
procedures exist
that address the minimum or essential legal and regulatory
requirements, but
more specifi c actions need to be taken to improve
recordkeeping.
Level 4
Proactive
Characterized by an environment where information governance
issues and
considerations are integrated into business decisions on a
routine basis, and
the organization consistently meets its legal and regulatory
obligations.
119. Level 5
Transformational
Characterized by an environment that has integrated information
governance
into its corporate infrastructure and business processes to such
an extent that
compliance with program requirements is routine.
Source: Used with permission from ARMA.
The Generally Accepted Recordkeeping Principles maturity
model measures
recordkeeping maturity in fi ve levels.
30 INFORMATION GOVERNANCE
Recordkeeping Principles are broad in focus, they illustrate the
requirements of good
RM practices. The Principles Assessment can also be a powerful
communication tool