text:
Establishing portfolio management governance: Key components
Author's note: This article can be read without reference to my other articles in this series on portfolio management. If you are new to the subject of portfolio management, it may be useful to refer back to the previous articles: The article in the October 2005 edition of The Rational Edge introduced the topic of portfolio management and provided a number of definitions. The article in the November 2005 edition provided and defined key principles (which we call "essentials") for the successful application of portfolio management to the initiatives in the enterprise. In March 2006, I provided an overview of the initial release by IBM Rational of a new methodology for portfolio management, and in May 2006, I described how to introduce portfolio management into an organization.1
Portfolio management: A summary
Morgan Stanley's Dictionary of Financial Terms offers the following explanation of the term portfolio:
If you own more than one security, you have an investment portfolio. You build the portfolio by buying additional stocks, bonds, mutual funds, or other investments. Your goal is to increase the portfolio's value by selecting investments that you believe will go up in price.
According to modern portfolio theory, you can reduce your investment risk by creating a diversified portfolio that includes enough different types, or classes, of securities so that at least some of them may produce strong returns in any economic climate.
In a non-financial business context, projects and initiatives are the instruments of investment. An initiative, in the simplest sense, is a body of work with:
- A specific (and limited) collection of needed results or work products.
- A group of people who are responsible for executing the initiative and use resources, such as funding.
- A defined beginning and end.
Managers can group together a number of initiatives into a portfolio that supports a business segment, product, or product line (or some other segmentation scheme).
These efforts are goal-driven; that is, they support major goals and/or components of the enterprise's business strategy.
Managers must continually choose among competing initiatives (i.e., manage the organization's investments), selecting those that best support and enable diverse business goals (i.e., they diversify investment risk). They must also manage their investments by providing continuing oversight and decision-making about which initiatives to undertake, which to continue, and which to reject or discontinue.
Governance: An overview
If you ask five people to define the term "governance," you will likely get some seven partial definitions mixed together with a few "Huh?"s.
Governance is one of those terms which "everyone knows" until you try to reduce it to a few simple sentences. Accordingly, a definition seems a good place to begin this article. We will start with a solid understanding of governance in general; then we'll move confidently to the subject of governance specifically limited to the context of portfolio management.
Let's start with a dictionary definition:
One definition2 provided is:
1. government; exercise of authority; control.
2. a method or system of government or management.
A competing dictionary3 tells us that governance is:
The act, process, or power of governing
Making use of both dictionary definitions, then, it is my intent in this article to deal with key concepts around the exercise of authority, or of control. Further, the article provides insight into the act of exercising this authority, the underlying process, and the power(s) of that exercise. These concepts and insights are within the context of governance for the exercise of portfolio management as an organizational process.
Specifically, this discussion is about portfolio management as applied primarily to initiatives or projects. However, this discussion is largely applicable to the use of portfolio management practices in other areas, such as products or software applications.
This article identifies ideas and concepts, but it is not one aimed at a description of the specific steps, roles, and work products needed to implement portfolio management governance. I hope that the identified ideas and concepts provide a springboard for needed executive discussion and review in this important area of organizational governance.
What is, then, the connection between the subject of this article -- governance -- and the space of portfolio management for initiatives or projects? Please note, from this point and throughout the article, for convenience, we will simply refer to "portfolio management," meaning "portfolio management for initiatives or projects."
In the introduction to this article, I noted that:
Managers can group together a number of initiatives into a portfolio that supports a business segment, product, or product line (or some other segmentation scheme).
And that:
They (the managers) must also manage their investments by providing continuing oversight and decision-making about which initiatives to undertake, which to continue, and which to reject or discontinue.
It seems that, given our definition of governance, most organizations have already taken care to institute such a function by appointing managers and giving them authority to manage their initiatives investments. Right? Well, not entirely.
Managers do not exist in isolation. They are part of either a business or governmental entity -- that is, a corporation or a government agency. These are legal entities. As part of their operation, they define and authorize certain policies, and delegate the authority to implement them. Further, corporations and governmental agencies have duties and obligations, and (in varying degrees) are regulated.
In recent years in the United States, we have seen some spectacular corporate and public accountancy failures, ethical violations, and illegal actions, as reported in the press. We have also seen new laws (e.g., Sarbanes-Oxley) that provide for substantial penalties related to the implementation and use of internal controls for financial reporting. It is within this context that calls for "better governance" have originated.
Simply installing managers and giving to them authority to "manage" their investments in initiatives is no longer considered going far enough to provide better governance. Worse, simply installing managers and granting them authority may result in a variety of standards and practices applied to the organization's initiatives, and to the assessment of their continuing value. The variety of standards and practices may (by design or inadvertently) expose the organization to risk as a result of poor information reaching the executive level as an input to enable effective oversight.
It is necessary, then, to create some mechanism for governance that will provide a framework for action, for information, and for decision-making as it affects initiatives. These initiatives are created to enable and to achieve the goals of the organization, and are organized into portfolios for management and control.
More about this mechanism of governance in the next section.
A portfolio management governance mechanism
As noted above, we need to apply the concept of governance within the portfolio management context. And we are going to apply this concept by means of some governance "mechanism."
Let's be clear: Governance, as applied to business or governmental operations, is hardly an entirely new idea. Corporate entities generally put in place a structure that consists of a board of directors, an executive office of a chief executive officer (CEO), and a number of senior "CX"-level executives: chief financial officer, chief counsel, and so on. This structure, with its defined roles (and their incumbents), provides the general or overall governance that drives the business direction of the corporation.
Beyond that general governance, there is the need for exercising specifically focused governance activities. For example, a corporation engages in a number of initiatives and efforts that require the expenditure of large capital sums. The goals, the justification, the expected returns for proposed initiatives and efforts must be thoroughly examined (and approved). These must be in the best interest of the enterprise and also conform to applicable laws and regulations.
Accordingly, those who exercise general or overall governance will create permanent (or temporary) entities or functions. Specific or focused authority to exercise an aspect of governance is delegated to these entities or functions.
In this example (initiatives that require the expenditure of large capital sums), an investment review board is created as part of the overall governance structure of the enterprise to review and approve proposals to spend significant capital sums.
This concept of specific or focused authority -- applied to govern the application of portfolio management to the organization's initiatives -- is where discussion ensues as to "how" this mechanism must operate and "who" must operate it.
Typically, the enterprise has determined to make use of the discipline and its practices of portfolio management as a means to ensure the alignment of new and ongoing initiatives with the business strategy and direction. Portfolio management is also seen as a vehicle for providing improved insight and oversight into the initiatives contained within the portfolios.
In order to ensure that the proper results from an adoption of portfolio management are obtained, authority is delegated, entities or functions are created, and policies and practices are developed and implemented. Additionally, roles and responsibilities are defined and filled, and decision-making rules and powers are identified. In other words, we establish portfolio management governance. (If you return to the definitions of governance, you'll see that this conforms to our definitions.)
Who plans and carries out the work?
Most typically, some need or deficiency in the strategic alignment of projects and initiatives or in deriving "value" from these projects and initiatives comes to the attention of the executive level. An executive oversight group commissions an investigation into solutions. This is delegated to one member of the executive oversight group for execution. The executive forms some working group or investigation team. The team identifies the practices of portfolio management as offering a potential solution. With discussion and agreement at the executive level, a "project" is initiated to select among competing consultants, tools vendors, and solutions in the marketplace for defining and establishing portfolio management governance. This is a quick snapshot of a scenario for who does the work to identify the needs and a solution for the adoption of portfolio management.
It is not, unfortunately, quite as simple as the statements made in the preceding paragraph to actually establish the needed portfolio management governance.
Goals must be identified to be met by the established governance. Metrics and measurements must be defined and validated as providing feedback that the goals are -- in actual fact -- being achieved. Various governing models must be reviewed, and their "fit" into the existing corporate structure, ways-of-working, and corporate culture understood and agreed. The governance "model" or "framework" needs to be drawn, and the various functions and roles agreed.
Ideally the work described above is planned and carried out by a dedicated team of business and IT managers, external portfolio management consultants, and subject matter experts. This work is under the overall direction of a member of the executive oversight committee.
This article, in the next section, provides some thoughts as to the process and the needed results required to be effective in the definition, validation, consensus-building, and implementation around governance for the portfolio management domain in the enterprise.
Portfolio management vs. portfolio management governance: What is the difference?
I want to ensure that there is no confusion between the goals of portfolio management and those of portfolio management governance.
Portfolio management is concerned with effective, timely, and continuing investment decisions about initiatives that enable goals and goals components of the enterprise business strategy. Portfolio management governance, on the other hand, is both the structure and the exercise of authority for the initiatives and the portfolios within the portfolio management domain, which defines and enables decision-making, assesses metrics on initiatives value and alignment with business strategy, and is responsible for effective and legitimate oversight for the contributions to business success of these initiatives and portfolios.
What do we mean by "mechanism"?
Before I end this section of the article, I'd also like to discuss the term "mechanism."
If we return to our dictionary definitions of governance, we find that they embrace multiple components. These include:
- Exercise of authority
- Actions (the act of governing)
- Government -- a structure or function
- Process definition -- the process of governing
- Power -- or the authority to decide or to compel
Inherent in these components are...other components. These other components include: policies or principles (in political governance, a constitution, for example), roles and responsibilities, an organizational structure, metrics, and feedback processes to provide information, and so on.
As a convenience, I use the term "mechanism," as in the phrase "governance mechanism" to be all-inclusive of the components identified above.
Establishment of portfolio management governance: Key components
A discussion of the establishment of portfolio management governance needs to be "grounded." That is, it needs to proceed from a well-understood foundation set of concepts or ideas.
A work-in-progress inside IBM Rational identifies a number of key concepts that provide this grounding, or foundation. And we suggest that the process of establishing portfolio management governance take account of these key concepts. For each, the results achieved through the establishment effort must provide policies, standards, structures, exercise practices, definition of expected results, and feedback devices to assess effective and correct usage, and the means to make adjustments.
These key components are:
- A set of governance principles
- A governance framework or structure
- Controls implementation that enables and sustains an oversight capability
- Definition of decision-making authority
- Ensuring the legitimate exercise of authority and decision-making
- Identification of needed enabling and sustaining functions, and governing roles and responsibilities
A review of each of the key components provides insight into various aspects of the governance establishment needs and work effort.
A set of portfolio management governance principles
The exercise of portfolio management governance must proceed from some shared vision of what governance is, together with its role, its aims, and its expected results. At a practical level, this vision must align with the realities of the corporate culture and what is possible within that culture.
Strong and centralized portfolio management governance, for example, may be difficult to implement and less than effective within a corporate culture that is driven by consensus. Directives and decisions issued from this centralized governance function will be debated outside the range of that governance and likely (if at all) implemented much differently than intended.
As part of a portfolio management adoption effort, there is a need to review multiple successful portfolio management governance experiences and, as part of this review, to ask the question: "Will this work in practice within our enterprise values and ways-of-working?"
The elements in the governance experiences that are accepted as "workable" or "best-fit" for the organization are best expressed in a set of portfolio management "governance principles" for the enterprise. These portfolio management governance principles may be in the form of statements, a bullet-list of items, or a written document. An example of such a governance statement is:
Decisions about the future of an initiative, expressed in a continue/change/discontinue decision, will be made as a collective executive effort, not by a single executive.
This statement defines (and commits to) a principle about major decisions; and this principle will have to be reflected in the roles, decision-making authority, and in the agreed governance structure for the exercise of portfolio management within the enterprise.
Within the statement of portfolio management principles, there is also the need to be explicit as to the ethical and legal values and behavior that executive management requires when the authority and responsibilities of this governance are exercised. More on this later.
Governance framework or structure
Governance is exercised within a defined and published structure or framework. This allows those both inside and outside this structure to arrive at the same expectations around roles and authority. A common artifact of a governance framework or structure is an organization chart. The example shown in Figure 1 uses a structure within a large-scale program effort as a model.
Figure 1: Sample organization chart -- a familiar structure identifying reporting relationships and (by inference) some decision-making authority
Because we understand the conventions of an organization chart, this framework tells us that, for example, John Magee reports to Danielle Lee. Also, since we understand the usages of an organization chart, we know that Brian McLean is not in the direct line of authority for decision-making as part of the Renaissance Program. These two points are clear to any reader or user of this organization chart (provided they understand the conventions and usages of an organization chart).
Similarly, with the establishment of portfolio management governance, a structure is defined that provides information, clarity, and answers for such questions as those identified above. These questions include: "Who reports to whom?" and "Who is (and is not) included in the decision-making process?"
The act of defining a portfolio management governance structure will raise -- which means it must then address -- significant questions about governing portfolios and initiatives. The result of this definition effort, when effectively carried out, is reduced to a picture (or other form) that is simple and (mostly) unambiguous. However, this simplicity and clarity results from extensive discussion, some negotiation, and an effort to achieve consensus. It is the discussion and consensus-building that matters (more than the actual "picture") if the governing structure is to be workable and accepted by all.
The "visible" results for this act of defining a portfolio management structure would include such work products as:
- A mission statement for the governance entity
- Roles identification and descriptions
- Definition of responsibilities
- A RACI chart (responsible, accountable, consulted, informed) for decision-making
- A list and description of major functions
Controls implementation
It would be nice if the effort to define and to implement a portfolio governance mechanism took the form of: define, agree, implement, and use forever! But this is seldom the case. Things that seem simple and logical at the time of definition may not work as well in practice. Internal and external events may affect the effectiveness (or relevance) of the governing mechanism. The simple impact of change over time may require tinkering and adjusting.
Being prepared and equipped to address the impact and needed changes arising from the implementation of a governance framework requires the definition and implementation of sub-mechanisms (and likely software tools). These collect both information and operational feedback together with providing a capability to interpret the meaning of the information or feedback, and they give an additional capability to define and to direct change. In short, a feedback and control system is required.
A significant part of the development of a feedback and control system is the identification of the measures and metrics that need to be identified and collected. Once collected, these measures and metrics must be validated as providing useful and important information that can help guide the governing body to direct change.
It is useful to address controls and the definition of measures in two contexts:
First, there are controls and measures that qualify that the portfolio management governance mechanism is effective. These ensure that it is fulfilling the identified goals and vision of portfolio management governance.
Second, there are controls and metrics that qualify that the portfolio management mechanism is operating within agreed parameters (correct and allowable operation).
In summary, continuous operation of the mechanism of portfolio management governance requires a continuing system of information, feedback, and metrics, together with the structures and authority to make on-going adjustments to that mechanism.
Decision-making authority
Earlier in this article, I mentioned some of the things that portfolio managers do. These are:
- Group initiatives into portfolios
- Ensure initiatives are well-aligned with business goals
- Choose among competing initiatives (in multiple contexts)
- Exercise continuing oversight
- Exercise continuing decision-making
An essential component for all of these actions (stated explicitly in the last one) is the ability and the authority to make decisions. A proportion of these decisions has significant impact in many dimensions across the enterprise.
For example, suppose that a recommendation is made to cancel a major initiative linked to the Number One business goal of the organization. If carried out, the recommendation would have significant impact across the organization, involving, for example, the business direction, major capital investment, application of major resources, and contracts that bind the organization. Ordinary business prudence suggests that the lines of authority and the power to make (or to recommend) decisions with significant impact be clear, specific, and traceable.
In certain industries (or governmental entities), actions and decisions that result in such major impact may be subject to audit, external review, or have legal ramifications.
It is important for decision-making authority, then, just as with the portfolio management governance structure, to produce simple artifacts that capture complex discussion, negotiation, and consensus.
These artifacts can take the form (among others) of a decision authority document, a set of RACI charts, or a decision-rights matrix as shown in Figure 2. As with the example in Figure 1, this is drawn from a large-scale program effort.
|Role name
|Decision major area
|Decision and subject
|Decision qualifiers
|Program sponsor
|Program boundaries
|Program steering committee
|Program boundaries
Figure 2: Sample decision-rights matrix
As you can see in Figure 2, a decision-rights matrix names each of the roles within the governance structure. For each listed role, a number of major decision areas are named. Within each major decision area, specific needed decisions or the subject of needed decisions are named. Finally, for each needed decision or subject area, the actual authority limits (identified as decision-qualifiers) are provided.
The results of discussions and negotiation (and possibly regulatory or legal prescriptions) around allowable authority are reduced, as shown in Figure 2, to a clear and (mostly) unambiguous structure. Within the exercise of the practices of portfolio management, such a simple artifact makes clear to those who need to obtain a decision where the authority for that decision is vested within the overall governing mechanism.
Portfolio management is about choices. These choices, as applied to organizational initiatives, affect (among others) the degree to which the business (or agency) will be successful in meeting the strategic goals it has set in its enterprise business strategy (or mission statement).
Regardless of the selected technique or artifact, clarity around what decisions are made and who is authorized to make (and to review or validate) them is an essential component in our portfolio management governance mechanism.
Legitimate exercise of authority
Corporations and government entities grant authority across organizational functions, entities, and roles in order to carry out the goals, the business activities, and the policies of the organization or agency.
Within the portfolio management domain, authority is granted in order to ensure that proposed initiatives are approved in the best interests of the business and its goals.
Further, portfolio management governance authority is granted to ensure that existing initiatives are subject to both strategic and tactical reviews, which ensures that these initiatives continue to be on track to deliver needed business value and the defined benefits (within the expected size and time ranges), and that they perform and conform to agreed plans and parameters.
There are limits and acceptable behavior that surround the exercise of delegated authority. The set of portfolio management governance principles, defined early in portfolio management practices adoption, provide some guidance around what is acceptable. The overall corporate (or agency) governing policies and principles are another source for the definition of acceptable (and ethical) behavior in the exercise of authority and decision-making.
It is important that in the definition of the portfolio management governance mechanism, provision is made for definition and dissemination of applicable policies, conduct of reviews, and the specific exercise of oversight. Responsibility for the preceding actions must also be identified. This ensures that the exercise of governance and decision-making conforms to all organizational policies and principles, and also to any applicable regulations and laws.
Identification of enabling and sustaining functions, roles, and responsibilities
This key component (enabling and sustaining functions, roles, and responsibilities) is linked to the concept of "governance framework or structure."
Within the context of the governance framework, the various organizational entities are modeled, and their relationships to each other, in terms of authority and decision-making, are defined. This is the governance framework or structure. This modeling effort is carried out by members of the governance adoption project team, mentioned above.
Once that effort is completed, it is necessary to flesh out the skeleton of the governance framework with definitions of operational responsibilities and major functions that are performed. This definition effort will ensure that all of the needed work to successfully implement and sustain the use of portfolio management as an organizational process is identified, assigned, and for which controls are built. Likely, the various roles and entities in the governance structure are divided up among the members of the governance adoption team for additional definition.
"Enabling" and "sustaining" are two separate types of activities supported by the functions, roles, and responsibilities. An explanation and examples follow.
One example of an enabling structure is the portfolio management governance structure. As part of the adoption of portfolio management, we understand that governance is required. We know that the discipline of portfolio management requires management, oversight, and control, and a means to exercise these. So as part of the effort to enable the adoption, we must define, validate, and implement a governing structure. When this is done, another step in the adoption of portfolio management as an organizational process can be said to be "enabled."
Once we have completed our adoption effort for portfolio management as an organizational process, we need things that will sustain its continued use. The work of defining and implementing needed metrics that indicate that governance is effective is one example of a sustaining "asset." We define these metrics and agree to their use. We put in place policies and tools to collect them. The leaders for the portfolio management function regularly review the collected and analyzed metrics.
The metrics analysis identifies some operations, or practices, that are less than effective. As a result, the leaders define actions that are taken, decisions are made, and adjustments in the practices and usages of portfolio management are implemented.
Another assessment of the less than effective operations or practices is conducted after the adjustments and changes are in general usage. This time, the metrics indicate improvement. The use and application of portfolio management as a solid, useful, and effective organizational process is, thus, "sustained."
Let's take a look at one example of an enabling asset, as illustrated in Figures 3 and 4, and reuse several of the examples from above. Within the governance structure of the program, there is an individual role identified as: "program manager." This role is filled by an individual named Danielle Lee, as you can see in Figure 3.
Figure 3: An individual role within the governance structure
This role of program manager has been granted certain decision-making authority as a result of the establishment of the governance mechanism for the program (see Figure 4).
|Program Manager
|Program boundaries
|Budget/expenses staffing
Figure 4: Program manager decision-rights matrix
Using this already-completed work as a baseline, the organizational responsibilities and the major functions for the program manager are defined. This typically takes the form (for an individual role) of a statement of general responsibility, together with a bullet-list of specific functions and responsibilities, an example of which follows:
The program manager is responsible for conformance of the program effort to the business and technology strategies and provides overall leadership and management for the program effort. If several projects are put together into a program, then a program manager is assigned with line responsibilities. In this case, the program manager is (typically) responsible for:
- Scoping and planning the program, including developing and gaining agreement for route maps selected and project plans.
- Acquiring the necessary core and specialist team members and support facilities for the time and input required.
- Ensuring the key deliverables are produced on time, within budget, and in accordance with the agreed quality requirements.
- Ensuring that all those involved in the program are adequately trained and briefed in the approach and techniques to be employed.
- Ensuring that the program director, sponsor, and steering committee are fully informed of progress, potential obstacles to meeting program objectives, and issues that they need to address.
- Planning the timing, format, and agenda of the executive and steering committee reviews with the program director and sponsor.
- Ensuring that quality reviews take place as planned.
- Building commitment and agreement to the strategy and its implementation with those managers and staff affected by the strategy (both business and IT).
- In the case of a program, the program manager:
- Is accountable to the executive sponsors for on-time, on-budget, quality delivery for all program elements.
- Leads high-level planning work sessions for program plan and schedule development.
- Reviews/approves project plans for conformance to program strategy and program plan and schedule.
- Acts as the communications conduit to the executive sponsors and program steering committee.
- Conducts periodic briefings/status updates.
- Escalates decisions to executive sponsors as necessary.
In this way, working through the organizational entities and individual roles identified as part of the portfolio management governance framework or structure, together with the already-defined decision-making authority, for each, all of the major functions, roles, and responsibilities are named and assigned.
To test the correctness of the identification of major functions and responsibilities, a conservation analysis is performed, which ensures that there are neither gaps (needed functions either not identified or for which there is no responsible role or entity) nor redundancies (a function for which more than one role or entity is made responsible).
The process of getting portfolio management governance defined and adopted
The work of getting portfolio management governance defined, agreed, and established requires some thought as to what to do first (and second, and...), including: What results should be achieved from the work at each stage? and How do we know that each stage is truly completed before moving to the next?
There is insufficient space in a single article to explore this in any detail. However, I have a few thoughts to share.
A "vision"
Portfolio management governance is a new concept within the overall organizational governance effort. It makes sense, then, to ensure that those responsible for organizational governance have reached consensus around the questions of who, what, when, where, why for the value, operation, and sustained direction required for successful exercise of governance over portfolios and their initiatives and projects contents.
An effective way to address this need for building a consensus, and for ensuring good answers to these basic questions, is through a group workshop and delivery of a shared vision for portfolio management governance.
Within a documented vision, it is possible to define and agree to basic principles for portfolio management governance (the basis for policies), to touch upon roles and responsibilities, and to explore industry portfolio management governance models and scenarios for what will and -- just as important -- what will not work as part of the corporate culture. This shared and documented vision provides guidance (and a reference point) for much of the remaining work effort of establishing portfolio management governance.
It is suggested that a workshop of this type be planned and led by an outside senior consultant who works closely with the executive sponsor for the portfolio management governance effort.
Sponsorship and leadership
There is no more compelling need within the effort to establish a new governance mechanism than the requirement for the "right" sponsorship and visible leadership.
It is worth noting that at the time in which the proposed U.S. Constitution was being drafted and ratified (in the late 1780s), arguments that the office of "president" smelled suspiciously like a "king," were brought to nothing when it became clear that there was no other viable candidate to first hold that office than George Washington. He was, indeed, a very visible and unifying force for this new governance effort.
The point is, you must give consideration to the fact that a change in organizational governance, such as the adoption of portfolio management, requires a leader who is part of the organizational leadership group that governs the entire organization. The subject of the executive leader for an effort to establish portfolio management governance is one that belongs among the discussions in a vision development workshop.
While this may seem obvious, many times it is simply not seen or understood, and the sponsor or leader is a member of middle management. This means that establishment of portfolio management becomes a matter of "selling upward," for which gaining traction can be difficult.
Adoption effort requires structure
The work of defining and establishing portfolio management governance does not proceed as an isolated effort. Rather, it is part of a larger work effort, which deals with:
- Identification of organizational needs around initiatives and investment.
- Determination to adopt portfolio management as an organizational process.
- Understanding of the organizational readiness to embrace portfolio management as a discipline.
- Construction of a roadmap for adoption of portfolio management.
- Execution of multiple, parallel workstreams that complete various adoption initiatives.
- Oversight and continuing control and adjustment to refine the work effort to achieve the defined success components.
It is important to view this adoption effort as a major initiative of the organization and to apply the same management, process, and oversight as would be required of any significant initiative toward achieving the goals of the business strategy.
Structuring the adoption effort as a "program," and applying program management discipline and practices, will add a layer of oversight, control, and enablement support across the multiple workstreams and initiatives. The use of this program structure for the adoption effort also acts as a risk-reduction mechanism by ensuring solid integration among the various initiatives and clear understanding of cross-initiative dependencies.
In summarizing the points and ideas in this article, I want to start by providing the IBM Rational definition of Portfolio Management for Initiatives as a discipline:
Portfolio management is concerned with effective, timely, and continuing investment decisions about initiatives; which enable goals and goals components of the enterprise business strategy.
This definition contributes elements to a completion checklist to see if our effort to establish portfolio management governance has been successful. That contribution is that we are concerned that our efforts be effective, timely, and continuing.
The portfolio management governance effort must first deliver the mechanisms and components to define, to adopt, to use, and to assess that these qualities of effectiveness, timeliness, and continuity are achieved. Additionally, the governance effort must then ensure that these mechanisms and components are applied, and (when needed) adjusted and corrected.
Effective decision-making implies that the right decisions are made rightly. Our governance mechanism identifies types of decisions and who may make them. Moreover, it will provide the processes to reach such decisions together with the feedback mechanisms to ensure that the processes are correctly and completely applied.
Decisions are timely when they can be successfully applied to an existing situation -- that is, before events carry an organization on beyond either acceptance or correction of that situation. The achievement of decisions in a timely fashion depends in part upon clear, well-established lines of authority and a clear statement of who decides. Often in organizations, opportunities are missed, or a correction is not applied, because a lack of decision-making clarity requires time-consuming meetings, discussions, and escalations. In many situations, that time is simply not available.
The adoption of a new organizational process can be cause for celebration, information-sharing, and efforts at training and mentoring -- all of which contribute to the initial use of that process. How often, though, when we examine that process one or two years later, do we find it still in robust use? Portfolio management governance provides the elements of continuity, adjustment, and evolving relevance, which is necessary if an organizational process is to continue to be used.
The return on the effort to establish portfolio management governance is significant and well worth the effort to incorporate as part of an overall adoption of portfolio management in your organizational process.
Learn more about Rational Portfolio Management Solutions.
1 October 2005: "Portfolio management: An introduction." November 2005: "Portfolio management: The IBM view of PM essentials." March 2006: "Portfolio management: Overview of new IBM Rational methods." May 2006: "Getting started with portfolio management."
2Random House Unabridged Dictionary. Random House Inc. 2006.
3The American Heritage Dictionary of the English Language, 4th Edition. Houghton-Mifflin 2000.


text:
Coming up in the next {{countdown}} {{countdownlbl}}
Coming up next:
Skip to this video now
Now Playing:
Play Video
This transcript has been automatically generated and may not be 100% accurate.
Arias Death Penalty Hearing Postponed
The first day of Jodi Arias's death penalty hearing was abruptly cancelled.
Arias Says She Would Rather 'Get Death'
Jodi Arias was convicted of murdering ex-boyfriend Travis Alexander.
Jodi Arias: Guilty
Part 1: Arias was convicted of murder in the 2008 death of her ex-boyfriend, Travis Alexander.
Now Playing: Jodi Arias: Guilty
Now Playing: Jodi Arias: What Happened?
Now Playing: Hear O.J. Simpson speak for the first time under oath
Now Playing: O.J. Simpson: Inside the case of the defense 'dream team'
Now Playing: What life is like today for Nicole Brown Simpson, Ron Goldman's families
Now Playing: What O.J. Simpson said when asked about murder evidence
Now Playing: O.J. and Nicole Brown Simpson's relationship before tragic murder
Now Playing: The horrific day Leanna Taylor found out her son was dead: Part 1
Now Playing: Police start to suspect Justin Ross Harris after son's death: Part 2
Now Playing: Questions raised about Leanna Taylor's behavior after son's death: Part 3
Now Playing: Justin Ross Harris goes to trial for son's hot car death: Part 4
Now Playing: Why Leanna Taylor took the stand in ex-husband's defense
Now Playing: Leanna Taylor's mission to preserve son's legacy: Part 6
Now Playing: Larry Birkhead on Anna Nicole Smith, daughter Dannielynn today: Part 1
Now Playing: Anna Nicole Smith's legal battle for her late husband's money: Part 2
Now Playing: Larry Birkhead describes the first time he met Anna Nicole Smith
Now Playing: Anna Nicole Smith 'inconsolable' after son Daniel's death: Part 4
Now Playing: Anna Nicole Smith found dead months after giving birth, son's death
Now Playing: What Anna Nicole Smith's daughter Dannielynn Birkhead is like today
Now Playing: Woman in Prison for Boyfriend's Murder Granted New Hearing: Part 4
Now Playing: {{itm.title}}

subset: commoncrawl


text:
monchichi: One more time:
The letter states the woman's fine would be $4,037. However, as I said in my original post:
"In 2014, the fine to remain uninsured is $95 per person (up to a family maximum of $285, or 1 percent of family income, whichever is greater).
But the penalty will increase more than sevenfold in the next two years, with the fine running as much as $695 per person by 2016. The family maximum would be as high as $2,085 (or 2.5 percent of family income, whichever is greater)."
Thus, a fine would not total $4,037. If it did, her annual income would have to be at least $160,000 in order for the fine to be over $4,000.
Tuesday, October 15, 2013, 9:37 am
Can you 'tell' me what is 'untrue' to the contents of this letter? Did they not 'lock out' the WW II Veterans and then 'open' the Mall to 'Others'? Have they not 'Closed' the parks so that people were not able to travel to their homes? Did he not have the border Patrol 'Stand Down' to the delight of illegal aliens? And was the article 'not correct' in the operation of the House of Representatives and the government control of all money's? You make it sound like there was 'untruth's. Pray tell, what was I in error for? I was just 'telling it like it is'.
Saturday, October 12, 2013, 4:01 pm
Bubba: there is some traffic that the basic letter in the letter above is untrue or an internet hoax.
Make up your own mind.
Saturday, October 12, 2013, 8:27 am
Bubba: My comments were directed to the poster who obviously fails to understand the illegal nature of this legislation. There was an element of sarcasm in my posting, and I am assuming that yours is sarcasm as well.
Saturday, October 12, 2013, 8:25 am
Bubba: You are welcome.
Do not again issue me directives. You seem easily confused; I am not. I see right through you, liberal.
Have a nice day.
Saturday, October 12, 2013, 8:23 am
It's not only the middle digit that they have extended to Government workers, but all of America.
Look at how this President, along with his favorite kingpin, closed the monuments, closed the national parks which forced some people to evacuate their homes, and then opened the National mall to 'others'. He had previously declared it 'off limits' to WW II Veterans, saying it was closed and then reinforcing the barricades to make sure they did not enter. He declared the people who residences were within the confines of the National park could not enter. He declared the Border Patrol were to 'stand down' giving illegal aliens the means to 'enter this country illegally'. Now I've heard they are 'flooding over the border'.
As to what the specific functions, if I remember correctly, it is the House that has jurisdiction over the purse strings, not the Senate nor the President. If you have the connection to Facebook, read a good article by Thomas Sewell on the functions of the three (3) branch's of Government. I suggest that you read it to really understand the functions of the 3 branches of government, then ask yourself 'what about it'.
If you will remember, at the time following the 2008 election, all three (3) branches of the government were controlled by the Democratic party, not the Republicans. Now one (1) branch of this government is controlled by the Republican party and it just happens to be the Republican party. As to 'the merits of what is law and what is not law',' the Republican House is not refuting the fact of law, they 'just don't want to fund this law'. The President has said 'I will not negotiate'. Harry Reid has 'I will not negotiate'. Is that the way that this government is supposed to function?
Friday, October 11, 2013, 12:25 pm
monchichi: Thank you for the tutorial on how to respond to a thread. However, I had already read your initial post, which does not indicate a solution for the issue of affordable health care. And, once again, you responded to me without addressing the SPECIFIC POINT I posted about. It's unnecessary for you to comment on my position. Stick to the issue.
I'm confused - what exactly did I say that constituted a "personal attack?" Perhaps you should examine your own responses. You don't know me. You haven't given me an IQ test; nevertheless, you feel comfortable assessing my intelligence?
Friday, October 11, 2013, 10:56 am
Bubba: nice attempt at deflection and the personal attack as a form of debate. Your status as a liberal has been exposed-you're busted.
Well, go read the Constitution-it's written in simple English prose. Then you'll be a little smarter then than you are now.
As for solutions, they are in my first posting. Perhaps you should actually read an entire thread before you make these kinds of comments.
Then again, you're a liberal.
Friday, October 11, 2013, 9:19 am
Roody2: Bubba,
You asked, "Since when is it government's business whether or not I have health insurance?"...
ANSWER: Ever since 51percent of the population (who, by the way, probably never read the constitution) went to the poles and voted for reasons like skin color and free phones and elected a president into office with socialist ideas.
That's when it became government's business whether or not you have health insurance!
To answer the rest of your questions "... refer to above.
Thursday, October 10, 2013, 6:45 pm
monchichi: Nope, I've never read the Constitution. And since I'm not a political scientist, I'm not really qualified to engage in discourse about legislative process.
I AM, however, capable of recognizing inaccurate (or, let's be honest - false) information being passed off as "proof" of a problem....didn't see that addressed in your rhetoric. Didn't see where you offered any solutions, either.
Thursday, October 10, 2013, 4:41 pm
Bubba: from where does the government have the power to assess fines for refusal to follow illegal laws? From where does the government get the power to assess fines without due process? From where does the government get the power to give itself the power to ignore the Constitution? Since when is it government's business whether or not I have health insurance?
Ever read the Constitution?
Wednesday, October 9, 2013, 11:39 am
monchichi: wow....was this letter delivered straight from the future???? must be the 2025 fee schedule...those numbers don't even make sense, because the fines for no insurance are scheduled as follows:
In 2014, the fine to remain uninsured is $95 per person (up to a family maximum of $285, or 1 percent of family income, whichever is greater).
But the penalty will increase more than sevenfold in the next two years, with the fine running as much as $695 per person by 2016. The family maximum would be as high as $2,085 (or 2.5 percent of family income, whichever is greater).
Tuesday, October 8, 2013, 12:06 pm
Bubba: listen to the roaring silence now...
Tuesday, October 8, 2013, 8:25 am
Roody2: I find it interesting the same government that says "No one should lose their house because of healthcare expenses" won't hesitate to seize your house because of tax expenses.
One thing about it, when the democrats/liberals succeed in making us just like every other socialized country they will have inadvertently solved the immigration problem because people will stop wanting to come to America. It won't be any different than the hell-hole they are trying to get out of!
Monday, October 7, 2013, 1:00 pm
Bubba: Simply, government does not have the power to tell me what to do with personal property, to wit: my income. The bill was written using the commerce clause as the foundation of legality; this did not wash at all so SCOTUS rewrote the law to make it a tax, and did so illegally. There is no provision in the Constitution that supports this legislation in any way.
All of those who put this law in place must be impeached and removed from government, and then jailed.
The so-called "citizens" that supported the politicians that have perpetrated this crime should be ashamed of themselves, if they had any real conscience at all.
Monday, October 7, 2013, 12:17 pm
Bubba: I've already told you repeatedly to stop posting at me.
Typically, liberals just can't act civilly or obey simple instructions.
Stop responding to my posts; stop trying to stalk me and harass me.
Stop it.
Monday, October 7, 2013, 12:12 pm
Bubba: Let's see, $597/month is $7164/year; plus $13,998/year in other payments.....so that's $21,162/year for insurance, or just a little less than half of her total annual income.
So, no, one does not have to wonder where her money goes.
Monday, October 7, 2013, 12:09 pm
Eliza: @ Barbie--- I agree with you in the letter writers situation.
None of the idiots who are willing to be led by the nose to possibly medical ruin even question, other rights along with being forced to buy something by federal government which is the states duty alone, but the possible repercussions such as the below which could put a private citizens money, or even rightful benefits, on hold in case of a mistake by the government agency handling this new government program.
ie ;
"I received an email tonight at 5 p.m. informing me that my fine would be $4,037 and could be attached to my yearly income tax return. Then you make it to the 'REPERCUSSIONS PORTION' for "non-payment" of yearly fine.
"First, your drivers license will be suspended until paid, and if you go 24 consecutive months with 'non-payment,' you will have a federal tax lien placed on your home.
Monday, October 7, 2013, 8:46 am
Eliza: Agree Bubba---
Healthcare is suppose to be handled inside the individual states.
Even a fool (which these fools prove themselves more each day ) would have to wonder -
If the U.S. Gov. could have controlled healthcare and have wrote such a screwed up deal for individuals as Obamacare has turned out to be,
Why hasn't anyone in Washington (in over 200 years) ever thought to do it before, God knows there have been just as many crooked people in our government before as there is now. Those people have been wheeler dealers too just like those who made up this Obamacare plan.
Its Because by the Constitution, its suppose to be left to the states.
Sunday, October 6, 2013, 9:28 pm
Mamma Griz: Bubba:: That is YOUR opinion. And did you know that the ACA is modeled after the republican't Heritage Foundation or whatever it is that Jim Demint jumped ship for-- and after ROMNEYCARE?
Sunday, October 6, 2013, 2:41 pm
Mamma Griz: Tom:: It isn't hard to guess who pays her medical bills now-- or where she would go for a hangnail. That's what ERs are for, don't you know? Pardon the sarcasm, but I just couldn't help it. I'd feel sorry for her except I wonder just where her money goes.
Sunday, October 6, 2013, 2:36 pm
tomintexas: One has to wonder who pays this lady's medical bills now?
Sunday, October 6, 2013, 10:41 am
barbie500: I guess if I were her I would just pay the fine, in a few years she will be on medicare, it would be cheaper. But with an income of $45,000 a year she should be able to afford insurance now. I know a couple who has insurance now and don't pay a fraction of that. I think a lot of the problem is that some people can afford insurance and don't get it because they would rather spend their money elsewhere. Real life is really funny and I don't mean Ha Ha. Some ones house had a fire, their insurance covered everything, clean-up, hotel, storage, and repairs. The Red Cross gave them a $500 credit card and told them to use it right away because if it wasn't used by a certain time, what was left would be taken back. People have fund raiser to help people who are ill and then the money is given to a family member to take her and her husband on a vacation. What is wrong with people now? We used to be hard working honest people and look what we have become.
Sunday, October 6, 2013, 8:05 am
Bubba: "obamacare" is unconstitutional.
Sunday, October 6, 2013, 7:56 am


text:
Kids and Teens People and Society Biography Presidents Bush, George Herbert Walker
This category lists pages and sites about George Herbert Walker Bush (1924-), the 41st President of the United States. Bush served from 1989-1993.
Sites 8
American President: George Herbert Walker Bush
[ Kids/Teens/Mature Teens ] Fact file and comprehensive biographical sketch based on a PBS series. Also includes gallery and quotations. From the Miller Center on Public Affairs.
American Presidents: George H. W. Bush
[ Kids/Teens ] Original biography and fact file. Find links to speeches.
Character Above All: George Bush
[ Teens/Mature Teens ] Essay provides a brief look at the circumstances and events that molded the president's character.
George Bush
[ Kids/Teens/Mature Teens ] Short biography from the official White House site.
George Bush: Inaugural Address
[ Teens/Mature Teens ] Complete text of the speech delivered Friday, January 20, 1989. Includes background information.
George H.W. Bush
[ Kids/Teens/Mature Teens ] Fact sheet, followed by simple biographical sketch.
History.com - George H.W. Bush
[ Kids/Teens/Mature Teens ] Profile of the 41st President includes video and audio galleries along with his biography, a timeline and transcripts of major speeches.
POTUS: George Herbert Walker Bush
[ Kids/Teens/Mature Teens ] Includes portrait, biographical facts, cabinet details, and related links.
Last update:August 15, 2015 at 19:06:14 UTC
People and Society
School Time
Sports and Hobbies
Teen Life
Your Family
All Languages
"Kids and Teens ... Bush, George Herbert Walker" search on:
Google - KidsClick! - Yahoo


text:
9 April 2011
20 May 2011 Last updated at 07:33 BST
Warm weather in spring 2011 has caused many plants in the UK to flower much earlier than normal.
It may only be May, but some of the blooms in view are not usually seen until late June.
Jeremy Cooke reports.


text:
PC makers snub Windows sans media player
Microsoft will make an updated version of Window XP N available on Wednesday, but none of the computer manufacturers that ZDNet UK spoke to are considering preinstalling it on desktops or laptops.
Dell, Hewlett-Packard, Lenovo and Fujitsu Siemens all said they have no firm plans to install Windows XP N, citing a lack of customer demand. A Dell representative added Tuesday that customers expect to have a media player included.
"Dell will continue to offer European customers Microsoft's Windows operating systems including the Windows Media Player utility on Dimension desktops and Inspiron notebooks," the representative said.
"Customers purchase computers expecting them to come equipped with the capability of playing back digital media files, and it's our obligation to meet this need. (Windows XP N will) not (be offered) at this time. We'll monitor the market to see if XP N is in high demand."
Lenovo, which last month completed its purchase of IBM's PC division, and HP expressed similar sentiments.
- Login or register to post comments
- Printer-friendly version
- PDF version
More in Tux Machines
- Highlights
- Front Page
- Latest Headlines
- Archive
- Recent comments
- All-Time Popular Stories
- Hot Topics
- New Members
Today in Techrights
OSS and Sharing/Standards Leftovers
Leftovers: Software
Linux Kernel and Graphics


text:
- 06-12-2014, 01:37 AM Thread Author #1
Download manager will not stop downloading.
Hello there, I own a Samsung galaxy S4 GT19505 Android4.3.
I updated Google "text to speech" ,as prompted by play store, and checked all the settings and must have accidentally touched the icon to download a voice database.
What happened is the download manager shows in the drop down notification area as downloading voice data ------- but it downloads nothing. So on top of the home screen is a arrow flashing on and off. It's very annoying. It's been there for 3 days.
I've cancelled the download, cleared the cache, stopped the download in "app info", and rebooted the phone. But nothing works. Can you help.
So Be It.
- Posts
- 77,919 Posts
- Global Posts
- 77,957 Global Posts
- Mentioned
- 6 Post(s)
- Tagged
- 0 Thread(s)
Re: Download manager will not stop downloading.
Which cache did you clear? Try opening your App Manager, find Download Manager, and clear its cache. If that doesn't work, try clearing the system cache partition in the recovery menu: Reset: Samsung Galaxy S 4 | T-Mobile Support
- 06-12-2014, 03:22 AM Thread Author #3
Re: Download manager will not stop downloading.
After reading your post and the article at T mobile, I used Clean Sweep, which is installed, to clear the system cache. And it worked!
I bookmarked your link and do as it says if the problem returns.
Thanxx a million. 💚👍
So Be It.
- 06-26-2014, 09:15 AM Thread Author #4
- Posts
- 113 Posts
- Mentioned
- 0 Post(s)
- Tagged
- 0 Thread(s)
I had a similar problem not too long ago that nobody knew the answer to.
One day "6 Videos" started downloading, but they would never actually start pulling any data. Clicking the bar wouldn't open any apps, so I couldn't tell where it was coming from.
Disabling the download manager and clearing its cache and data worked temporarily, but it would always come back soon after. Plus Google Play and other apps need the DL manager to download things themselves.
I booted into safe mode to see if it was a third party app or not, but the very first thing to appear in the notification bar was the "6 Videos" download.
Completely stumped after a week of trying to get rid of it, I took a wild guess and uninstalled "AVD" (Android Video Downloader) and the video downloads went away.
I'm guessing your solution will be similar to mine. You'll have to uninstall/reinstall the app that originally prompted you to download the voice data files, which I assume would be Google Play.
Hope this helps.
Posted via Android Central App
- 06-29-2014, 11:39 PM Thread Author #6
Re: Download manager will not stop downloading.
Thanks for the help. My problem is now fixed. I had thought that my last post would be ignored.
What happened is that the next day after my post I received a notification that Tapatalk needed to be updated. This was suspicious and made me guess the cause. I updated Tapatalk and everything else without a problem. The fault must have been with Google Play servers. And I think P Diddy fixed it for me without replying. And when you think about it that was your problem too.
Thanxx for the post.
Similar Threads
Note 2 not flashingBy paka19 in forum Samsung Galaxy Note 2 Rooting, ROMs, and HacksReplies: 4Last Post: 06-12-2014, 03:41 AM
Att s5 download boosterBy steve Sharra in forum Samsung Galaxy S5Replies: 2Last Post: 06-11-2014, 11:51 PM
phone not starting up after broken screenBy cypry1994 in forum Samsung Galaxy S4Replies: 0Last Post: 06-11-2014, 06:00 PM


text:
The influence of international human capital and international network relationships on the cross-border investment behaviour of private equity firms
This paper studies the international investment behavior of private equity (PE) firms. Perspectives from international service management are integrated with human capital and network theory to test the value of international human capital and international network relationships. Using a sample of 110 private equity firms from five European countries, we demonstrate the positive influence of international human capital and show that the intensity of the foreign network decreases the likelihood to be international. Our results also stress the larger influence of international human capital and network relationships on the likelihood of cross-border investing than on the number of international investments.
If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
|46 pages
|Date of creation:
|Jun 2009
|Contact details of provider:
| Postal: Hoveniersberg 4, B-9000 Gent
Phone: ++ 32 (0) 9 264 34 61
Fax: ++ 32 (0) 9 264 35 92
Web page: http://www.ugent.be/eb
More information through EDIRC
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Hursti, Jani & Maula, Markku V.J., 2007. "Acquiring financial resources from foreign equity capital markets: An examination of factors influencing foreign initial public offerings," Journal of Business Venturing, Elsevier, vol. 22(6), pages 833-851, November.
- Estrin, Saul & Meyer, Klaus E. & Wright, Mike & Foliano, Francesca, 2008. "Export propensity and intensity of subsidiaries in emerging economies," International Business Review, Elsevier, vol. 17(5), pages 574-586, October.
- Bruce Kogut & Udo Zander, 1993. "Knowledge of the Firm and the Evolutionary Theory of the Multinational Corporation," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 24(4), pages 625-645, December.
- Phillips McDougall, Patricia & Shane, Scott & Oviatt, Benjamin M., 1994. "Explaining the formation of international new ventures: The limits of theories from international business research," Journal of Business Venturing, Elsevier, vol. 9(6), pages 469-487, November.
- Kuemmerle, Walter, 2002. "Home base and knowledge management in international ventures," Journal of Business Venturing, Elsevier, vol. 17(2), pages 99-122, March.
- Mike Wright, 1998. "Venture Capital and Private Equity: A Review and Synthesis," Journal of Business Finance & Accounting, Wiley Blackwell, vol. 25(5&6), pages 521-570.
- Akbar Zaheer & Srilata Zaheer, 1997. "Catching the Wave: Alertness, Responsiveness, and Market Influence in Global Electronic Networks," Management Science, INFORMS, vol. 43(11), pages 1493-1509, November.
- Yael V. Hochberg & Alexander Ljungqvist & Yang Lu, 2007. "Whom You Know Matters: Venture Capital Networks and Investment Performance," Journal of Finance, American Finance Association, vol. 62(1), pages 251-301, 02.
- Mike Wright & Andy Lockett, 2003. "The Structure and Management of Alliances: Syndication in the Venture Capital Industry," Journal of Management Studies, Wiley Blackwell, vol. 40(8), pages 2073-2102, December.
- Lerner, Joshua, 1994. "Venture capitalists and the decision to go public," Journal of Financial Economics, Elsevier, vol. 35(3), pages 293-316, June.
- Paul Ellis, 2000. "Social Ties and Foreign Market Entry," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 31(3), pages 443-469, September.
- Manigart, Sophie & De Waele, Koen & Wright, Mike & Robbie, Ken & Desbrieres, Philippe & Sapienza, Harry J. & Beekman, Amy, 2002.
"Determinants of required return in venture capital investments: a five-country study,"
Journal of Business Venturing,
Elsevier, vol. 17(4), pages 291-312, July.
- Philippe Desbrières & Sophie Manigart & Koen De Waele & Mike Wright & Ken Robbie & Harry Sapienza & Amy Beekman, 2002. "Determinants of required return in venture capital investments:A five country study," Working Papers CREGO 1020701, Université de Bourgogne - CREGO EA7317 Centre de recherches en gestion des organisations.
- M. Meuleman & S. Manigart & A. Lockett & M. Wright, 2006. "Transaction costs, behavioral uncertainty and the formation of interfirm cooperations: Syndication in the UK private equity market," Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 06/359, Ghent University, Faculty of Economics and Business Administration.
- Dimov, Dimo P. & Shepherd, Dean A., 2005. "Human capital theory and venture capital firms: exploring "home runs" and "strike outs"," Journal of Business Venturing, Elsevier, vol. 20(1), pages 1-21, January.
- Cumming, D. & Johan, S.A., 2006.
"Regulatory harmonization and the development of private equity markets,"
Discussion Paper
2006-001, Tilburg University, Tilburg Law and Economic Center.
- Cumming, Douglas & Johan, Sofia, 2007. "Regulatory harmonization and the development of private equity markets," Journal of Banking & Finance, Elsevier, vol. 31(10), pages 3218-3250, October.
- Walter, Jorge & Lechner, Christoph & Kellermanns, Franz W., 2007. "Knowledge transfer between and within alliance partners: Private versus collective benefits of social capital," Journal of Business Research, Elsevier, vol. 60(7), pages 698-710, July.
- Watson, John, 2007. "Modeling the relationship between networking and firm performance," Journal of Business Venturing, Elsevier, vol. 22(6), pages 852-874, November.
- Farok J Contractor & Sumit K Kundu & Chin-Chun Hsu, 2003. "A three-stage theory of international expansion: the link between multinationality and performance in the service sector," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 34(1), pages 5-18, January.
- X Martin & R Salomon, 2003. "Knowledge transfer capacity and its implications for the theory of the multinational corporation," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 34(4), pages 356-373, July.
- P. N. O'Farrell & P. A. Wood & J. Zheng, 1998. "Regional Influences on Foreign Market Development by Business Service Companies: Elements of a Strategic Context Explanation," Regional Studies, Taylor & Francis Journals, vol. 32(1), pages 31-48.
- Wright, Mike & Lockett, Andy & Pruthi, Sarika, 2002. "Internationalization of Western Venture Capitalists into Emerging Markets: Risk Assessment and Information in India," Small Business Economics, Springer, vol. 19(1), pages 13-29, August.
- Dirk Clercq & Harry Sapienza & Hans Crijns, 2005. "The Internationalization of Small and Medium-Sized Firms," Small Business Economics, Springer, vol. 24(4), pages 409-419, 05.
- Zhao, Liming & Aram, John D., 1995. "Networking and growth of young technology-intensive ventures in China," Journal of Business Venturing, Elsevier, vol. 10(5), pages 349-370, September.
- Graham Hall & Ciwen Tu, 2003. "Venture capitalists and the decision to invest overseas," Venture Capital, Taylor & Francis Journals, vol. 5(2), pages 181-190, April.
- Gupta, Anil K. & Sapienza, Harry J., 1992. "Determinants of venture capital firms' preferences regarding the industry diversity and geographic scope of their investments," Journal of Business Venturing, Elsevier, vol. 7(5), pages 347-362, September.
This item is not listed on Wikipedia, on a reading list or among the top items on IDEAS.
When requesting a correction, please mention this item's handle: RePEc:rug:rugwps:09/597. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Nathalie Verhaeghe)
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
If references are entirely missing, you can add them using this form.
If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.
Please note that corrections may take a couple of weeks to filter through the various RePEc services.


text:
Good Control Room Alarm Management Still a Challenge
Read about how process industries resolve the issue of operator overload, human error and organizational accidents.
If you are not automatically redirected, follow this link:
Show Comments
Hide Comments
Join the discussion
We welcome your thoughtful comments.
All comments will display your user name.
Want to participate in the discussion?Register for free
Log in for complete access.
No one has commented on this page yet.
RSS feed for comments on this page | RSS feed for all comments


text:
Sponsored Law Firm
Click For More Info:
Warnken LLC, Attorneys at Law2 Reservoir Cir. Suite 104 Baltimore, Maryland 21208 » view map
Representing Clients in Personal Injury Cases
We Take Great Pride in Our Work
Warnken, LLC Lawyers are a dynamic group, focusing on a number of different areas of law. Feel free to contact anyone of us now.
- Byron B. Warnken Baltimore, MD
Attorney At Law - MD, 2005
University of Baltimore School of Law
- About Us
Learn more about our firm.
- Contact UsEmail or Call 24/7
We'd Love to Talk It Over With You.
- Byron B. Warnken Baltimore, MD
Accidents are inevitable. But being involved in a personal injury case in Maryland can be an overwhelming... (more)


text:
- II Conferência Municipal de As...
Another advantage is the safety feature. The length-to-diameter ratio, pitch, length of each zone an... Mais...
xps production line
- II Conferência Municipal de As...
This is the most essential proruct in the server rooms, laboratories, nuclear sites, refineries, syn... Mais...
plastic extruder
- II Conferência Municipal de As...
Usually they aree capable of producing very large volumes of finished products in a very short perio... Mais...
plastic extruder
Curtir no Facebook
multi bind tt320 instruction guide - download fast id:7sLx
multi bind tt320 instruction guide.zip - download 2015
Name: multi bind tt320 instruction guide.zip
Release: 2015
Type: WinZip
Total Downloads: 14196
License model: Shareware
Language: English
Last updated on: 01/18/2015 16:27:39
Supported OS: Windows 8, Windows 7, Windows Vista, Windows XP
Keys:01/18/2015 16:27:39
Having your bindings/boots properly set up on your wakeboard is important to maintain comfort while riding and to match your board riding skill level.When it comes to ski bindings, the most obvious setting of a ski binding is the Indicator on the toe and heel. The indicator has a sliding gradient scale whose ...A comprehensive portfolio of competitively priced, proven transfection reagents for a wide range of applicationsClarion High Quality Service Manuals Schematics User Owner Instruction Manuals print reprint reproduction PDF FREE classic vintage audio stereoOverview Application package. This application package consists of: an instruction guide and; the required forms; The instruction guide is a tool that provides:Abstract ¶ This document is a reference manual for the LLVM assembly language. LLVM is a Static Single Assignment (SSA) based representation that provides type ...backing In bookbinding, the process of shaping a shoulder on each side of the binding edge of the text block after rounding, before lining is applied to the back.Tutorials & Reference Some of these links require Adobe Acrobat Reader. Guild of Book Workers. Standards of Excellence Workshop HandoutsThe Zutter Bind-it-All Machine is a dual-purpose, lightweight machine which offers multiple possibilities for crafting.Biotechnology Explorer DNA Fingerprinting Kit Instruction Manual Catalog Number 166-0007-EDU www.explorer.bio-rad.com Lyophilized reagents can be stored at room ...
multi bind tt320 instruction guide
01/18/2015 16:27:39
human by jon mclaughlin mp3 sis 966l driver download tunak tunak video download horriblesubs dramatical 720 x art connie romantic imagine it time top 10 games on ps3 buffy tyler and suzanne stokes on howard da form 4872 download pc hacks games codul penal al romaniei download flash mx 2004 pro serial number pybench download district sleeps alone tonight download brantley gilbert country wide autocad 3d globe download srs game racing cute ftp 5 0 serial the importance of being ernest torrent download java project of duty 4 multiplayer gametypes videomp3 what is it new jersey hospitals camden microsoft office word 2003 cdkey magic bullet colorista 2 serial number classic country song called evergreen online masters degree programs in english petitions full of gratitude program not installed sharepoint lg tn300 manual
URL do website: E-mail: Este endereço de e-mail está protegido contra spambots. Você deve habilitar o JavaScript para visualizá-lo.


text:
- What's Included
- YakTrax Pro 08615 Ice Traction Device for Shoes/Boots - XL
Warranty: Full 90 Day WarrantyThe Yaktrax Pro will instantly give you better traction, confidence and safety on packed snow or ice. Walk, run, or work on slick surfaces with the same stability you're accustomed to on dry surfaces. Don't let the winter weather put a damper on your outdoor activities or athletic training with the Yaktrax Pro.
- Features & Specs
- Walk naturally on packed snow and ice
- Spikeless, ultra lightweight design
- 360 degrees of traction with patented skid lock coil system
- Abrasion resistant 1.4mm steel coils
- Durable natural rubber blend for a flexible fit
- Removable performance strap ensures a great fit
- Heel tab allows for easy installation and removal
- Webbing: Natural Rubber
- Coil: 1.4mm High Strength Steel
- Coil Design: SkidLock (Patented)
- Color: Black
- Weight: 2.0-4.0 oz.
- Quantity: 1 pair
- Size: XL
- Weight: 0.61 lb
- Reviews
Customer Reviews
No reviews have been found


text:
Responsive programming of Asker Dans
This project was successfully completed by graphicain for $130 USD in 4 days.Get free quotes for a project like this
Project Budget$130 USD
Completed In4 days
Total Bids1
Project Description
Make the Asker Dans WEB site based on responsive programing on the WordPress plattform.
This is more or less a copy of the Attic site ))
Completed by:
Skills Required
Looking to make some money?
- Set your budget and the timeframe
- Outline your proposal
- Get paid for your work
Hire Freelancers who also bid on this project
Looking for work?
Work on projects like this and make money from home!Sign Up Now
- Forbes
- The New York Times
- Time
- Wall Street Journal
- Times Online


text:
sp_changesubstatus (Transact-SQL)
Applies To: SQL Server
Changes the status of an existing Subscriber. This stored procedure is executed at the Publisher on the publication database.
Transact-SQL Syntax Conventions
sp_changesubstatus [ [ @publication = ] 'publication' ] [ , [ @article = ] 'article' ] [ , [ @subscriber = ] 'subscriber' ] , [ @status = ] 'status' [ , [ @previous_status = ] 'previous_status' ] [ , [ @destination_db = ] 'destination_db' ] [ , [ @frequency_type = ] frequency_type ] [ , [ @frequency_interval = ] frequency_interval ] [ , [ @frequency_relative_interval = ] frequency_relative_interval ] [ , [ @frequency_recurrence_factor = ] frequency_recurrence_factor ] [ , [ @frequency_subday = ] frequency_subday ] [ , [ @frequency_subday_interval = ] frequency_subday_interval ] [ , [ @active_start_time_of_day = ] active_start_time_of_day ] [ , [ @active_end_time_of_day = ] active_end_time_of_day ] [ , [ @active_start_date = ] active_start_date ] [ , [ @active_end_date = ] active_end_date ] [ , [ @optional_command_line = ] 'optional_command_line' ] [ , [ @distribution_jobid = ] distribution_jobid ] [ , [ @from_auto_sync = ] from_auto_sync ] [ , [ @ignore_distributor = ] ignore_distributor ] [ , [ @offloadagent= ] remote_agent_activation ] [ , [ @offloadserver= ] 'remote_agent_server_name' ] [ , [ @dts_package_name= ] 'dts_package_name' ] [ , [ @dts_package_password= ] 'dts_package_password' ] [ , [ @dts_package_location= ] dts_package_location ] [ , [ @skipobjectactivation = ] skipobjectactivation [ , [ @distribution_job_name= ] 'distribution_job_name' ] [ , [ @publisher = ] 'publisher' ]
[ @publication=] 'publication'
Is the name of the publication. publication is sysname, with a default of %. If publication is not specified, all publications are affected.
[ @article=] 'article'
Is the name of the article. It must be unique to the publication. article is sysname, with a default of %. If article is not specified, all articles are affected.
[ @subscriber=] 'subscriber'
Is the name of the Subscriber to change the status of. subscriber is sysname, with a default of %. If subscriber is not specified, status is changed for all Subscribers to the specified article.
[ @status =] 'status'
Is the subscription status in the syssubscriptions table. status is sysname, with no default, and can be one of these values.
|Subscriber is synchronized and is receiving data.
|Subscriber entry exists without a subscription.
|Subscriber is requesting data, but is not yet synchronized.
[ @previous_status=] 'previous_status'
Is the previous status for the subscription. previous_status is sysname, with a default of NULL. This parameter allows you to change any subscriptions that currently have that status, thus allowing group functions on a specific set of subscriptions (for example, setting all active subscriptions back to subscribed).
[ @destination_db=] 'destination_db'
Is the name of the destination database. destination_db is sysname, with a default of %.
[ @frequency_type=] frequency_type
Is the frequency with which to schedule the distribution task. frequency_type is int, with a default of NULL.
[ @frequency_interval=] frequency_interval
Is the value to apply to the frequency set by frequency_type. frequency_interval is int, with a default of NULL.
[ @frequency_relative_interval=] frequency_relative_interval
Is the date of the distribution task. This parameter is used when frequency_type is set to 32 (monthly relative). frequency_relative_interval is int, and can be one of these values.
|NULL (default)
[ @frequency_recurrence_factor=] frequency_recurrence_factor
Is the recurrence factor used by frequency_type. frequency_recurrence_factor is int, with a default of NULL.
[ @frequency_subday=] frequency_subday
Is how often, in minutes, to reschedule during the defined period. frequency_subday is int, and can be one of these values.
|NULL (default)
[ @frequency_subday_interval=] frequency_subday_interval
Is the interval for frequency_subday. frequency_subday_interval is int, with a default of NULL.
[ @active_start_time_of_day=] active_start_time_of_day
Is the time of day when the distribution task is first scheduled, formatted as HHMMSS. active_start_time_of_day is int, with a default of NULL.
[ @active_end_time_of_day=] active_end_time_of_day
Is the time of day when the distribution task stops being scheduled, formatted as HHMMSS. active_end_time_of_day is int, with a default of NULL.
[ @active_start_date=] active_start_date
Is the date when the distribution task is first scheduled, formatted as YYYYMMDD. active_start_date is int, with a default of NULL.
[ @active_end_date=] active_end_date
Is the date when the distribution task stops being scheduled, formatted as YYYYMMDD. active_end_date is int, with a default of NULL.
[ @optional_command_line=] 'optional_command_line'
Is an optional command prompt. optional_command_line is nvarchar(4000), with a default of NULL.
[ @distribution_jobid=] distribution_jobid
Is the job ID of the Distribution Agent at the Distributor for the subscription when changing the subscription status from inactive to active. In other cases, it is not defined. If more than one Distribution Agent is involved in a single call to this stored procedure, the result is not defined. distribution_jobid is binary(16), with a default of NULL.
[ @from_auto_sync=] from_auto_sync
Identified for informational purposes only. Not supported. Future compatibility is not guaranteed.
[ @ignore_distributor=] ignore_distributor
Identified for informational purposes only. Not supported. Future compatibility is not guaranteed.
[ @offloadagent= ] remote_agent_activation
[ @offloadserver= ] 'remote_agent_server_name'
[ @dts_package_name= ] 'dts_package_name'
Specifies the name of the Data Transformation Services (DTS) package. dts_package_name is a sysname, with a default of NULL. For example, for a package named DTSPub_Package you would specify
@dts_package_name = N'DTSPub_Package'.
[ @dts_package_password= ] 'dts_package_password'
Specifies the password on the package. dts_package_password is sysname with a default of NULL, which specifies that the password property is to be left unchanged.
[ @dts_package_location= ] dts_package_location
Specifies the package location. dts_package_location is an int, with a default of 0. If 0, the package location is at the Distributor. If 1, the package location is at the Subscriber. The location of the package can be distributor or subscriber.
[ @skipobjectactivation= ] skipobjectactivation
Identified for informational purposes only. Not supported. Future compatibility is not guaranteed.
[ @distribution_job_name= ] 'distribution_job_name'
Is the name of the distribution job. distribution_job_name is sysname, with a default of NULL.
[ @publisher= ] 'publisher'
Specifies a non-Microsoft SQL Server Publisher. publisher is sysname, with a default of NULL.
0 (success) or 1 (failure)
sp_changesubstatus is used in snapshot replication and transactional replication.
sp_changesubstatus changes the status of the Subscriber in the syssubscriptions table with the changed status. If required, it updates the article status in the sysarticles table to indicate active or inactive. If required, it sets the replication flag on or off in the sysobjects table for the replicated table.
Only members of the sysadmin fixed server role, db_owner fixed database role, or the creator of the subscription can execute sp_changesubstatus.
sp_addsubscription (Transact-SQL)
sp_dropsubscription (Transact-SQL)
sp_helpdistributor (Transact-SQL)
sp_helpsubscription (Transact-SQL)
System Stored Procedures (Transact-SQL)


text:
The Administrative Professional Studies program combines strong technical and computer skills and an emphasis on effective writing and communication.
Upon graduating from this program, the student will be able to prepare a variety of business documents such as correspondence, reports, newsletters, spreadsheets, presentations and databases using Microsoft Office software; communicate orally and in writing; maintain accounting journals and ledgers; prepare financial data; and manage routine office duties. The student will bring to the administrative office position skills such as professionalism, teamwork, time management, decision making, problem solving, and multitasking. Students may use their Business Electives to expand their knowledge in the area of business in which they wish to apply their skills.
Most courses will transfer to four year institutions.
A.S. in Administrative Professional Studies
Contact: Kristine Ricker Choleva, 413-552-2565, email@example.com
This course is the first half of the college composition sequence and focuses on expository writing, critical thinking, and research, with emphases on the following: critical reading and interpretation of nonfiction texts; engaging with and analyzing texts; using summary, paraphrase, and quotation; finding, evaluating and documenting sources; and writing with purpose. Students will produce approximately 3000 words of formal written work, including a documented research paper of at least 1250 words. 4 class hours Prerequisite: Appropriate scores on English placement tests or C- or better in ENG 095 or C- or better in ENG 097 and ENG 098, or C- or better in ENG 096 or ENG 099.
This course is the second half of the first-year composition sequence and focuses on comprehending literary works, thinking critically, and writing analytically. The emphasis is on writing critically about fiction, poetry, and drama. Frequent short essays are assigned, amounting to a total of approximately 3000 words. Prerequisite: ENG 101 with a grade of C- or better
An introduction to basic principles, processes, and applications of microeconomics: how a market-based capitalist system determines what products are produced, how they are produced, and the way in which the benefits are distributed. Topics include supply and demand analysis for products and for factors of production; production functions and costs; production and pricing of output within different industry structures; efficiency, equity, international trade, externalities and public goods. Prerequisites: ECN 100 with a grade of C- or better or Eligibility for MTH 095
Select from the following courses: ANT 101, ANT 103, ANT 110, ANT 114, ANT 120, ANT 130, ANT 150, ANT 250, CRJ 110, CRJ 117, CRJ 208, CRJ 209, CRJ 210, CRJ 217, ECN 100, ECN 101, ECN 102, ECN 120, ECN150, ECN 250, GEO 110, GRT 110, GRT 120, HON 206, HSV 205, HSV 208, HSV 210, HSV 212, HSV 226, LAW 215, POL 101, POL 110, POL 120, POL 125, POL 140, POL 150, POL 230, PSY 110, PSY 203, PSY 210, PSY 215, PSY 216, PSY 217, PSY 218, PSY 220, PSY 222, PSY 224, PSY 225, PSY 230, PSY 233, PSY 242, PSY 250, PSY 260, PSY 265, PSY 270, SOC 110, SOC 130, SOC 204, SOC 208, SOC 210, SOC 213, SOC 214, SOC 215, SOC 220, SOC 240, SOC250, SSN 120, SSN 230, WST 100, WST 215, WST 217
Laboratory Science [E] ElectivesAST 110, AST 140, BIO 101, BIO 102, BIO 106, BIO 107, BIO 108, BIO 110, BIO 111, BIO 114, BIO 120, BIO 130, BIO 215, BIO 217, BIO 218, BIO 222, BIO 223, BIO 229, BIO 230, BIO 243, CHM 101, CHM 102, CHM 113, CHM 114, CHM 121, CHM 124, CHM 221, CHM 222, CHM 224, EGR 110, EGR 111, ESC 110, ESC 111, ESC 115, ESC 120, ESC 130, ENV 120, ENV 124, ENV 137, ENV 138, ENV 140, ENV 253, FRS 100, FRS 101, FRS 110, FRS 201, PHS 101, PHS 102, PHS 111, PHS 112, PHS 201, SEM 110, SEM 111, SEM 116, SEM 130, SUS 101, SUS 102, SUS 103, SUS 116, SUS 216
Laboratory Science [E] ElectivesAST 110, AST 140, BIO 101, BIO 102, BIO 106, BIO 107, BIO 108, BIO 110, BIO 111, BIO 114, BIO 120, BIO 130, BIO 215, BIO 217, BIO 218, BIO 222, BIO 223, BIO 229, BIO 230, BIO 243, CHM 101, CHM 102, CHM 113, CHM 114, CHM 121, CHM 124, CHM 221, CHM 222, CHM 224, EGR 110, EGR 111, ESC 111, ESC 115, ESC 120, ESC 130, ENV 120, ENV 124, ENV 137, ENV 138, ENV 140, ENV 253, FRS 100, FRS 101, FRS 110, FRS 201, PHS 101, PHS 102, PHS 111, PHS 112, PHS 201, SEM 110, SEM 111, SEM 116, SEM 130, SUS 101, SUS 102, SUS 103, SUS 116, SUS 216
Introduces financial accounting with emphasis on the collection, classification, summarization, and reporting of financial information about a specific business. The use of journals, ledgers, working papers, and financial statements is illustrated. Prerequisite: Eligibility for MTH 085.
Surveys the wide and complex range of operations that constitute the contemporary United States business scene. The latest business theories as well as brief historical backgrounds complete this overview of the way today's business community provides goods and services within the legal, ethical, and economic framework of the United States.
A study of the interpersonal and communication skills fundamental for success in the workplace. Students will hone their professional style as they study topics including professional behavior, interpersonal interactions, and civility as they relate to the workplace.
The focus of this course is to develop financially literate students. It will provide a practical introduction to personal finance and money management by focusing on realistic ways to effectively manage and protect personal assets and maximize financial health and stability. Students will learn how to design a personal budget and learn to make appropriate decisions with regard to savings, investments, insurance, credit protection, estate planning and managing personal assets. Students will evaluate the cost of borrowed money, real estate investments, the effective use of credit, tax implications and the effects the economy has on personal financial decisions. Prerequisite: Eligibility for MTH 085
An introductory, hands-on course designed to provide an overview of microcomputer hardware and software currently available and to provide hands-on exposure to internet, e-mail, operating system, word processing spreadsheets, database and graphics applications. Students will not receive credit for CSI 111 and BUS 115. Keyboarding skills preferred, but not required.
see below
Understand the fundamentals of computer nomenclature, particularly with respect to personal computer hardware and software and the World Wide Web; make use of the Web as a repository of the latest information and an integrated learning tool; develop an in-depth understanding of why computers are essential to the business world and society in general; focus on the computer as a valuable productivity tool, recognizing its position as the backbone of the computer industry and as a stand-alone and networked device; learn strategies for purchasing, installing, and maintaining a personal computer system; and learn to plan a career as a knowledge-worker in the information age. This course will enable students in any major to become computer literate. Students may not receive credit for both CSI 111 and BUS 115 or for both CSI 111 and CSI 101. Prerequisite: Eligibility for ENG 101
This course will provide in-depth coverage of office productivity tools; including word processing, spreadsheets, database, presentation software and the integration of the components and the ability to apply the necessary software tools to solve common business problems. Security issues and solutions will be integrated into the course. Students will master advanced application skills which will provide valuable job skills. Upon successful completion of this course , the student will be eligible to take optional Microsoft Office Certified Application Specialist exams administered by the College for a fee. Prerequisites: BUS 115 or CSI 111
A focus on organizing, interpreting, assessing and communication mathematical data for quantitative decision making in the business environment. The problem solving, reasoning, and communication requirements in this course will help students make better decisions associated with common business functions such as: payroll and taxes; accounting; banking; both electronic and store-front retailing; insurance, and finance. The course will stress critical and logical thinking skills, number sense and estimation, evaluating and producing statistical information, basic financial decision making, some fundamentals of probability, and an overview of the important social implications underlying any numerical data. Prerequisite: BUS 115 or BUS 215 or CSI 111 and eligibility for MTH 095
Emphasizes the fundamental principles of oral and written communication within an organizational setting. Techniques for writing various types of communication are studied, including the writing of news releases, policies, procedures, and performance appraisals, includes instruction in oral communication and the use of presentation software. Grammar, syntax, style, economy of expression, organization of thought, and clarity are stressed. Prerequisite: ENG 101
Provides accounting, business administration, and office administration students with the opportunity to apply classroom theory in an actual work setting in supervised positions related to their majors. Approximately 15-20 hours of work per week plus a 50-minute weekly seminar that includes discussion of topics related to success on the job and career exploration. Prerequisites: Sophomore status, approval of department chair, ACC 112 (for accounting and business administration students only), and either the completion of, or current enrollment in, two other ACC, BUS, HFM, or OTC courses.
Introduces students to the necessary elements of informative and persuasive public speaking. The course includes performance analysis of speakers and major historical speeches. Course skills learned are useful in all forms of oral presentation in professional and academic settings. Students are required to attend one outside speaking performance, to deliver several speeches in class, and to participate in group discussion. Please note that this course replaces SPE 120 - Fundamentals of Speech. Students will not receive credit for both SPE 120 and COM 150.
This course provides students with a clear understanding of the job search process. Students will learn how to identify their skills and accomplishments, write a professional resume and cover letter, research industries and job listings, submit an electronic resume, and develop and practice effective job interview techniques. Online career resources, videos, group discussion, guest speakers, and case studies will be offered in this interactive and very useful class.
A study of the sources of law, the Massachusetts and Federal Court systems, steps in civil litigation, and the general principles of contract law.
Each of the managerial functions--planning, organizing, directing, and controlling--is discussed from the standpoint of how all four interrelate to become the management process. Managerial skills necessary to accomplish these functions are also described, including human relations, decision making, and communication.
Business ElectivesSelect from: ACC, BUS, HCA, LAW, MGT, MKT, or SPO
Business ElectivesSelect from: ACC, BUS, HCA, LAW, MGT, MKT, or SPO
Business Electives: Select from: ACC, BUS, HCA, LAW, MGT, MKT, or SPO.
Students who intend to transfer to a baccalaureate program should look at the following options: B023 Business Administration MassTransfer to state universities including UMass and Westfield State University; B034 Business Administration General Transfer to most four-year private colleges; B045 Paralegal Option for transfer to Elms College and Bay Path University; B056 Hospitality Management Transfer to state universities including UMass and to Johnson & Wales University; or B096 Sport Management transfer to state and private universities.
Depending on the course selection 80% of this program can be completed online.
Holyoke Community College
303 Homestead Ave. Holyoke, MA 01040


text:
Intel® Software Innovator Program HomeThe Intel® Software Innovator program is a global developer community program.
Integration Wrappers for Intel® Integrated Performance Primitives (Intel® IPP)
To provide easy-to-use APIs and reduce the effort required to add Intel® Integrated Performance Primitives (Intel® IPP) functions to your application, Intel® IPP library introduces new Integration
Programming and running applications directly on your development platform de Intel® Joule™ Module User Guide
This section contains steps to blink an LED from the command line on your development platform using MRAA.
Console to PC VR: Lessons learned from The UnspokenThe Unspoken* is a first-person spell casting VR game from Insomniac Games* that features the Oculus Touch* controllers. Insomniac Games is a veteran console developer and their in-house engine was extended to support VR. Going from a 30-fps console experience to 90 fps on high-end VR rigs requires performance-aware design decisions and engine improvements to maximize the use of system resources...
Intel® Parallel Studio XE and Intel® System Studio Data Collection
This article pertains to Intel® Parallel Studio XE 2017 and Intel® System Studio 2017.
Intel® Math Kernel Library Benchmarks (Intel® MKL Benchmarks)Intel MKL Benchmarks package includes Intel® Distribution for LINPACK* Benchmark, Intel® Distribution for MP LINPACK* Benchmark for Clusters, and Intel® Optimized High Performance Conjugate Gradient Benchmark. Use the links in the table below to download package for Linux*, Windows* or maxOS*.
Para obtener información más completa sobre las optimizaciones del compilador, consulte nuestro Aviso de optimización.