ASSIGNMENT PROJECT FRONT SHEET CIM Membership Number Module TitleAudrey Britton
This document is a front sheet and report for a marketing assignment on analyzing metrics at a travel company called XXXXXXX. It includes a candidate declaration, table of contents, and sections analyzing the role of metrics in marketing decisions, the relationship between marketing and other business functions at XXXXXXX, and effective use of marketing metrics. The assignment totals 16 pages and analyzes metrics related to products, pricing, placement, and promotions to demonstrate marketing value and inform future planning.
The document discusses challenges faced by businesses in an uncertain economic environment and the audit industry. It identifies the priority challenge as the adoption of digital technology trends. Objectives are outlined to improve customer service, increase website traffic and brand awareness through social media and digital channels. Critical success factors include understanding the insurance market, considering all costs, defining deployment timelines, and applying the right technology. Existing digital activities at EY include social media presence on Facebook, Twitter and LinkedIn, blogs, and website traffic. However, competitors like KPMG show higher social engagement, demonstrating an opportunity to more fully embrace digital channels.
This document discusses the benefits of using marketing analytics and response models to improve marketing decision making. It provides several examples of companies that successfully used analytical tools like market response analysis, resource allocation, conjoint analysis, positioning analysis, and customer choice models. These tools helped the companies reduce costs, increase profits and market share, enter new market segments, optimize sales force allocation, improve demand forecasting, and enhance customer awareness and fundraising. Overall, the document promotes the idea that systematic, data-driven marketing decisions can significantly improve business performance compared to relying solely on intuition and experience.
This document provides guidance on developing a marketing plan for a new venture. It discusses conducting an industry and competitor analysis to understand the business environment. It also covers defining the target market and goals, and developing strategies for the marketing mix of product, price, distribution, and promotion. The marketing plan should then be implemented, monitored, and adjusted as needed based on results. The overall process involves analyzing the situation, defining objectives and strategies, and outlining actions to achieve marketing goals.
This document provides guidance on developing a marketing plan for a new venture. It discusses conducting an industry and competitor analysis to understand the business environment. It also covers defining the target market and goals, and developing strategies for the marketing mix of product, price, distribution, and promotion. The marketing plan should then be implemented, monitored, and adjusted as needed based on results. The overall process involves analyzing the situation, defining objectives and strategies, and outlining actions to achieve marketing goals.
This document provides guidance on developing a marketing plan for a new venture. It discusses conducting an industry and competitor analysis to understand the business environment. It also covers defining the target market and establishing goals and objectives. The key components of a marketing strategy - product, price, distribution, and promotion - are examined. The document outlines the steps to take in preparing the marketing plan, from defining the business situation to monitoring progress. The overall purpose is to provide entrepreneurs with a framework to create a written marketing strategy to achieve their business objectives.
ASSIGNMENT PROJECT FRONT SHEET CIM Membership Number Module TitleAudrey Britton
This document is a front sheet and report for a marketing assignment on analyzing metrics at a travel company called XXXXXXX. It includes a candidate declaration, table of contents, and sections analyzing the role of metrics in marketing decisions, the relationship between marketing and other business functions at XXXXXXX, and effective use of marketing metrics. The assignment totals 16 pages and analyzes metrics related to products, pricing, placement, and promotions to demonstrate marketing value and inform future planning.
The document discusses challenges faced by businesses in an uncertain economic environment and the audit industry. It identifies the priority challenge as the adoption of digital technology trends. Objectives are outlined to improve customer service, increase website traffic and brand awareness through social media and digital channels. Critical success factors include understanding the insurance market, considering all costs, defining deployment timelines, and applying the right technology. Existing digital activities at EY include social media presence on Facebook, Twitter and LinkedIn, blogs, and website traffic. However, competitors like KPMG show higher social engagement, demonstrating an opportunity to more fully embrace digital channels.
This document discusses the benefits of using marketing analytics and response models to improve marketing decision making. It provides several examples of companies that successfully used analytical tools like market response analysis, resource allocation, conjoint analysis, positioning analysis, and customer choice models. These tools helped the companies reduce costs, increase profits and market share, enter new market segments, optimize sales force allocation, improve demand forecasting, and enhance customer awareness and fundraising. Overall, the document promotes the idea that systematic, data-driven marketing decisions can significantly improve business performance compared to relying solely on intuition and experience.
This document provides guidance on developing a marketing plan for a new venture. It discusses conducting an industry and competitor analysis to understand the business environment. It also covers defining the target market and goals, and developing strategies for the marketing mix of product, price, distribution, and promotion. The marketing plan should then be implemented, monitored, and adjusted as needed based on results. The overall process involves analyzing the situation, defining objectives and strategies, and outlining actions to achieve marketing goals.
This document provides guidance on developing a marketing plan for a new venture. It discusses conducting an industry and competitor analysis to understand the business environment. It also covers defining the target market and goals, and developing strategies for the marketing mix of product, price, distribution, and promotion. The marketing plan should then be implemented, monitored, and adjusted as needed based on results. The overall process involves analyzing the situation, defining objectives and strategies, and outlining actions to achieve marketing goals.
This document provides guidance on developing a marketing plan for a new venture. It discusses conducting an industry and competitor analysis to understand the business environment. It also covers defining the target market and establishing goals and objectives. The key components of a marketing strategy - product, price, distribution, and promotion - are examined. The document outlines the steps to take in preparing the marketing plan, from defining the business situation to monitoring progress. The overall purpose is to provide entrepreneurs with a framework to create a written marketing strategy to achieve their business objectives.
The document discusses key marketing concepts from Chapter 2 of Marketing Management by Philip Kotler including:
1. Tactical marketing plans specify marketing tactics at an operational level while strategic plans define long-term objectives and strategies.
2. Corporate culture refers to the shared experiences, beliefs and norms of an organization.
3. Customer experience considers all customer interactions with a company.
4. Platform innovation uses common components to create derivative products and services.
5. Environmental threats are external factors that could negatively impact demand like new competitors or technology changes.
A marketing strategy is a process that allows an organization to focus resources on opportunities to increase sales and achieve a competitive advantage through customer satisfaction. It should be integrated with corporate strategy and keep marketing aligned with the company's mission. A marketing strategy serves as the foundation for a marketing plan and consists of tactics to make the plan more effective in meeting objectives. Common tools for developing a marketing strategy include the BCG matrix and GE matrix, which analyze product attractiveness and competitive positioning to guide investment decisions.
Fourth seminar for my Managing Marketing Processes course in the MGM program at the Stockholm School of Economics, http://www.hhs.se/EDUCATION/MSC/MSCGM/Pages/default.aspx
The document outlines the key components of an effective marketing plan, including:
1. Analyzing the current market situation and competitive landscape.
2. Setting objectives and strategies to target specific customer segments.
3. Developing tactics for the marketing mix of product, price, place, and promotion.
4. Creating financial forecasts and budgets to demonstrate how the plan will be profitable and sustainable.
5. Establishing controls to monitor performance and make adjustments if needed.
The planning process described provides a framework to develop a comprehensive marketing strategy tailored to the business and customer needs.
AMA_Corporate Attitudes and Adoption Trends of Multi-Channel and Omni-Channel...Scott Valentine, MBA, CSPO
This document summarizes the findings of a survey conducted by Platt Retail Institute on multi-channel and omni-channel marketing. The survey found that most companies currently use a variety of marketing channels like websites, direct sales, email marketing and social media. In the future, digital channels like social media and mobile are expected to grow in importance. While emerging channels are becoming more important, budgets have not yet aligned to support them fully. The survey also found that 43% of companies have either evaluated or plan to implement an omni-channel marketing strategy in the next 3 years, with larger companies and retailers being more likely to do so. The top challenges driving omni-channel adoption are competitive pressures, technology issues, and lack of organizational
This document is a marketing project report for Samvardhana Motherson Group that discusses future growth strategies. It includes an executive summary, introduction, literature review, company profile, research methodology, data analysis, findings, conclusions and recommendations. Specifically, the introduction discusses the objectives of studying SMG's marketing strategies and brand loyalty. It also outlines the scope, statement of problems, data collection methods and limitations of the study. The literature review covers different types of future strategies including horizontal integration, vertical integration and diversification.
In this case, Net profit margin is positive. Company made more money then it...Aqif Chaudary
The document discusses marketing principles and their influence on business activities. It explains that marketing principles focus on key functions like market research and segmentation to help businesses compete effectively. Several elements of the marketing process are described, including understanding customer needs, analyzing competitors, and designing marketing strategies. The benefits and costs of marketing orientation for businesses are evaluated. Environmental factors like economic conditions, technology, and customer demographics that influence marketing decisions are also outlined. Different approaches to marketing products and services to businesses and internationally are discussed.
What should be considered for social media marketing plan.
Strategy, tactics, implementation. Competitive analysis, and SWOT analysis is also important.
Week 05 - Marketing and Project ManagementAbid Khan
This document discusses key aspects of marketing and how they relate to project management. It begins by defining marketing and explaining its importance. It then covers topics such as the evolution of marketing, implementing marketing strategies, market classification, developing marketing strategies, marketing research, and selling projects. The document emphasizes that marketing has evolved from a product-oriented approach to a customer-oriented one and that understanding customers, conducting research, and tailoring strategies and communications to different stakeholders are important for project managers.
The Project Management Process - Week 5Craig Brown
The document discusses key aspects of marketing and how they relate to project management. It begins by defining marketing and explaining its importance. It then covers topics such as the evolution of marketing, implementing marketing strategies, market classification, developing marketing strategies, marketing research, and selling projects. The key points are that marketing has evolved from a product-focused to customer-focused approach, and that effective marketing in project management involves understanding customer needs, developing appropriate strategies and mixes to meet those needs, and using research to inform decisions.
A marketing strategy is a process that concentrates resources on opportunities to increase sales and achieve a competitive advantage. It should have customer satisfaction as its main goal and be integrated with corporate strategy. Tools like the BCG matrix, GE matrix, Ansoff matrix, and gap analysis can help analyze markets, products, competitive positioning, and identify areas for improvement.
Brand as Strategic Device Introduction to BrandingAna Watson
A firm's branding strategy is characterized by its breadth, referring to the number of products bearing the same brand name, and depth, referring to the number of brands in a product category. The choice of branding strategy depends on factors like corporate objectives, capabilities, consumer behavior, and competitive approaches. When developing a marketing strategy, the marketing manager should create a team, review the current situation, set objectives, plan actions, implement the strategy, and review the strategy. Branding strategies provide a foothold for successful competition by supporting strong brand identity, positioning, and key strategy decisions through quantitative research. Brand is an effective growth strategy because it is directed at customers and employees who continue to choose the brand.
The document summarizes key models for understanding business strategy, organizational strategy, and how information systems strategy relates. It discusses the Information Systems Strategy Triangle, which shows how business strategy should drive information and organizational strategies. Porter's generic strategies and D'Aveni's hypercompetition model provide frameworks for different business strategies. The Business Diamond and Managerial Levers models examine organizational design and how information systems impact an organization's structures, processes, culture and controls.
Brief of the dimensionality of business strategy among the manufacturing orga...Alexander Decker
This document summarizes a research study that examined the dimensionality of business strategy among manufacturing organizations in Malaysia. The study involved a survey of 113 manufacturing firms. Exploratory and confirmatory factor analyses showed that the integrated business strategy scale consisted of four valid subscales: proactive strategy, breadth strategy, quality-based strategy, and reactive strategy. The four-factor model was supported. The results provide evidence that the integrated business strategy scale is a reliable and valid instrument that can be used to measure business strategies of manufacturing organizations in Malaysia.
The current strategies for DPSCS–DPP focus on coordination, cooperation, and community safety. Strategic planning provides the foundation for an organization's future and ability to address competitors. Without strategies, an organization will struggle to survive. Strategic planning involves developing a mission, vision, objectives and values to provide focus and direction for the present and future. Coordination is one of the key strategies used by DPSCS–DPP to achieve its vision through cooperation among different partners such as law enforcement.
SPT 208 Final Project Guidelines and Rubric Overview .docxsusanschei
SPT 208 Final Project Guidelines and Rubric
Overview
Marketing and advertising are often used interchangeably, yet throughout this course you have learned that marketing is a much larger concept that requires a
strong understanding of consumer behavior, products and services, and often the greater economic environment. Marketing is applicable to every industry and
discipline in one way or another, but within the sport industry we have the chance to see the application of marketing concepts as if under a spotlight due to the
industry’s global reach and importance to society.
Your final project is the creation of an Opportunity and Consumer Analysis. You will select a sport team, individual, facility, or organization as the focus of your
consumer and opportunity analysis. When selecting your area of focus, think about your interests and career aspirations. As you progress through the course,
you will have the opportunity to practice the skills required for this project in several milestone activities. Your final deliverable will include a strengths,
weaknesses, opportunities, and threats (SWOT) analysis of your selected focus; a consumer analysis; an analysis of successful marketing and media strategies;
and a brief 1-, 3-, and 5-year plan that allows you to explain your intended use of a proven marketing strategy and various media opportunities. Please note that
your Opportunity and Consumer Analysis will be an eligible artifact to include in your program portfolio, as it will highlight your ability to recognize consumer
characteristics and opportunities for brand improvement.
The project is divided into two milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Three and Five. The final Opportunity and Consumer Analysis will be submitted in Module Seven.
This assessment addresses the following course outcomes:
• Analyze consumer behaviors for the influence of political, cultural, and social events on consumer motivation at the local, national, or international
levels within the sport industry
• Illustrate the application of key marketing strategies in successful sport-specific marketing campaigns
• Identify proven marketing strategies that can be successfully applied to specific sport marketing scenarios to attract consumers
• Compare media opportunities for successfully communicating and marketing towards specific consumers within the sport industry
Prompt
Develop a comprehensive Opportunity and Consumer Analysis. Select a sport team, individual, facility, or organization and provide a thorough analysis of the
existing marketing strategies and consumers, and determine an opportunity for greater consumer reach. Outline a brief 1-, 3-, and 5-year plan for the marketing
opportunity.
Specifically, the following critical elements must be addressed:
I. Marketing Foc.
Ssalinas_ThreeMountainsRegionalHospitalCodeofEthics73119.docx
Running head: CODE OF ETHICS 1
CODE OF ETHICS 4
Three Mountains Regional Hospital Code of Ethics
Sharlene Salinas
Professor Bradshaw
HSA4210
July 31, 2019
Three Mountains Regional Hospital Code of Ethics
Progressive developments in science and technology in the 20th century contributed to advances in healthcare and medicine that have helped many lives. Healthcare professionals are confronted with ethical dilemmas and moral questions as the context in which healthcare is provided keeps on changing. Healthcare specialists are required to be dedicated to excellence within their professional practice of promoting community, organizational, family, and individual health. Healthcare code of ethics provides a platform for shared professional values (Wocial & Tarzian, 2015). It is the responsibility of healthcare specialists to reach the best possible standards of conduct and to encourage these ethical practices to those with whom they work together. Healthcare professionals are facing challenges as the context in which healthcare is provided keeps on changing.
The Three Mountains Regional Hospital code of ethics will clarify the roles and responsibilities within the healthcare profession. The code of ethics will also guide the healthcare professionals on addressing common ethical questions. With 15,000 admissions annually, the Three Mountains Regional Hospital requires a code of ethics that will guide the healthcare professionals in the hospital in dealing with such a capacity. Healthcare professionals from the hospital will be defined by their purpose but not their job description (Turner & Epstein, 2015). The proposed code of ethics will inform individual decision-making when faced with ethical situations within a given relationship or role at the Three Mountains Regional Hospital.
Ethics are an essential part of healthcare, and they should provide value in practical situations. The proposed code of ethics will provide a structure and shape to the Three Mountains Regional Hospital’s environment and summarize the healthcare organization’s ethical position. The code of ethics will describe the ethical attitude shared by healthcare workers at Three Mountains Regional Hospital, and it will be valuable and influential on the success of the healthcare organization. The mission of the code of ethics is to guide the hospital is leading the way to a healthier community through the provision of quality care.
Code of Ethics
· Uphold the policies of the Three Mountains Regional Hospital (Merry & Walton, 2017).
· Protect the intellectual, physical, and electronic property of the hospital (Hoppe & Lenk, 2016).
· Promote a healthy, secure, and safe working environment (Merry & Walton, 2017).
· Act responsibly and honestly by avoiding perceived or actual conflicts of interest (Merry & Walton, 2017).
· Protect and respect the privacy and confidentiality of all individuals and informat.
Spring 2020Professor Tim SmithE mail [email protected]Teach.docxsusanschei
Spring 2020
Professor: Tim Smith E mail: [email protected]
Teaching Assistant: Ray Kim E mail [email protected]
Office hours: PLF South 113 TBA
EVOLUTION OF ROCK
MCY 127
Course Description:
This general education course is a study of the birth and evolution of the music form of Rock and Roll. It is a study of both the historical and musical elements of rock with a focus on the performers and the songs in the genre. Some of the objectives for this course include:
Increasing awareness of the wide range of musical styles that “add up” to form rock
Provide insight on the cultural evolution of rock and how it applies to society
Study how technological advances have influenced both the performers and composers in rock
Prerequsites:
None
Required text:
None
Required listening: Spotify playlist MCY127TS
Course Requirements and Grading:
Test 1 20%
Midterm exam 25%
Test 3 20%
Final exam 25%
Essay on live musical performance 10%
Essay assignment will consist of attending a live musical performance at the Frost School of Music (or approved off campus performance). At the conclusion of the performance, you will obtain signatures of two or more participants. You will compose an essay that will summarize the performance (ensemble, repertoire, etc.). You will compare and/or contrast the performance with details we have studied in class. The essay should be two to three pages long, computer printed, double spaced, and stapled. It will be due on Thursday, November 19.
Conduct and rules:
Rock and roll is a joyous art form. I intend for the class to be a fun and learning environment. I hope to engage you as adults, not as adolescents. However, inappropriate language or behavior to one another will not be tolerated, and will result in the student facing disciplinary action and potential removal from the class. You are adults. I am not your baby-sitter. If you fail to attend class regularly, you will find it much more difficult to excel in the course. SHOW UP AND PAY ATTENTION! It will make your life easier in the long run. Plagiarism on your essay will not be acceptable, and will result in the loss of 10% of your final grade. Cheating is rampant. While I will make every effort to curb the options students might have to copy one another on tests, I can’t stop it completely. I will have assistance from the Honor Council on test days, and cheating will result in a zero on that test. None of you can afford this. I truly believe that if you will engage the material, come to the lectures, and actively listen to the required listening material, you will not find a need to cheat.
If you are feeling overwhelmed by any of the material, please make an appointment to meet with me during office hours.
Lectures and listening:
Each class will consist of a lecture and a period of listening to music appropriate to that lecture. The music played in class will be made available to you through Blackboard in addition. You will be responsible for the material presented.
Spring 2020 – Business Continuity & Disaster R.docxsusanschei
Spring 2020 – Business Continuity & Disaster Recovery Planning (ISOL-632-50)
Incident Management
S no
Disaster Type
Plans & Precautions
Initial Action
Stabilization Strategy
1
Thunderstorm
2
Floods
3
Tornadoes
4
Severe weather such as blizzard
5
Hurricanes
6
Explosion such as bomb threats
.
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SPT 208 Final Project Guidelines and Rubric Overview .docxsusanschei
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Overview
Marketing and advertising are often used interchangeably, yet throughout this course you have learned that marketing is a much larger concept that requires a
strong understanding of consumer behavior, products and services, and often the greater economic environment. Marketing is applicable to every industry and
discipline in one way or another, but within the sport industry we have the chance to see the application of marketing concepts as if under a spotlight due to the
industry’s global reach and importance to society.
Your final project is the creation of an Opportunity and Consumer Analysis. You will select a sport team, individual, facility, or organization as the focus of your
consumer and opportunity analysis. When selecting your area of focus, think about your interests and career aspirations. As you progress through the course,
you will have the opportunity to practice the skills required for this project in several milestone activities. Your final deliverable will include a strengths,
weaknesses, opportunities, and threats (SWOT) analysis of your selected focus; a consumer analysis; an analysis of successful marketing and media strategies;
and a brief 1-, 3-, and 5-year plan that allows you to explain your intended use of a proven marketing strategy and various media opportunities. Please note that
your Opportunity and Consumer Analysis will be an eligible artifact to include in your program portfolio, as it will highlight your ability to recognize consumer
characteristics and opportunities for brand improvement.
The project is divided into two milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Three and Five. The final Opportunity and Consumer Analysis will be submitted in Module Seven.
This assessment addresses the following course outcomes:
• Analyze consumer behaviors for the influence of political, cultural, and social events on consumer motivation at the local, national, or international
levels within the sport industry
• Illustrate the application of key marketing strategies in successful sport-specific marketing campaigns
• Identify proven marketing strategies that can be successfully applied to specific sport marketing scenarios to attract consumers
• Compare media opportunities for successfully communicating and marketing towards specific consumers within the sport industry
Prompt
Develop a comprehensive Opportunity and Consumer Analysis. Select a sport team, individual, facility, or organization and provide a thorough analysis of the
existing marketing strategies and consumers, and determine an opportunity for greater consumer reach. Outline a brief 1-, 3-, and 5-year plan for the marketing
opportunity.
Specifically, the following critical elements must be addressed:
I. Marketing Foc.
Ssalinas_ThreeMountainsRegionalHospitalCodeofEthics73119.docx
Running head: CODE OF ETHICS 1
CODE OF ETHICS 4
Three Mountains Regional Hospital Code of Ethics
Sharlene Salinas
Professor Bradshaw
HSA4210
July 31, 2019
Three Mountains Regional Hospital Code of Ethics
Progressive developments in science and technology in the 20th century contributed to advances in healthcare and medicine that have helped many lives. Healthcare professionals are confronted with ethical dilemmas and moral questions as the context in which healthcare is provided keeps on changing. Healthcare specialists are required to be dedicated to excellence within their professional practice of promoting community, organizational, family, and individual health. Healthcare code of ethics provides a platform for shared professional values (Wocial & Tarzian, 2015). It is the responsibility of healthcare specialists to reach the best possible standards of conduct and to encourage these ethical practices to those with whom they work together. Healthcare professionals are facing challenges as the context in which healthcare is provided keeps on changing.
The Three Mountains Regional Hospital code of ethics will clarify the roles and responsibilities within the healthcare profession. The code of ethics will also guide the healthcare professionals on addressing common ethical questions. With 15,000 admissions annually, the Three Mountains Regional Hospital requires a code of ethics that will guide the healthcare professionals in the hospital in dealing with such a capacity. Healthcare professionals from the hospital will be defined by their purpose but not their job description (Turner & Epstein, 2015). The proposed code of ethics will inform individual decision-making when faced with ethical situations within a given relationship or role at the Three Mountains Regional Hospital.
Ethics are an essential part of healthcare, and they should provide value in practical situations. The proposed code of ethics will provide a structure and shape to the Three Mountains Regional Hospital’s environment and summarize the healthcare organization’s ethical position. The code of ethics will describe the ethical attitude shared by healthcare workers at Three Mountains Regional Hospital, and it will be valuable and influential on the success of the healthcare organization. The mission of the code of ethics is to guide the hospital is leading the way to a healthier community through the provision of quality care.
Code of Ethics
· Uphold the policies of the Three Mountains Regional Hospital (Merry & Walton, 2017).
· Protect the intellectual, physical, and electronic property of the hospital (Hoppe & Lenk, 2016).
· Promote a healthy, secure, and safe working environment (Merry & Walton, 2017).
· Act responsibly and honestly by avoiding perceived or actual conflicts of interest (Merry & Walton, 2017).
· Protect and respect the privacy and confidentiality of all individuals and informat.
Spring 2020Professor Tim SmithE mail [email protected]Teach.docxsusanschei
Spring 2020
Professor: Tim Smith E mail: [email protected]
Teaching Assistant: Ray Kim E mail [email protected]
Office hours: PLF South 113 TBA
EVOLUTION OF ROCK
MCY 127
Course Description:
This general education course is a study of the birth and evolution of the music form of Rock and Roll. It is a study of both the historical and musical elements of rock with a focus on the performers and the songs in the genre. Some of the objectives for this course include:
Increasing awareness of the wide range of musical styles that “add up” to form rock
Provide insight on the cultural evolution of rock and how it applies to society
Study how technological advances have influenced both the performers and composers in rock
Prerequsites:
None
Required text:
None
Required listening: Spotify playlist MCY127TS
Course Requirements and Grading:
Test 1 20%
Midterm exam 25%
Test 3 20%
Final exam 25%
Essay on live musical performance 10%
Essay assignment will consist of attending a live musical performance at the Frost School of Music (or approved off campus performance). At the conclusion of the performance, you will obtain signatures of two or more participants. You will compose an essay that will summarize the performance (ensemble, repertoire, etc.). You will compare and/or contrast the performance with details we have studied in class. The essay should be two to three pages long, computer printed, double spaced, and stapled. It will be due on Thursday, November 19.
Conduct and rules:
Rock and roll is a joyous art form. I intend for the class to be a fun and learning environment. I hope to engage you as adults, not as adolescents. However, inappropriate language or behavior to one another will not be tolerated, and will result in the student facing disciplinary action and potential removal from the class. You are adults. I am not your baby-sitter. If you fail to attend class regularly, you will find it much more difficult to excel in the course. SHOW UP AND PAY ATTENTION! It will make your life easier in the long run. Plagiarism on your essay will not be acceptable, and will result in the loss of 10% of your final grade. Cheating is rampant. While I will make every effort to curb the options students might have to copy one another on tests, I can’t stop it completely. I will have assistance from the Honor Council on test days, and cheating will result in a zero on that test. None of you can afford this. I truly believe that if you will engage the material, come to the lectures, and actively listen to the required listening material, you will not find a need to cheat.
If you are feeling overwhelmed by any of the material, please make an appointment to meet with me during office hours.
Lectures and listening:
Each class will consist of a lecture and a period of listening to music appropriate to that lecture. The music played in class will be made available to you through Blackboard in addition. You will be responsible for the material presented.
Spring 2020 – Business Continuity & Disaster R.docxsusanschei
Spring 2020 – Business Continuity & Disaster Recovery Planning (ISOL-632-50)
Incident Management
S no
Disaster Type
Plans & Precautions
Initial Action
Stabilization Strategy
1
Thunderstorm
2
Floods
3
Tornadoes
4
Severe weather such as blizzard
5
Hurricanes
6
Explosion such as bomb threats
.
Sports Business Landscape Graphic OrganizerContent.docxsusanschei
This document outlines key aspects of careers in the sports business industry including content providers, distribution channels, goods and service providers, common job titles, typical training and education requirements, standard job roles and responsibilities, average salary outlooks, current job availability in various locations, and overall job outlooks along with potential pros and cons of different positions.
Spring 2020Carlow University Department of Psychology & Co.docxsusanschei
Spring 2020
Carlow University
Department of Psychology & Counseling
Professional Counseling Program
LGBT Lives Cultures & Theories
PRC-742-G1, PY-235-DA, WS-237-DA
3 Credits; No Prerequisites
Course Syllabus- Spring 2020
Wednesday’s 6:00pm-8:30pm
Instructor: Michelle Colarusso, Ph.D., LPC, NCC Office: TBD
Cell phone: 724-396-9769 E-mail: [email protected]
Office hours: By appointment only Location: Antonian Hall 403
Carlow's Mission Statement
The mission of Carlow University, a Catholic liberal arts university, is to involve persons, primarily women, in a process of self-directed, lifelong learning which will free them to think clearly and creatively, to discover and to challenge or affirm cultural and aesthetic values, to respond reverently and sensitively to God and others, and to render competent and compassionate service in personal and professional life.
Course Description
This course will address issues related to counseling gay, lesbian, bisexual and transgender clients. These include issues of sexual identity development, coming out, homophobia and heterosexism, family and relationship issues, multicultural issues, youth, aging, spirituality, HIV/AIDS, and substance abuse as well as ethical and professional issues in working with gay, lesbian, bisexual and transgender clients through affirmative counseling/therapy.
Learning Outcomes and Assessment
What students will learn
How students will learn it
How students will demonstrate learning
Impact dominant culture has on LGBT individuals
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Multifaceted issues facing specific LGBT populations
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Familiarize themselves with theories of identity development
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Affirmative counseling/therapy and their knowledge and skill in providing it.
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Variety of counseling issues that have particular relevance to LGBT clients.
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Access to local and national resources available to assist in work with LGBT clients.
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Course Requirements and Resources
Methods of Involvement & Examination
Methods of Instruction
Classes will consist of didactic and experiential elements, including lectures, large and small group discussions, modeling, structured role-plays and simulations, live or video demonstrations, and student presentations in class and on CelticOnline/Schoolology. Primary methods include lecture/discussion, readings, and a variety of experiential exercises. Students will immurse themselves into the LGBTQ Cul.
SPOTLIGHT ON STRATEGY FOR TURBULENT TIMESSpotlight ARTWORK.docxsusanschei
SPOTLIGHT ON STRATEGY FOR TURBULENT TIMES
Spotlight ARTWORK Tara DonovanUntitled, 2008, polyester film
HBR.ORG
What Is
the Theory
f ̂ Fiof
y
Firm?
Focus less on competitive advantage and more on growth
that creates value, by Todd Zenger
f asked to define strategy, most execu-
tives would probably come up with
something like this: Strategy involves
discovering and targeting attractive
markets and then crafting positions that
deliver sustained competitive advan-
tage in them. Companies achieve these
positions by configuring and arranging
resources and activities to provide either
unique value to customers or common
value at a uniquely low cost. This view of strategy as
position remains central in business school curricula
around the globe: Valuable positions, protected from
imitation and appropriation, provide sustained profit
streams.
Unfortunately, investors don't reward senior
managers for simply occupying and defending po-
sitions. Equity markets are full of companies with
powerful positions and sluggish stock prices. The
retail giant Walmart is a case in point. Few people
would dispute that it remains a remarkable firm. Its
early focus on building a regionally dense network
of stores in small towns delivered a strong positional
advantage. Complementary choices regarding ad-
vertising, pricing, and information technology all
continue to support its low-cost and flexibly mer-
chandised stores.
Despite this strong position and a successful stra-
tegic rollout, Walmart's equity price has seen little
growth for most of the past 12 or 13 years. That's be-
cause the ongoing rollout was anticipated long ago,
and investors seek evidence of newly discovered
value—value of compounding magnitude. Merely
sustaining prior financial returns, even if they are
outstanding, does not significantly increase share
price; tomorrow's positive surprises must be worth
more than yesterday's.
Not surprisingly, I consistently advise MBA stu-
dents that if they're confronted with a choice be-
tween leading a poorly run company and leading a
well-run one, they should choose the former. Imag-
ine assuming the reins of GE from Jack Welch in Sep-
tember 2001 with shareholders' having enjoyed a 40-
fold increase in value over the prior two decades. The
expectations baked into the share price of a company
like that are daunting, to say the least.
To make matters worse, attempts to grow often
undermine a company's current market position.
As Michael Porter, the leading proponent of strat-
egy as positioning, has argued, "Efforts to grow blur
June 2013 Harvard Business Review 73
SPOTLIGHT ON STRATEGY FOR TURBULENT TIMES
uniqueness, create compromises, reduce fit, and
ultimately undermine competitive advantage. In
fact, the growth imperative is hazardous to strategy."
Quite simply, the logic of this perspective not only
provides little guidance about how to sustain value
creation but also discourages growth that might in
einy way move a compeiny away from i.
Sport Ticket sales staff trainingChapter 4Sales .docxsusanschei
Sport Ticket sales staff training
Chapter 4
Sales Staff
Developed not born
Skill set of a seller
Different to skill set of a manager
Sales process
Develop lifelong relationship with purchaser
Best source of increasing business
Upselling
Referrals
Sales Department
Recruit
Train
Develop
Motivate
Retain
Recommendations
Balance in house and outsourced
Communication between sales manager and sales staff
Success celebrations
Gather feedback from sales staff
Recruiting/Hiring
Personality, creativity (intangibles)
Fit with organization
Dress for success (opportunity taken seriously)
Positive attitude
Welcoming personality
Poised/confident (not over confident)
Initiative (carry conversation)
Energy, enthusiasm, commitment
Sales positions
10-20 inside sales staff
Supervisor to staff ratio 1:8
Annual training
New employee training (1 week to 1 month)
Ideal structure
8-16 Part-time
2 ½ months than ready to replace nonperforming FT
6-8 full time season ticket dedicated
3-6 full time group sales dedicated
Self-training
One book per month, mentor, seminars, practice
Sales Culture
Desired outcomes
Effectiveness
Productivity
Stability
Long term growth
Created by the sales manager (leadership)
Orlando Magic three A’s
Action
Visible displays
Find needs, wants, desires of employees
Reward accomplishments
Attitude
Believe in sales staff
Atmosphere
Visible signs of success
gong
Retaining/Motivating
Database management
Lead distribution
Reporting
Evaluation
Satisfy need of employees first
Better able to meet customer needs
Achieve organizational goals
Four types of sales employees
Competitor
Rivalries, win contests
It’s All About me
Recognized as best
Achiever Team Builder
Recognition of achievements, group success
Empathetic Seller
Cultivate relationships, not volume producers
Sales Career
Exploration
Establishment
Maintenance
Disengagement
Employee rate feeling appreciated and informed as top want
Sport Consumer Incentivization
Chapter 3
Incentives
Depend on consumption motives
Items of perceived value that add to offer
Overcome indifference or resistance
Later stage of buying/communication process
Price based incentives
Discounting core product damaging
Contingency based
Consumer action (provide info, prior purchase, etc) prior to price reduction
Attract infrequent customers
8% increase in attendance (top 10, 2004)
“cherry pickers” – only attend with promotion
MLB
14% increase, 2% watering down effect, more is better, weekdays (vs. high attendance – max total entertainment value)
Incentives continued
Rule changes, star players (consumption incentive)
Place based incentives
26 fundamental motives for sport consumption
Primary motives
Achievement
Ordinary runners (sense of accomplishment)
Perfect attendance
Vicarious achievement (enhance self esteem through success of athlete)
Sponsors – increased sales volume, exposure
Craft
Developing or observing physical skill
Winning record – highest predictor of attendance/s.
SPOTLIGHT ARTWORK Do Ho Suh, Floor, 1997–2000, PVC figures, gl.docxsusanschei
SPOTLIGHT ARTWORK Do Ho Suh, Floor, 1997–2000, PVC figures, glass plates, phenolic sheets, polyurethane resin; modules 100 x 100 x 8 cm
Installation view at Lehmann Maupin Gallery, New York
Why We Love
to Hate HR
...and What HR
Can Do About It
by Peter Cappelli
SPOTLIGHT ON RETHINKING HUMAN RESOURCES
Peter Cappelli is a
professor of management
at the Wharton School and
the author of several books,
including Will College
Pay Off? A Guide to the
Most Important Financial
Decision You’ll Ever Make
(PublicAffairs, 2015).
HBR.ORG
July–August 2015 Harvard Business Review 55
These feelings aren’t new. They’ve erupted now
and in the past because we don’t like being told how
to behave—and no other group in organizational life,
not even finance, bosses us around as systematically
as HR does. We get defensive when we’re instructed
to change how we interact with people, especially
those who report to us, because that goes right to the
core of who we are. What’s more, HR makes us per-
form tasks we dislike, such as documenting problems
with employees. And it prevents us from doing what
we want, such as hiring someone we “just know” is
a good fit. Its directives affect every person in the
organization, right up to the top, every single day.
The complaints also have a cyclical quality—
they’re driven largely by the business context. Usu-
ally when companies are struggling with labor issues,
HR is seen as a valued leadership partner. When
things are going more smoothly all around, manag-
ers tend to think, “What’s HR doing for us, anyway?”
This doesn’t mean that HR is above reproach.
Quite the contrary: It has plenty of room to improve,
and this is a moment of enormous opportunity. Little
has been done in the past few decades to examine the
value of widely used practices that are central to how
companies operate. By separating the effective from
the worthless, HR leaders can secure huge payoffs for
their organizations. But it’s important to understand
HR’s tumultuous history with business leaders and
the economy before turning our attention to what the
function should be doing now and in the future.
The “Personnel” Pendulum
How top executives feel about HR pretty reliably re-
flects what’s going on in the U.S. economy. When the
economy is down and the labor market is slack, they
see HR as a nuisance. But sentiments change when
labor tightens up and HR practices become essential
to companies’ immediate success.
Think back to the Great Depression. People would
put up with nearly anything to stay employed. Line
managers complained that personnel departments
were getting in the way of better performance, which
they thought could be achieved with the “drive” sys-
tem: threatening workers and sometimes even hit-
ting them if they failed to measure up.
Similarly, business leaders didn’t put a lot of
stock in HR during the 2001 and 2008 recessions, be-
cause employees—keenly aware of how replaceable
th.
Sponsorship Works 2018 8PROJECT DETAILSSponsorship tit.docxsusanschei
Sponsorship Works 2018 8
PROJECT DETAILS
Sponsorship title:
Audi Cup
Duration of sponsorship:
2009-present
Case study entered by:
Audi AG
Sponsor’s industry sector:
Automotive
Rights-holder:
Audi AG (Ownership Platform)
Agency:
brands and emotions GmbH
– Lead Agency, Audi Cup
Other organisations involved in the
planning, activation or evaluation:
FC Bayern Munich;
Several service providers (including event
agency, TV commercialisation,
TV production, etc.).
Campaign summary
Launched in 2009, the year of Audi’s 100th anniversary,
the Audi Cup is a pre-seasonal worldwide football
tournament. Leading teams including FC Barcelona,
Real Madrid and Manchester United meet in Munich
for the biennial Audi Cup during the summer break in
football.
The event is an owned and mainly refinanced
platform by Audi with a strong international media
presence, achieving around 2.5 billion consumer
contacts across television and online media at each
tournament in around 200 countries. With cutting-edge
technologies as an integral part of its staging and
coverage, the event provides a global opportunity to
highlight Audi’s “Vorsprung durch Technik” values.
Planning
Business needs
The Audi Cup provides an ideal platform to present
a strong, resonating connection between top-level
international football and the brand’s “Vorsprung
durch Technik” positioning. Audi has been involved in
international football for over 14 years and the launch
of the Audi Cup in 2009 established a new benchmark
in proprietary sports marketing, creating a whole new
way for Audi to implement its own rights in a highly
controlled and targeted manner.
Taking a “high-tech” approach to the world of
football broadcasting and marketing, the Audi Cup
meets the clear business need for Audi to demonstrate
Audi and the Audi Cup
A u d i a n d t h e A u d i C u p
Sponsorship Works 2018 9
A u d i a n d t h e A u d i C u p
and underpin its core brand proposition as a highly
innovative, technologically advanced automotive
company.
The development and implementation of tools
including the first ever implementation of digital overlay
of led boards in live broadcasting and the first ever live
holographic press conference in sport, a dedicated
chatbot and Alexa Skill and the Audi Player Index, not
only underline Audi’s status as a “high-tech” brand but
genuinely enhance enjoyment of the tournament for
fans, building a truly relevant connection.
Sponsorship selection
Audi’s long association with football, with its focus on
high-profile, global clubs, saw the brand develop from
a classic sponsor to an owner and organiser of various
leading platforms in its own right – the Audi Cup, Audi
Summer Tour and Audi Football Summit. With these
properties and its year-round association with the
game, Audi set itself the goal of elevating its successful
sponsorships into full ownership; Audi shifted from a
host or a marque associated with the.
SPM 4723 Annotated Bibliography You second major proje.docxsusanschei
SPM 4723
Annotated Bibliography
You second major project for the course will be an annotated bibliography. Instead of writing a
paper, an annotated bibliography requires you to research a particular legal topic or question, of
your choosing, in sports and find academic and law review articles that address that topic. You
will develop a question about a legal topic in sports and find seven law review articles to
summarize. Each article summary should be 300-350 words in length and should both explain
the contents of the article and its relevance to your question or topic. The summaries should be
written in your own words. You are required to select law review articles using LexisNexis. The
format for the annotated bibliography is explained below.
Please put your topic as the title for your paper. Next, each annotation should begin with the
APA citation for the article in bold print (do not include web links), followed by a summary of
the article (300-350 words) explaining how it addresses your question. The complete annotated
bibliography should be double-spaced, 12pt Times New Roman font with one-inch margins. You
will be submitting it through Turnitin via Canvas, do not include your name, course number,
date or UFID on your annotated bibliography (similar to the case briefs). You should start each
annotation on a separate page, and please remember to begin each annotation with the APA
citation for the article as instructed above. This assignment is due on Wednesday, April 22nd.
1.Which of the following is not a key component of the conceptual framework of accounting?
Select one:
a. internal users
b. the objective of financial reporting
c. cost constraint on useful financial reporting
d. elements of the financial statements
2.The balance sheet and income statement for Joe's Fish Hut are presented below:
Joe's Fish Hut
Balance Sheet
As at December 31
2016
2015
ASSETS
Current Assets
Cash
$180,623
$60,300
Accounts receivable
$18,900
$14,200
Inventory
$23,600
$25,300
Total Current Assets
$223,123
$99,800
Property, plant & equipment
$129,000
$184,000
Less: Accumulated depreciation
$-26,900
$-21,600
TOTAL ASSETS
$325,223
$262,200
LIABILITIES AND EQUITY
Liabilities
Current Liabilities
Accounts payable
$28,000
$41,800
Current portion of bank loan
$9,500
$9,500
Total Current Liabilities
$37,500
$51,300
Non-current portion of bank loan
$71,000
$42,000
TOTAL LIABILITIES
$108,500
$93,300
Shareholders' Equity
Common shares
$80,000
$54,400
Retained earnings
$136,723
$114,500
TOTAL SHAREHOLDERS' EQUITY
$216,723
$168,900
TOTAL LIABILITIES AND EQUITY
$325,223
$262,200
Joe's Fish Hut
Income Statement
For the Year Ended December 31, 2016
Sales
$137,000
COGS
$83,200
Gross Profit
$53,800
Operating Expenses
Insurance Expense
$1,600
Rent Expense
$5,380
Salaries Expense
$5,150
Telephone Expense
$840
Interest Expense
$1,340
Depreciation Expense
$5,300
Total Operating Expenses
$19,610
Operating Profit Before .
Speech Environment and Recording Requirements• You must have a.docxsusanschei
Speech Environment and Recording Requirements
• You must have an audience of at least 5 adults 18 years or older for all speeches. The audience must be live and in person, that is, physically present. Virtual attendance is not permitted. Your video recording must show the 5 individuals sitting as ENGAGED audience members. The audience should be visible before, during, and after the speech and you should be facing your audience. The camera should be placed behind your audience.
• You are required to record and post all 3 speeches in order to earn a passing grade in this course.
• The video must be of a high enough quality that the instructor is able to see your full facial expressions and gestures. Your instructor will need to be able to hear your voice very clearly. You risk a failing grade if your instructor is not able to discern facial expressions or subtle changes of vocal intonation on the recording.
• Be sure to record your presentation from head to toe. Your instructor needs to be able to see your posture and other elements.
• Be certain to record your video in landscape (wide), not portrait (tall).
• You may not stop the recording and re-record a section of your speech. What you
submit must be a complete presentation from start to finish with NO EDITING. You could record your speech a few times and then pick the best presentation to send. Just make sure you only submit one copy of your best speech.
• You will upload your speech following the YouTube directions and proper privacy guidelines. Speech capture directions and instructions are in Module 1 of the Blackboard online classroom.
• Be certain to provide a video link to your speech that is available for your instructor and college administrators to view without requiring passwords or special permissions. Submitting a link that does not immediately provide this access results in a failing grade for your speech and could result in a failing grade for the course. You cannot use Google Hangouts or other mediated communication in place of a live audience. Your live audience must be physically present at the location you deliver your speech.
• Any attempt to circumvent live speech audience requirements perceived by your instructor as deceptive, dishonest or otherwise disingenuous results in a zero for your speech with no opportunity to make it up and may result in a failing grade in the course and referral to the appropriate FSCJ administrative official for academic dishonesty.
• The video link (URL) you provide for your speech must remain posted, active and viewable until 14 calendar days following the official scheduled end of the semester, according to the official FSCJ academic calendar. Removing your speech from the URL or link you provide automatically reverts any score you have to a zero and will result in a failing grade for the course.
• Attempts to work around presenting in front of a live audience are considered academic dishonesty.
• Posting your speech on a screen or readin.
Sped4 Interview 2.10.17 Audio.m4aJodee [000008] And we are .docxsusanschei
Sped4 Interview 2.10.17 Audio.m4a
Jodee: [00:00:08] And we are looking at the collaborative process between secondary special ed teachers and transitioning and transition specialists when transitioning students with autism spectrum disorder or other disabilities from secondary to higher. OK so the first question is is describe the condition process as you understand it from the guidelines of the secondary transition plan.
Sped4: [00:00:52] OK. So first thing is a series of assessments that are appropriate for assessing it can include you know obviously interviewing the teacher not not the teacher the student and then sometimes parents are involved in that process. Then there's other batteries of tests. Things like the couter doing AZCIS things other interests inventories and things of that nature to get that. Looking at transcripts students grades grade reports in those things and taking those all that data and that assessment information and looking at that.That's my understanding and interpretation and kind of what I do.
Jodee: [00:01:46] So you know it's the responsibility of the secondary teacher special ed teacher as the case manager to interview the students. And you know one of the big pieces that we look at is the age appropriate goals. You know if you've got a student who is who is autistic academically They're very bright. They can do the work but they have absolutely zero social skills. And they want you maybe studied to be. They want to go into broadcast journalism or something along those lines. So it's like having you determined you know is it like a collaborative effort. You determine and work with the other person you know because sometimes you have to be that person and say yes might not be the best fit for you. How does that kind of playing into things.
Sped4: [00:02:51] I don't know like I don't mind doing that or being the one.
Sped4: [00:02:58] I haven't run into that exact situation but I have other situations where students wanted to go straight to university from high school and just had these visions of grandeur. But their GPA would not allow for that or they had other deficiencies and things of that nature. And so it's just it's sometimes it's like literally printing out the requirement and showing them just saying you know these aren't going to work. It's not a possibility. However it doesn't mean that you can't go on to higher education. And just providing them alternative routes like one if there is enough time if there for example is there a sophomore or a junior. You know we look at like Well is there enough time to get rid of these deficiencies. Can you take some of these courses. Can you do that to get your GPA up to get rid of the deficiencies et cetera. Is that feasible. Is that feasible with money or mom is mom and dad going to pay for that you know. And is there enough time or looking. OK well if that's not an option then community college is not necessarily a bad thing to do it right. When did yo.
Sped Focus Group.m4aJodee [000001] This is a focus group wi.docxsusanschei
Sped Focus Group.m4a
Jodee: [00:00:01] This is a focus group with the secondary special education teachers. So anybody feel free to chime in and we just talked about the secondary transition plan and theoretical principles of Situation and support. So the first question is How does political correctness influence transition process. So think about some of the terminology that's changed. For example we don't refer to kids with cognitive impairment as being mentally retarded. So how does that PC influence the transition process. And anybody can feel free to speak up if they would like.
TS5: [00:00:49] Well I guess I'll start because I'm probably the least politically correct person around. I think you make an example of the fact of you know you know with. What you can and cannot say Well not everybody is up to date on the current lingo and everybody apparently might may be in denial about where their child is at cognitively when using certain terms they may expect more from their or their child than they're actually capable because we're not using terms of people understand or that people use. Obviously I'm not talking about in a hurtful way but you know I mean I have a student now that he's I guess they went out of their way to label him. You know he has a label of autism. But I keep telling these people on my autism is not his problem his cognitive is his problem as long as that IEP keeps talking about autism then that seems to be the direction of where they want to go with the services. And and I keep saying that autism is not the problem. So that's just my 2 cents on.
Jodee: [00:02:12] How has that worked so far just to kind of pair off your response on that TS5 how has it like you're able to see that it's not the Autism that's a problem. How do you stear that to the correct path and have deal with this and what the kid is capable of doing regarding transition.
Sped5: [00:02:34] Well I was fortunate in this area where I think it was an issue of the mom was in denial that it wasn't all the other teachers were like no. This is what this is what he needs. You know because of the IEP I'm trying to get him. You know support all the time and it's just a matter of when they look at the IEP and says why is it that it will be this and this and I'm like I didn't write the IEPP I didn't put down autism. I'll just tell you what I see now what I have and that's what it is. And so it wasn't until at an an IEP meeting that the other teachers who see them every day too are like no this is where he's at. He needs the support he needs this because of x y z. So you know that's just for example.
Jodee: [00:03:25] Okay TS7 I'm going to kind of put you on the spot on for a minute when we talked a couple of days ago about that one student what were some of the things that you might have encountered in working with the parents on regarding transitioning him. And you know just to give a bit with a bit of background history it was a young man diagnosed with.
Specialized Terms 20.0 Definitions and examples of specialized.docxsusanschei
Specialized Terms
20.0
Definitions and examples of specialized terms for adaptive behavior assessments including content and statistical terms are proficient.
Limitations of Standardized Assessments
20.0
Substantial explanation of at least two limitations of standardized assessments is provided.
Consultative Role of Special Education Teacher
20.0
The description of consultative role of the special education teacher in helping parents/ guardians understand the process of assessments and terminology is expertly addressed.
Aesthetic Quality
5.0
Design is pleasing. Skillful handling of color, text and visuals creates a distinctive and effective presentation. Overall, effective and functional audio, text, or visuals are evident.
Mechanics of Writing (includes spelling, punctuation, grammar, and language use)
5.0
Submission is virtually free of mechanical errors.
Organization
5.0
The content is well-organized and logical. There is a sequential progression of ideas that relate to each other. The content is presented as a cohesive unit and provides the audience with a clear sense of the main idea.
Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style)
5.0
Sources are documented completely and correctly, as appropriate to assignment and style, and format is free of error.
Total Percentage
100
.
Special notes Media and the media are plural and take plural verb.docxsusanschei
Special notes: Media and the media are plural and take plural verbs. The use of personal pronouns "we" and "you" are unacceptable in academic writing except when otherwise indicated. The use of the first person "I" is not called for in this assignment.
Write a 700- to 1,050-word paper in which you answer the following questions:
· What were the major developments in the evolution of mass media during the last 120 years or so? Discuss at least five forms of major mass media in order of development. Choose from movies, recorded music, radio, television, video games, internet streaming, and social media. Newspapers may be included but only those developments in the last 120 years or so. We are not requesting the history of mass media, mass media developments before 1900, and identification of communications devices that are person to person and not mass media such as the telegraph and telephone.
· What innovations did each provide to consumers (what was new about them)? How did each medium change the lives and behavior of people after its introduction?
· What is meant by the term media convergence, and how has it affected everyday life?
· Conclude with a reflection on why media literacy is important for responsible media consumption today.
Format your essay according to appropriate course-level APA guidelines. Spelling and grammar check your work.
Note: your first paper will be annotated with regard to formatting, spelling, grammar, and usage, for which you will not be penalized, but you are responsible for applying these notes to subsequent assignments.
.
SPECIAL ISSUE ON POLITICAL VIOLENCEResearch on Social Move.docxsusanschei
SPECIAL ISSUE ON POLITICAL VIOLENCE
Research on Social Movements and Political Violence
Donatella della Porta
Published online: 15 July 2008
# Springer Science + Business Media, LLC 2008
Abstract Attention to extreme forms of political violence in the social sciences has been
episodic, and studies of different forms of political violence have followed different
approaches, with “breakdown” theories mostly used for the analysis of right-wing radicalism,
social movement theories sometimes adapted to research on left-wing radical groups, and
area study specialists focusing on ethnic and religious forms. Some of the studies on extreme
forms of political violence that have emerged within the social movement tradition have
nevertheless been able to trace processes of conflict escalation through the detailed exam-
ination of historical cases. This article assesses some of the knowledge acquired in previous
research approaching issues of political violence from the social movement perspective, as
well as the challenges coming from new waves of debate on terrorist and counterterrorist
action and discourses. In doing this, the article reviews contributions coming from research
looking at violence as escalation of action repertoires within protest cycles; political
opportunity and the state in escalation processes; resource mobilization and violent
organizations; narratives of violence; and militant constructions of external reality.
Keywords Political violence . Social movements
Attention to extreme forms of political violence in the social sciences has been episodic, with
some peaks in periods of high visibility of terrorist attacks, but little accumulation of results.
There are several reasons for this. First, some of the research has been considered to be more
oriented towards developing antiterrorist policies than to a social science understanding of the
phenomenon. In fact, “many who have written about terrorism have been directly or indirectly
involved in the business of counterterrorism, and their vision has been narrowed and distorted
by the search for effective responses to terrorism…. [S]ocial movement scholars, with very few
exceptions, have said little about terrorism” (Goodwin 2004, p. 259). Second, studies of
different forms of political violence have followed different approaches, with “breakdown”
theories mostly used for the analysis of right-wing radicalism, social movement theories
sometimes adapted to research on left-wing radical groups, and area study specialists focusing
on ethnic and religious forms. Third, and most fundamentally, there has been a tendency to reify
Qual Sociol (2008) 31:221–230
DOI 10.1007/s11133-008-9109-x
D. della Porta (*)
Department of Political and Social Sciences, European University Institute,
Badia Fiesolana, Via dei Roccettini 9, 50016 San Domenico di Fiesole Firenze, Italy
e-mail: [email protected]
definitions of terrorism on the basis of political actors’ decisions to use violence (Tilly 200.
SPECIAL ISSUE CRITICAL REALISM IN IS RESEARCHCRITICAL RE.docxsusanschei
This document provides an introduction to critical realism as a philosophy and framework for information systems research. It discusses the key concepts of critical realism such as the ontological view that an objective reality exists independently of our knowledge, and the stratified view of reality consisting of the real, actual, and empirical domains. Critical realism supports methodological pluralism using a variety of quantitative and qualitative methods to study different types of objects. The document also discusses how critical realism has been applied in social science research, focusing on the work of Margaret Archer and Tony Lawson in developing critical realist approaches within their fields.
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptxCapitolTechU
Slides from a Capitol Technology University webinar held June 20, 2024. The webinar featured Dr. Donovan Wright, presenting on the Department of Defense Digital Transformation.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
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Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
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8+8+8 Rule Of Time Management For Better ProductivityRuchiRathor2
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Brand Guideline of Bashundhara A4 Paper - 2024khabri85
It outlines the basic identity elements such as symbol, logotype, colors, and typefaces. It provides examples of applying the identity to materials like letterhead, business cards, reports, folders, and websites.
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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
Printed in the United States of America
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24. 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
Why IG Is Good Business 7
Failures in Information Governance 8
Form IG Policies, Then Apply Technology for Enforcement 10
Notes 12
25. 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
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
26. 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
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
27. 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
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
28. 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
Like? 110
Moving Forward 111
Notes 113
C H A P T E R 8 Information Governance and Legal Functions
115
29. 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
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
30. 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
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
31. 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
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
32. 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
CONTENTS xi
Challenge of Securing Confi dential E-Documents 213
Apply Better Technology for Better Enforcement in the
Extended Enterprise 215
33. 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
Document Analytics 232
Confi dential Stream Messaging 233
Notes 236
PA RT F O U R — Information Governance for
Delivery Platforms 239y
34. 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
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
35. 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
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
36. 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
IG Guidelines for Cloud Computing
Solution
37. 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
Communication Plan 313
Note 314
38. 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
Recommended Open Standard Technology-Neutral Formats 329
Digital Preservation Requirements 333
Long-Term Digital Preservation Capability Maturity Model®
39. 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
Staffi ng Continuity Plan 350
Continuous Process Improvement 351
Why Continuous Improvement Is Needed 351
40. 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
Types of Metadata 362
Core Metadata Issues 363
International Metadata Standards and Guidance 364
41. 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
Taxonomy Maintenance 380
Social Tagging and Folksonomies 381
42. 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
Major Privacy Laws Worldwide, by Country 398
Notes 400
43. 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
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
44. 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.
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
45. 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
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
46. 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
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.
47. 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
3
48. 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.”
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
49. 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.
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
50. 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
opportunities. The U.S. federal government joined in,
announcing $200 million in
Big Data research programs in 2012.8
51. 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
decisions upon.
And all that Big Data piling up has real costs: The burden of
massive stores of
information has increased storage management costs
52. 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
“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
53. 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
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
54. 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
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
55. 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
Defi ning Information Governance
IG is a sort of super discipline that has emerged as a result of
new and tightened legislation
56. 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.
Only about one quarter of information organizations are
managing has real
business value.
57. 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
personally identifi able information (PII) subject to privacy
laws; it provides the basis
for consistent, reliable methods for managing data, e-
documents, and records.
58. 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
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
59. 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,
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
60. 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
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
61. 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
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
62. 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
productivity while minimiz-
ing risk and costs.
Why IG Is Good Business
63. 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
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-
64. 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
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
65. 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.
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
66. 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
organization. 24
Failures in Information Governance
The failure to implement and enforce IG can lead to
67. 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
prevented the theft while pro-
tecting valuable intellectual property. 25
Law enforcement agencies have also suffered from poor IG. In
a rather frivolous
68. 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
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
69. 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
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
70. 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
intellectual property (IP)
theft was estimated at $50 to $100 million.
71. 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
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
72. 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
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,
73. 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
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
74. 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—
information can be more easily
lost or stolen—so IG efforts must be made to preserve and
protect the enterprise’s
information assets.
75. 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
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
76. 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
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-
77. 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
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
78. 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.
■ Only about one quarter of the information organizations are
managing has
real business value.
■ With a smaller information footprint, it is easier for
79. 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
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
80. ■ 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
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).
81. 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-
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-
82. 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-
nologynews/PubArticleLTN.jsp?id=1202572459732&thepage=1
11. Ibid.
12. Paknad, “Defensible Disposal.”
13. Randolph A. Kahn,
83. 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-
your-data-2011 . (accessed November
14, 2013).
20. ARMA International, Glossary of Records and Information
Management Terms , 4th ed., 2012, TR 22–2012.s
84. 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
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 .
85. (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).
29. Gartner Press Release, “Gartner Says Master Data
Management Is Critical to Achieving Effective
Information Governance.”
86. 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
http://www.gartner.com/newsroom/id/1898914
http://www.emc.com/leadership/business-view/future-
information-governance.htm
http://www.itbusinessedge.com/guest-opinions/three-steps-
trusting-your-data-2011
89. 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
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
90. 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-
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
91. 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
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
92. 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
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
93. ■ 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
unique qualities
must be considered.
■ Forget the past; implement a going-forward strategy. It is a
signifi cantly greater
94. 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.
INFORMATION GOVERNANCE, IT GOVERNANCE, DATA
GOVERNANCE 17
Good data governance ensures that downstream negative
effects of poor data
95. 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
governance programs
go further and aim to “improve IT performance, deliver
optimum business value and
ensure regulatory compliance.” 5
96. 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-
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
97. 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
business value.
18 INFORMATION GOVERNANCE
98. 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
risks, control requirements, compliance, and technical issues. 7
CobiT offers IT controls that:
■ Cut IT risks while gaining business value from IT under an
99. 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
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-
100. 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
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
101. 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
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
102. 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
2. ITIL Service Design
3. ITIL Service Transition
4. ITIL Service Operation
5. ITIL Continual Service Improvement 16
103. 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
CobiT is process-oriented and has been widely adopted as an
IT governance
framework. ValIT is value-oriented and compatible and
complementary with
104. 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
The standard also has relationships with other major ISO
standards, and embraces
the same methods and approaches. 18
Information Governance
105. 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.)
Impact of a Successful IG Program
When making the business case for IG and articulating its
benefi ts, it is useful to focus
106. 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
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-
107. 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
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
108. 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
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,
109. 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
data is of high quality, reliable, and unique (not duplicated), so
that downstream uses
in reports and databases are more trusted and accurate.
110. 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
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-
111. 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.
■ 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.
112. ■ 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.”
■ ISO 38500 is an international standard that provides high-
level principles and
guidance for senior executives and directors responsible for IT
governance.
113. ■ 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-
1/Pages/The-Many-Faces-of-IT-Governance-Crafting-an-IT-
Governance-Architecture.aspx
http://www-
304.ibm.com/industries/publicsector/fileserve?contentid=18755
1
114. http://www-
304.ibm.com/industries/publicsector/fileserve?contentid=18755
1
INFORMATION GOVERNANCE, IT GOVERNANCE, DATA
GOVERNANCE 23
9. Phillips, “IT Governance for CEOs and Members of the
Board.”
10. IBM Global Business Services/Public Sector, “Control
Objectives for Information and related Tech-
nology (CobiT®) Internationally Accepted Gold Standard for IT
Controls & Governance.”
11. Ibid.
12. Ibid.
13. www.itil-offi cialsite.com/ (accessed March 12, 2013).
14. ITIL, “What Is ITIL?” www.itil-offi
cialsite.com/AboutITIL/WhatisITIL.aspx(accessed March 12,
2013).
15. Ibid.
16. Ibid.
17. “ISO/IEC 38500:2008 “Corporate Governance of
Information Technology” www.iso.org/iso/