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Pearson Teams Up with LearnLaunch, Exponential TechSpace, LearnLaunchX to Make Boston Center of EdTech World
In some big news out of the Boston EdTech space today, Pearson, which has a huge presence in Boston (and might be one of the biggest learning/education companies in the world) announced a new strategic partnership with the Exponential TechSpace, LearnLaunch, and LearnLaunchX.
The news is huge for a lot of key Boston EdTech folks, including, Hakan Satiroglu who developed the idea of creating a downtown space for the Boston EdTech community to flourish with the Exponential TechSpace; Marissa Lowman, who founded the EdTechUp and then later help start LearnLaunch; Jean Hammond and Eileen Rudden, Boston tech industry legends who helped Lowman start LearnLaunch, and later LearnLaunchX; and Mark Miller and Vinit Najawan, who joined Satiroglu, Rudden, and Hammond in making the LearnLaunchX incubator a reality.
The partnership will create new innovative relationships and opportunities for collaboration between Pearson and the groups that have become the heart of Boston's entrepreneurial edtech community. In the end, the real winner of the partnership may be the education community as a whole who will benefit from the Pearson/LearnLaunch/Exponential partnership that has tackling some of the biggest challenges in education as its main objective.
Here are some of the details of the partnership from the press release:
- Pearson employees will provide mentorship to the startups at LearnLaunchX and have the ability to work with the companies at both Exponential and LearnLaunchX.
- Pearson will also provide product guidance and market information to edtech innovators, and participate in LearnLaunch meetups and its annual conference.
- LearnLaunchX companies focused on K-12 will have the opportunity to join Pearson's rapidly growing partner community of independent software vendors. This program provides technical and marketing support through integration with PowerSchool (Pearson's web-based student information system).
As Satiroglu explained, "We are thrilled to have Pearson demonstrate their strong support for the emerging edtech ecosystem in Boston through this partnership. Promising edtech startups need the opportunity to collaborate with industry leaders like Pearson."
"Pearson has demonstrated a commitment to support innovation and to the educational future of this country by embracing change in learning systems," said Jean Hammond. "We welcome their support in encouraging the innovation coming from Boston's edtech entrepreneurs."
Diana Stepner, Head of Future Technologies at Pearson, added "At Pearson, we believe that technology has the power to transform education, but also recognize that the industry faces some big challenges that we can't tackle alone."
"That's why we're excited to be teaming up with Exponential and LearnLaunch - key players in the Boston edtech community - to share our deep knowledge of the education industry with startups on campus, while also learning from their dynamic, fast-paced cultures."
Dennis Keohane is a staff writer for VentureFizz. You can follow Dennis on Twitter (@DBKeohane) by clicking here.


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Germany, acknowledged the progress and advancement of Panama on financial transparency, and reaffirmed its support before the Global Forum. In addition, both countries agreed to deepen cooperation in transport infrastructure through the creation of an exchange program between German and Panamanian technicians, as well as to promote the participation of German companies in tenders for Panama's infrastructure projects and will initiate negotiations for a mechanism for bilateral political consultation.
Excerpt from Panama America, July 15, 2016
The content of this article is intended to provide a general guide to the subject matter. Specialist advice should be sought about your specific circumstances.

subset: commoncrawl


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2) Bee checks. I've been back twice to feed them. The last time (Monday), I got to watch them kick out a beetle intruder. It was fun seeing them all work together to get the job done. I can't wait to get my mentor out here to an actual hive inspection. Should "bee" soon!
3) My personal lemonade. I had my fair share of hot tea this winter and now I have transitioned to this sweet, refreshing drink. I just squeeze a wedge of lemon into some ice water then sprinkle in a packet of stevia. Easy peasy.
4) My boys. I love watching them play together and love how Ayden lights up when David gets home from work. They are great buds.
5) Reading. I have already started a couple of those library books and am finding new and interesting blogs all the time. I usually read fiction, specifically chick lit or youth series (think Matched, Shiver, Delerium, etc). But at the moment I am really enjoying non-fiction.
What are your 5 happy things at the moment?


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I am sure it must seem strange to some that, we as Christians, make a big deal out of the day that Jesus ascended to Jerusalem that He might descend to the grave. There is a far greater tragedy than the death of Jesus which is tied to this event. Jesus died as the Lamb of God who took away the sins of the world. He rose on the third day and ascended to the Right Hand of the Father. It was what He came to do!
Romans 8:3-4 For what the law could not do in that it was weak through the flesh, God did by sending His own Son in the likeness of sinful flesh, on account of sin: He condemned sin in the flesh, 4 that the righteous requirement of the law might be fulfilled in us who do not walk according to the flesh but according to the Spirit.
Triumph, Tragedy & Truth – SERMON AUDIO
The Death of Christ was the point of His human existence. That was the Triumph, not the Tragedy! The tragedy was the response of the Jewish leaders when He arrived.
Matthew 21:6-15 So the disciples went and did as Jesus commanded them. 7 They brought the donkey and the colt, laid their clothes on them, and set Him on them. 8 And a very great multitude spread their clothes on the road; others cut down branches from the trees and spread them on the road. 9 Then the multitudes who went before and those who followed cried out, saying: "Hosanna to the Son of David! 'BLESSED IS HE WHO COMES IN THE NAME OF THE LORD!' Hosanna in the highest!" 10 And when He had come into Jerusalem, all the city was moved, saying, "Who is this?" 11 So the multitudes said, "This is Jesus, the prophet from Nazareth of Galilee." 12 Then Jesus went into the temple of God and drove out all those who bought and sold in the temple, and overturned the tables of the money changers and the seats of those who sold doves. 13 And He said to them, "It is written, 'MY HOUSE SHALL BE CALLED A HOUSE OF PRAYER,' but you have made it a 'DEN OF THIEVES.'" 14 Then the blind and the lame came to Him in the temple, and He healed them. 15 But when the chief priests and scribes saw the wonderful things that He did, and the children crying out in the temple and saying, "Hosanna to the Son of David!" they were indignant
Like all of us, they had certain ideas about what they expected from God. 1) They expected His wholehearted blessing on their halfhearted worship. 2) They expected immediate, temporal blessings when He had promised eternal blessings that would come in the fullness of time. They would have been happy to receive a tract of land and the place of political superiority over the nations. God had a bigger plan!
Genesis 12:1-3 Now the LORD had said to Abram: "Get out of your country, From your family And from your father's house, To a land that I will show you. 2 I will make you a great nation; I will bless you And make your name great; And you shall be a blessing. 3 I will bless those who bless you, And I will curse him who curses you; And in you all the families of the earth shall be blessed."
Jesus did not come into Jerusalem to reign over a single nation. The tragedy of His rejection, however was the blessing of the whole world!
Romans 11:30-36 For as you were once disobedient to God, yet have now obtained mercy through their disobedience, 31 even so these also have now been disobedient, that through the mercy shown you they also may obtain mercy. 32 For God has committed them all to disobedience, that He might have mercy on all. 33 Oh, the depth of the riches both of the wisdom and knowledge of God! How unsearchable are His judgments and His ways past finding out! 34 "FOR WHO HAS KNOWN THE MIND OF THE LORD? OR WHO HAS BECOME HIS COUNSELOR?" 35 "OR WHO HAS FIRST GIVEN TO HIM AND IT SHALL BE REPAID TO HIM?" 36 For of Him and through Him and to Him are all things, to whom be glory forever. Amen.
Many people don't like God's power, yet His working is all tied to His promise to Abraham all the way back in Genesis 12. God is saving people because He said He would. He is blessing His enemies (you and me!) because He is good and promised the blessing. God has the big picture in mind.
We need to make sure that we are trusting Him to be who He actually is and to do what He has actually promised to do. Though God was certain that He would be rejected by the Jews and that by their rejection, Christ would redeem the whole world, we need to make sure that we do not fall into the same trap that they did. They were believing God for less than He had promised and wanted it sooner than He had promised.
We tend to want His temporal blessings and not be willing to wait for His timing and His true, eternal blessings. When we don't get what we want, we disbelieve, just like the Jews. Study the Word of God. See the Promises as they are given. Trust God to be the Eternal, Omnipotent God who does all things according to His will. When Jesus returns and come on a White Steed rather than a donkey, the Apostle John says that His name is "Faithful and True!" (Revelation 19:11). A physical dominion is coming, but it will not be an earthly nation. God will bless every family (people group) of the earth!
Revelation 5:9 And they sang a new song, saying: "You are worthy to take the scroll, And to open its seals; For You were slain, And have redeemed us to God by Your blood Out of every tribe and tongue and people and nation,
Don't be shortsighted and impatient. It is not the way to blessing, but the way to miss the blessings that God has for those who will trust in Him! Listen to the audio for the whole thing…
Triumph, Tragedy & Truth – SERMON AUDIO
In Christ!


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SRD Building Corp's Newest Signature Estate, 324 Fern Palm Road, will soon call Boca Raton's most prestigious community, Royal Palm Yacht & Country Club, home! This modern-contemporary estate features 4 bedrooms, 5 full and 2 half bathrooms, 6,437 sqft under air, and 3-car garage. Home is located on an oversized corner lot on one of the quietest streets w/in the community, in close proximity to the Camino Real Entrance. Spacious open living areas include a great room, gourmet kitchen, dining area, club room with club bar, and a library. Great outdoor entertaining area with a summer room, summer kitchen, and a heated pool with sun-shelf and spa. Natural gas, full house generator and impact glass throughout. Buyer to pay documentary stamp taxes on the deed & title insurance.
Royal Palm Yacht & Country Club
Public Water, Public Sewer, Cable, Gas Natural, Underground
Garage - Attached, 2+ Spaces, Driveway, Drive - Circular, Drive - Decorative
Inground, Heated, Spa, Salt Water
Wet Bar, Fireplace(s), Pantry, Foyer, Bar, Elevator, Walk-in Closet, Volume Ceiling, Built-in Shelves, Upstairs Living Area, Entry Lvl Lvng Area
Washer, Dryer, Refrigerator, Dishwasher, Disposal, Microwave, Auto Garage Open, Central Vacuum, Wall Oven, Range - Gas, Generator Whle House
Built-in Grill, Outdoor Shower, Covered Patio, Open Patio, Open Balcony, Auto Sprinkler, Zoned Sprinkler, Summer Kitchen
1/4 to 1/2 Acre, Corner Lot, Interior Lot, Public Road, East of US-1
Boca Raton Community Middle School
Boca Raton Community High School
|Status Changed from Active to Pending
|Status Changed from Price Change to Active
|Status Changed from Active to Price Change
|Price Reduced from $6,195,000 to $5,995,000
|Status Changed from New to Active
Royal Palm Properties LLC.
All listings featuring the BMLS logo are provided by Beaches MLS Inc. Copyright 2019 Beaches MLS. This information is not verified for authenticity or accuracy and is not guaranteed.
© 2019 Beaches Multiple Listing Service, Inc. All rights reserved.
Listing information last updated on August 26th, 2019 at 6:15am EDT.


text: When Sotheby's came to Siteworx looking to translate their desktop site to a mobile experience I was put on as the lead designer. Well, actually I was pretty much the whole design team. I went up to NYC with the project manager and collected all the information I could gather from the Sotheby's team in one day and came back to Virginia to design. I worked up the IA and prioritization of the content that would be brought over to the mobile experience. After working with the client to finalize the content I worked up the wireframes and page templates. Once we were all clear on the content, templates, and layout approach I began into the task of translating Sotheby's visual brand to the mobile form factor.


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Remote Hiking Paradise
Außervillgraten is a traditional village in the Villgratental Valley, a small side valley branching off the Upper Pustertal Valley.
Up until the 1960s the village of Außervillgraten in East Tirol was a small, remote settlement almost entirely cut off from the outside world. Today this municipality, home to 760 residents and several centuries-old farmhouses, has managed to maintain its rustic, isolated charm while at the same time gaining popularity as a base for hiking and mountaineering. Its position at 1,286m altitude in the picturesque Villgratental Valley, a side valley branching off the larger Hochpustertal Valley, makes it the ideal starting point for long walks towards the Defereggen Mountains and the Dolomites of South Tirol. Some of the most popular hikes are around the 2,404m Thurntaler mountain overlooking the village.
During the winter months this area is part of the Sillian-Hochpustertal ski resort, with one cable car leading from Außervillgraten up onto the slopes. Fans of ski touring and cross-country skiing will also find plenty to see and do. A highlight not to be missed is the Wurzermühle mill in the Winkeltal Valley. Built in 1882, it originally had three separate milling wheels: one for flour, one for barley and one for animal feed.
Available Apartments
Cozy Double Bedroom Apartment
Apartment for 2 PersonsThis apartment is fitted with a fully equipped kitchen, a dining area, a seating area with a sofa and cable TV, a balcony, and a bathroom with bathtub, shower and toilet.
- Welcome drink
- Mountain view
- 38 square meter
- Free Wi-Fi
- Satellite TV
- Private balcony
Deluxe Two Floor Apartment
Apartment for 4 personsThe apartment has a modern kitchen with a balcony which offers a glorious view. The two bedrooms provide the ideal environment for relaxation. Especially the double bedroom suite gives guests a romantic atmosphere!
- Welcome drink
- Mountain view
- 58 square meter
- Free Wi-Fi
- Satellite TV
- Romantic bedroom
Family Apartment with Garden
Apartment for 4 personsThe apartment offers a stylish kitchen, two bedrooms and a shower with toilet. A beautiful terrace with an adjacent green space makes this holiday home especially for nature-loving guests and families attractive!
- Welcome drink
- Mountain view
- 44 square meter
- Free Wi-Fi
- Satellite TV
- Private garden area


text: I always grew up knowing God was real, I was born and raised in a Sikh family where discussions of God happened regularly, but even at an early age God was someone who was far away in the distance who looked after us. In 2007, I came to an after-school program (YDC) that was run by TransitSM, this is where I learned the fine art of how to play video games, ping pong and the age old tradition of feasting. Through this after-school program, I was introduced to the youth ministry at BP Church. Soon after I was invited to a youth retreat that would change the course of my life forever. During this retreat, I radically came into contact with God's presence and truly believed in this character Jesus they spoke of. That was November 17, 2007, the proceeding weeks and months, I would begin to count the cost of following Jesus. I knew the pressure instantly I would have from my family, and how the rest of my life would be a continuous battle justifying my faith. Now that I am a little older that struggle has not passed, but I know God has incredible plans for the people in my life. Looking forward I now recognize the impact that leaders had on my life, and have decided to follow in their footsteps, I help lead a group of the most, incredible, obnoxious, loyal and faithful youth that you will ever meet. Just as leaders chose to invest their time into my life strategically, I choose to do the same for others.


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A few sweet US deals are available today on Samsung, Apple and Sony smartphones.
Free memory card (up to 256GB) with Galaxy S9/S9+ and Note8
Samsung is offering a free microSD card if you purchase any of the company's current flagship smartphones, including the Galaxy S9, S9+, and Note8.
For Galaxy S9 series, memory card size depends on the internal memory of the device you purchase – for example, if you go for a 64GB Galaxy S9, you'll get a 64GB card. For Note8 however, the max you'll get is a 64GB card.
The promo ends July 31, and you can redeem your offer by August 7.
Save up to $200 on Apple iPhone 8/8+
Best Buy is offering discounts of up to $200 on Apple's iPhone 8 series phones, including the Product RED edition. The condition here is that you need to make your purchase on a monthly installment plan.
Participating carriers include Verizon, AT&T, and Sprint. Not all models have the $200 discount on them though – the minimum you get to save is $50, while there are certain variants that are discounted by $150.
Get Sony Xperia XZ1 Compact for $360
A couple of US retailers – Amazon and Best Buy – are offering the Xperia XZ1 Compact for $360. That's a discount of $240 when compared to what these devices usually cost at these retailers.
The deal is only available on the black color model. As you can see, Best Buy clearly says it's a clearance sale, although Amazon doesn't mention anything like this.
For more information on these deals, as well as to make purchases, head to the links below.
Samsung Galaxy deals | BestBuy iPhone deal | BestBuy Xperia XZ1 Compact deal | Amazon Xperia XZ1 Compact deal
News credit : Gsmarena


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Join us for our March Happy Hour! We have a lot to celebrate - the win by Conor Lamb and the incredible activism of our youth as they mobilize to stop gun violence!
Back to All Events
Earlier Event: February 28Members Only Annapolis Day 2018 Register Here
Later Event: March 22County Executive Democratic Candidates Forum Registration


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Create a chic look on casual days this season with this denim jacket. Try complementing with a t-shirt, denim shorts and boots to finish.- Button front fastening- Simple long sleeves- Double pocket front- Soft cotton finish- Casual fit that is true to size- Model Squad model Dionne is 5'10"/174cm and wears UK 10/EU 38/US 6
Product Code: 539915901
100% Cotton.Machine washable.
Black Denim Jacket 539915901 100% Cotton. Button front fastening Simple long sleeves HHTFKUI


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I have learned this from personal experience. Literally I carry my problems and stress in my stomach. SO I am going to pass on something that I pass onto my clients and friends and I believe can help you in your decision making.
Most of the time we are taught to come from our heads/brains when it comes to decision making. We are told not to be emotional when we are deciding something. People will say to you, you wear your heart on your sleeve, and that's supposed to be bad. Well I don't think so!! And I don't think emotional is a bad word! Its all in how you handle things.
I believe you need to come from your HEART…first!! Get heart centered!
Listen to your gut too! The nerves down there might be trying to show you something.
Both the gut and the heart can then help the mind/brain make the best decision possible. Your body speaks to you. You have to quiet down and listen. I feel it starts with the heart and the stomach/gut!! If it doesn't feel right, then it probably isn't. Remember our minds can play tricks on us or tell us things that are false. Sometimes the noise in our heads can cloud our judgement.
So remember: gut….heart…mind!


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5 Ways to Get Rid of Age Spots Using Home Remedies
Age spots are also called liver spot. It is flat, brown, gray, or black spots on the any part of skin. Age spot mainly see on the sun exposed area of skin. Some people called sun spot. Sun spot or age spot occur due to the excess production of melanin. Age spot generally seen on face, hand and arms. Also it can be vary in sizes. Age spot mainly seen in the light skin person. This is not harmful problem. There are many cosmetic or medicines available in the market to lighten skin. But they are much expensive and also have some side effect.Here are the 5 ways to get rid of age spots using home remedies.
Symptoms of Age Spots
- From light brown to black in color
- Same texture as the rest of your skin
- Painless Skin
- Usually on sun-exposed areas of the skin
Apple Cider Vinegar For Age Spot
Apple cider vinegar is a effective natural remedy to get rid of age spots and improve the skin toning. Apple cider vinegar contains alpha hydroxy acids that treat as an skin exfoliating ingredient. This is helpful to lighten the age spots on skin.
- Take equal amount of apple cider vinegar and water.
- You can add a little honey in this.
- Mix these well.
- Gently apply this solution on the affected skin.
- Leave it on skin for 20 minutes.
- Rinse off with normal water.
- Use this once in a day.
Lemon For Age Spot
Lemon juice is also effective to treat the age spot. Lemon contains mild citric acid that can help to remove the dead skin cells. It can help to break down the melanin pigment. Lemon juice help to remove the darker skin layers and produce the new skin layer. With this method dark spot started appear lighten.
- Take the lemon juice.
- Apply fresh lemon juice on the affected skin.
- Leave it for 10 minutes on the skin.
- Rinse off with warm water.
- Repeat this twice in a day.
- Alternatively you can take the one lemon juice and 2 tablespoons of sugar. Mix these well and gently scrub on your skin with this mixture for a 5 minutes. Leave it for half an hour. Wash your skin. Repeat this twice in a week.
Aloe Vera For Age Spot
Aloe vera is the best natural remedy for skin care. It helps to reducing the age spot or dark spot. Aloe vera is effective to remove for remove the dead skin and generate the new skin cells. Aloe vera has moisturizing property that helps to give the shiny and healthy skin.
- Take leaf of an aloe vera plant.
- Cut it open and extract the gel.
- Apply the aloe vera gel on the age spots.
- Leave it for half an hour.
- Rinse off the skin.
- Repeat twice in a day.
Turmeric For Age Spot
Turmeric is the very popular natural home remedy for certain health problem as well as skin care. Turmeric herb is also very effective for age spot or dark spot.
- Take one tablespoon of turmeric powder and a little milk.
- Mix these well.
- You can add a little lemon juice.
- Gently apply this solution on the age spot area.
- Leave it for half an hour.
- Wash the skin with lukewarm water.
- Repeat this remedy twice in a week.
Castor Oil For Age Spot
Castor oil is also a good natural way to treat the age spot. Castor oil contains the antioxidants property that can help to protect and lighten the skin.
- Take the little castor oil and dab on the dark spots.
- Gently massage with castor oil for 2 minutes.
- Leave it on skin for few hours.
- Rinse off the skin.
- Repeat twice in a day.


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You've claimed the lives of more than 3,200 members already. You're growing up so fast! Even though the majority of Americans don't like you right now, W. still supports you.
"It can be tempting to look at the challenges in Iraq and conclude our best option is to pack up and go home," W. said Monday. "That may be satisfying in the short run. But I believe the consequences for America's security would be devastating."
W. ordered you an additional 21,000 troops for your birthday. Who said big things come in small packages? Be sure to send him a thank-you card.
According to MoveOn.org, more than 37,000 people in all 50 states took part in some 1,188 demonstrations to commemorate you. In Seattle, nearly 1,000 people showed up at Westlake Center. That's one serious birthday party!
Now make a wish, blow out your candles and plan on some even bigger birthday parties next year.


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St. Philip's Church — Charleston, South Carolina
SC Picture Project | Charleston County | St. Philip's Church
Established in 1680, St. Philip's Church is home to the oldest congregation in South Carolina. The current church, located at 146 Church St in Charleston's French Quarter, was completed in 1838 and is the third to serve its congregation. The first church was a modest, wooden building constructed in 1681 on the present-day site of St. Michael's. With the congregation growing, a larger brick church was authorized on the current site in 1710.
It wasn't completed until 1723 due to Indian wars and damage from hurricanes. This church would house the congregation for over a century, until it was destroyed by a fire in 1835. Work on the present church began later that same year. After the fire, the congregation moved into its temporary home in the Tabernacle at Cumberland Street Methodist Episcopal Church. It remained there until 1838, when its new church was finished. The steeple, designed by noted architect Edward Brickell White, wasn't completed until over a decade later, in 1850.
Several notable South Carolinians, including governors Charles Pinckney and Edward Rutledge, are buried in the St. Philip's cemetery. The cemetery exists around the church and across Church Street.
The photo below was taken by Dr. F.F. Sams, an esteemed doctor and photographer in the Charleston area, his photos were taken with a homemade camera. The image was contributed by his grandson and namesake, Franklin Sams. Much of Dr. Sams work can be seen in the archives of the Charleston Museum. The photo shows the St. Philips Church as it appeared during a snowstorm in 1903.
St. Philip's, a National Historic Landmark, is also listed in the National Register
The present church building is the third structure to house the oldest congregation in South Carolina (established 1681). The building, without the steeple, was designed by Joseph Hyde and constructed by 1836. The spire was designed by Edward Brickell White and constructed between 1848 and 1850. The church is stuccoed brick with a single tier of windows on either side. There are three Tuscan porticos. The interior has a high vestibule, is in the style of an auditorium with high Corinthian arcades, a plaster barrel vault, galleries and an apsidal chancel. There are notable wrought-iron gates to the front of the building. The chancel and apse were altered, after a fire in 1920, by Albert Simons, architect. The spire is set upon a square stuccoed brick base with oculi; the steeple is octagonal with pilasters and oculi; the octagonal spire is capped with a weather vane. The imposing tower, perhaps massive for the portico beneath, is appropriately in the Wren-Gibbs tradition.
St. Philips Church – Interior
St. Philips Church – Chapel
This stucco over brick chapel sits in the back corner of the expansive cemetery at St. Philips Church. Built sometime prior to 1850, the chapel was originally used for speciality services throughout the year. Today, the structure is known as Chapel of the Good Shepherd and hosts weekly Sunday School services.
The organ, seen along the back wall of the chapel, was built by the famed craftsman, Thomas Appleton in 1829. Originally stored in the Charleston Orphans House chapel, the organ was moved to the Seamnan's Home chapel in 1920 and finally was moved here in 1966 when the Seaman's chapel closed. It is one of the oldest surviving Appleton made organs.
Reflections on St. Philips Church
Shane Blackburn, who contributed the photo below, shares: "Upon my first step on Church Street over 20 years ago, I fell deeply in love with this vista of the French Huguenot Church and St. Philip's Church. In all honesty, after traveling the world, this is my most favorite spot I ever been to. I have literally sat under the lantern of the Pirate House and stared at St. Philips for hours. It was a perfect quiet morning.
More Pictures of St. Philips Church
St. Philip's Church Info
Address: 142 Church Street, Charleston, SC 29401
GPS Coordinates: 32.77887,-79.92947
Website: http://www.stphilipschurchsc.org/
Please Share Your Thoughts!
Did you enjoy this page? Do you have any information we should add? Send us your comments below — we can't wait to hear from you!
4 Comments about St. Philip's Church
January 26th, 2019 at 10:49 am
I truly love the history of this page, and the photos are a blessing. Thank you so much.
November 12th, 2017 at 1:30 pm
We do not have any official records onsite but we recommend reaching out to the Center for Family History at the Internal African American Museum in Charleston. They are a community focused program who help users understand how to search records and provide assistance, they are the best of the best. Here is the link to contact them: https://cfh.iaamuseum.org/contact/
November 12th, 2017 at 1:29 am
Do you have any slave records of my anchestors who went to the school there? The name was Laderous White, Selena White, Charotte White overseer was Malucley White. Thank you!
April 4th, 2015 at 2:37 pm
One of the many reasons Charleston, South Carolina is referred to as the Holy City. This church is beautiful inside and out. I encourage you to see this beautiful church on one of your trips into town. It's history alone makes it worth the visit.


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Leasing of Community Land for Mount Bold Scout Hall Echunga
Leasing of Community Land for Mount Bold Scout Hall Echunga
Pursuant to Section 202 of the Local Government Act (1999) and Council's Community Consultation Policy, Counci invites submissions on the granting of a new lease to Scouts Australia (SA Branch) over the Council Land described as follows:
Portion of land contained within Certificate of Title 3485 Folio 91 and more commonly known as the Mount Bold Scout Hall.
The term of the proposed lease is for a period of ten (10) years.
Submissions should be marked "Leasing of Community Land - Mount old Scout Hall" and addressed to the Chief Executive Office, Mount Barker District Council, PO Box 54, Mount Barker SA 5251, or alternatively emailed to Michelle Bell at email@example.com. The closing time for submissions is 5.00pm on Wednesday 7 February 2018.
A copy of the Council Report relating to this item and a copy of the plan of the leased area is available here
Report and Plan of leased area(318 kb)
Any enquiries on the proposed lease should be directed to Michelle Bell at email@example.com


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Kinder Orientation
The aim of Kinder Orientation is to ensure the students' transition to Kindergarten is relaxed and supportive. Kinder Orientation includes tours of the school facilities and 3 playgroup sessions. As well as time for the children to socialise and become familiar with their new surroundings, the playgroup provides parents with the opportunity to meet one another and form support networks with parents already at the school. One of the playgroup sessions is a sand modelling morning with their new Buddies- this is a very popular day.
We eagerly await the arrival of our new Kinders and welcome their families to our school.


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studio sneak peek friday
decided to spend time in the studio today....started a new painting {16"x20"} trying to warm myself up to pull out a bigger one today. while i'm waiting for these layers to dry, i thought i'd come do a quick pic post and share so i could participate in sneak peek friday. :)
waiting for paint to dry so i can add more layers
paintings waiting for their new homes
shots around the studio
and of course, the tunes have gotta be rockin' :D


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Legal background
Banking activity in Romania is carried out through the central bank of the Romanian state and through banking companies under the control of the central bank.
As central bank of the Romanian state, the National Bank of Romania (here in after referred to as "NBR") is organized and functions in accordance with its statutes, adopted by Law no. 101/1998. The activity of the commercial banks and the relations between the commercial banks and the national bank are regulated by the Banking Law no. 58/1998.
The conditions for declaring banking bankruptcy and capitalizing banking assets are stipulated by Law no. 83/1998 regarding the procedure of bankruptcy for credit institutions and by Governmental Decision no. 1217/2001 regarding the organization and functioning of the Authority for the Capitalization of Banking Assets.
The aforesaid normative acts represent the legal basis for the convergence of the Romanian banking system with the international regulations in the field of credit institutions. In implementing these, the NBR issued regulations to complete the process of adapting the Romanian banking activity to the world standards (especially to the European ones), and, over the last period, the goal of optimizing the quality of monitoring and banking prudential conduct, as well as the completion of the process of privatization of the state-owned banks, have been pursued.
The National Bank of Romania
Fundamental objective and duties of the NBR
The fundamental objective of the NBR is to ensure the stability of the national currency in order to contribute to the stability of prices. To achieve this objective, the National Bank of Romania issues, applies and handles currency policy, hard currency, credit, payment policy, as well as the authorization and monitoring of prudent banking policies within the framework of the general policy of the state. Its aim is to guarantee the normal functioning of the banking system and the promotion of a financial system that is suited to a free market economy.
Operations carried out by the NBR
According to its statutes, the NBR carries out four main categories of operations:
- operations with banking companies and other credit institutions, consisting especially of: crediting banking companies and financial institutions, regulating and supervising payment systems, and ensuring services of compensation, depositing and payment;
- operations with the state treasury, such as: keeping the current account of the state treasury and granting loans to the central administration to cover temporary deficits between income and expenses;
- operations on the currency market, whereby the NBR may discount, acquire, take in pledge or sell claims, titles or other assets of the state, banks or other legal entities and may attract deposits from banks, under the terms deemed necessary in order to achieve the objectives of the currency policy;
- operations with gold and external assets, contemplating the preserving of the international reserves on a level that is deemed to be proper for the external transactions of the Romanian state.
Commercial banks
Legal form and minimum share capital
According to Romanian law, commercial banks are legal entities that are authorized to carry out mainly activities to attract deposits and grant credits in personal name and on personal account.
The legal form of such banks is a joint stock company, and the minimum share capital required under the law for the establishment of such banks is of ROL 250 billion (approximately USD 7,352,941 as of the date of drafting of the report) until May 30, 2003; ROL 320 billion (approximately USD9,411,765 as of the date of drafting of the report) starting with May 31, 2003; ROL 370 billion (approximately USD 10,882,352 as of the date of drafting of the report) starting with May 31, 2004. The subscribed share capital must be fully paid in at the time of establishment.
Banking operations
Operations carried out by banks may be classified in two categories:
- operations specific to banking activity, carried out directly by the banks, pertaining to the essence of the banking activity (accepting of deposits, crediting, discounting, issuing and administering payment and credit instruments, making payments, transfers and discounts, financial-banking consulting, transactions on personal account or on the account of third parties with negotiable titles, hard currency, etc.);
- operations through specialized brokers, carried out through securities companies and companies of financial leasing established for this purpose.
The year 2002 was the competition year amongst the commercial banks in Romania as regards the retail segment, which has acknowledged a growing demand coming especially from individuals interested in taking credits for dwellings, cars or purchase of other goods, leading to an increase by almost 30%of the non-governmental credits, in real terms.
The housing loans have expanded mostly due to the emergence of regulations regarding mortgaging credits, as represented by the Law no. 190/1999 with amendments, which illuminated the conditions imposed for the set up of mortgaging credits companies, and also due to the emergence of the Law 541/2002 on the savings and crediting in a collective system of the housing domain.
Launching various forms of financing, the development of credit cards, the reconsideration by each bank of the branches net, the initiation of Internet- banking and mobile-banking, all favored the expansion and progress of commercial banks in Romania, over the last period.
Authorizing of banks
Banking companies that are Romanian legal entities may only function on the basis of an authorization issued by the NBR. Romanian legal entities in this case are deemed to be banks with headquarters in Romania, as well as domestic subsidiaries of such banks and of foreign banks.
The procedure of authorizing the banks that are Romanian legal entities implies going through three stages:
- approving the bank's establishment;
- registering the established banking company with the Trade Registry;
- authorizing the bank's functioning.
Branches of the foreign banks have to follow the above-mentioned procedure by the law for authorizing the foreign legal entities. The quantum of the minimum share capital of such banks is the same as for the minimum share capital of the banks that are Romanian legal entities. Nevertheless, the activities carried out by the branches of the foreign banks may not exceed the object of activity of the mother-company.
Representative offices of foreign banks
Banks that are foreign legal entities are obliged to notify the NBR with respect to the opening of representative offices in Romania, and the authorization of the functioning thereof is issued by the Ministry of Industry and Resources.
Their activity is limited to informing, liaising or representing, and they are not authorized to carry out any banking operations.
Supervising the banks' activity
The NBR, in its capacity of authority for prudent banking supervision, may decide upon measures for implementing special supervision and special administration of banks.
Special supervision is implemented for a maximum of 120 days, pursuant to a breaching of the law or of the regulations issued by the NBR, discovered while conducting actions of supervision and/or analysis of the banks' reporting, as well as in case of finding a poor financial condition. The special supervision is conducted by a commission composed of NBR specialists, who shall submit periodical reports to the NBR with respect to the situation of the bank subject to supervision.
In the event that the bank's activity is further found to present serious deficiencies, the NBR may decide, on a case-per-case basis, to implement measures of special administration of the respective bank. Special administration is carried out by a special administrator appointed by the board of administration of the NBR.
The special administrator fully takes over the duties of the board of administration of the bank subject to the special administration regime, and is to further submit a written report to the NBR with respect to the financial condition of the bank and the possibility of recovery of the bank's financial security.
Within 15 days following the receipt of the special administrator's report, the board of administration of the NBR shall decide either to extend the activity of the special administrator for a limited period or to withdraw the authorization and notify the competent court for the commencement of the bank's liquidation procedure.
Capitalization of the banking assets and privatization of the banks with state capital
In view of privatization, the abatement of the state-owned banks from the non-performing banking assets that the same hold is achieved through a specialized institution of the central public administration subordinated to the Government, called the Authority for the Capitalization of Banking Assets (AVAB).
AVAB takes over the non-performing banking assets (non-performing claims, movable and immovable goods included in the patrimony of the banks pursuant to the enforcement procedures, as well as the commercial claims associated to the banking assets subject to capitalization) with the payment at the net value of the same and capitalizes them at their market value, resulting from the proportion between demand and offer.
Privatization of the state-owned banking companies is achieved in Romania through one of the following three methods:
- increase of the share capital by means of a private capital contribution, in cash, on the basis of a public offer or a private placement;
- sale of shares administered by the Authority for Privatization and Administration of State Participations (APAPS), only in exchange for cash, with full payment to Romanian and foreign individuals, as well as to Romanian and foreign legal entities with a majority of private capital;
- a combination of the methods set forth above.
Currently, the most important privatized banks in Romania are:
Banc Post taken over by GE Capital, which subsequently assigned part of its shares to two other foreign banks; in November 2002 the last package of shares held by the state, representing 17% of the share capital, was sold to the Hellenic bank Eurobank Ergasias;
The Romanian Bank for Development taken over by Societe Generale; and Banca Agricola the majority package was taken over by a consortium formed of Raiffeisenbank and the Romanian-American Investment Fund.
The bank privatization process continues, and the privatization of the bank that holds the highest market share the Romanian Commercial Bank is still expected. During the year 2002, the Romanian state organized two unsuccessful tenders for the sale of approximately 70% of the shares held at Romanian Commercial Bank; therefore the privatization strategy is anticipated to suffer a change.
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Monday August 19, 2019
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Bonnie King
Oct-31-2018 12:52TweetFollow @OregonNews
Studded Tire Season in Oregon Begins Nov 1Salem-News.com
The studded tire season in Oregon is Nov. 1, 2018 through March 31, 2019.
(SALEM, Ore.) - Studded snow tires are created with metal studs embedded within the tread. The small pieces of metal are designed to dig into ice, which provides added traction.
However, when the driving surface isn't covered in ice, studded tires can damage the road. ODOT encourages drivers to consider all of your options, including other types of traction tires or chains.
If you must travel when weather conditions present difficulties, use other types of traction tires or chains, or postpone your travel until conditions change for the better.
The latest study (2014) concluded studded tires cause about $8.5 million in damage each year on state highways [ODOT].
Alternatives to studded tires
Chains: Link chains, cable chains or other devices that attach to the wheel, vehicle, or outside of the tire that are specifically designed to increase traction on snow and ice. Drivers should note that link chains may not be recommended for use on some types of vehicles; check your owner's manual.
Other traction tires: Other types of traction tires are available. These traction tires meet Rubber Manufacturers Association standards for use in severe snow conditions and carry a special symbol on the tire sidewall showing a three-peaked mountain and snowflake.
They work about as well as studded tires on ice, but work better than studded tires or regular tires in most other winter conditions. And they cause no more damage to road surfaces than regular tires.
Know before you go: Please visit www.TripCheck.com or call 511 for the latest road conditions. ODOT provides bad-weather driving tips and how-to videos online: http://www.oregon.gov/ODOT/COMM/pages/winterdriving.aspx.
Source: ODOT
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Ronald October 31, 2018 10:18 pm (Pacific time)
are they charging people who use them extra taxes yet?[Return to Top]
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"Love makes a place in your life, it makes a place for itself in your bed. Invisibly, it makes a place in your body, rerouting all your blood vessels, throbbing right alongside your heart. When it is gone, nothing is whole again. Before I met you, I was not lonely, but now I'm so lonely I talk to the walls and sing to the ceiling."- from An American Marriage
An American Marriage by Tayari Jones isn't just a love story. It's an inside glance of the difference between what we want love and marriage to be and what love and marriage actually is.
The story starts off by introducing newlyweds Roy and Celestial. As with any newlywed couple starting out, they're trying to find their footing on the road of matrimony. Suddenly, Roy is ripped away from Celestial, being accused of a crime she knows he didn't commit. After being sentenced to twelve years, Celestial and Roy both struggle with what lies ahead regarding their future.
I enjoyed curling up with such a dynamically written book. The way Jones designates a chapter to each of the main characters allows the reader to feel like their inside the head of that character.
There is no one size fits all when it comes to marriage and with each couple they should be allowed to choose what works best for them. I recommend An American Marriage to anyone looking for something outside of the box.


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VSP: Man suffers serious injuries when struck by ambulance on I-64
Virginia State Police Press Release:
On April 12, 2018 (Thursday) at approximately 6:45 p.m., the Virginia State Police responded to a two-vehicle crash involving a pedestrian at eastbound Interstate 64 at the 135 mile marker in Louisa County.
The Trooper's preliminary investigations reveals that a Louisa County Rescue Squad ambulance was responding to initial reports off a single-vehicle crash at the 135 mile marker with their emergency lights activated. Due to a hill crest, the ambulance arrived on scene in the right lane.
A vehicle disabled due to a flat tire, was located on the left shoulder. The ambulance attempted to shift into the left lane with emergency lights sill activated. A 2013 Honda CR-V, driven by, Gerald Wolburg, 51, of Midlothian, Va., was traveling in the right lane and struck the ambulance in the rear, pushing the ambulance toward the left shoulder, and then striking Herbert Tyler III, 23, of Hopewell, Va., standing outside of his disabled vehicle.
Tyler was transported to the hospital with serious, but non-life threatening injuries. Wolburg was transported to the hospital for treatment of minor injuries.
Wolburg was charged with Following too close.
Crash remains under investigation.


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From Shakil Paracha
LAHORE: Pakistan Awami Tehreek (PAT) chief Dr Tahirul Qadri has said that Model Town incident is the first test for Prime Minister Imran Khan and Pakistan Tehreek-e-Insaf (PTI) government.
Qadri, who arrived in Lahore from Istanbul early yesterday, termed Model Town incident as the first test for Imran Khan and PTI's government. "The culprits of the Model Town massacre roam free. 14 people were martyred. The sons and daughters of this land were dragged and lynched and now it is PTI's first test to guarantee justice to the victims and their families," he said.
He also demanded that Pakistan Muslim League-Nawaz (PML-N) President Shehbaz Sharif and party leader Rana Sanaullah be imprisoned. "Now that the government of murderers and thieves is replaced by those who believe in honesty and justice, I demand imprisonment of Shehbaz Sharif and Rana Sanaullah." Talking to media persons at the Allama Iqbal International Airport, Dr Qadri reiterated his demand for justice for the victims of Model Town tragedy. Qadri said that PTI chief Imran Khan had supported them in raising the issue of Model Town tragedy. He hoped that Khan would keep his promise.
Expressing his grief and sorrow over the demise of Begum Kulsoon Nawaz, the PAT chief also offered prayers for the departed soul.


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We take our pasta and serve it up Italian style.
We serve a variety of different pasta from bowtie to farfalle with different sauces and ingredients for you to choose from. Whether you're sitting in with us or on the go, we have you covered. It's all about the pasta at Little Sicily from Two Sicilians.


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On our 70th episode we take it to an entirely new level. We focus on how to dominate life by Manning Up. Our society continues to emasculate men and we as warriors will not tolerate it. Elite Warriors are the core of our society, what makes this world tick.
Our special guest today is world recognized entrepreneur Bedros Kuilien who is the founder and CEO of Fit Body Boot Camp and a best selling author. His story is powerful and will make you appreciate life.
Bedros inspires and motivates in the most direct and raw form. This man holds no punches and does not hide behind political correctness.
Join us in this deep conversation where you will learn how to dominate life and the true essence of being a successful man. We go into the mindset which Bedros used to become a top level entrepreneur. We also get a glimpse into his vision and mission for life and his daily routine.
If you want to be inspired and get the tools you need to change your life. You have come to the right place.


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Malee Flower Wine Glass - Rose
Regular price £6.95
Tax included.
Beautiful and unique embossed wine glass.
The perfect addition to any glassware collection, these stunning wine glasses are finished with a unique fleur-de-lis or floral embossed design.
Would make a lovely housewarming or wedding gift.
Each wine glass has been carefully mouth-blown by talented artisans.
As with all handmade items, slight size and colour variations may occur.
Any imperfections are part of the artisanal appeal and should be embraced.åÊ
Available in three gorgeous colours.
- H 17åÊcm x D 9 cm
- Mouth-blown glass


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There are total 11 letters in Transacting, Starting with T and ending with G.
Transacting is a scrabble word? Yes (14 Points) Transacting has worth 14 Scrabble points.
Definition of the word Transacting, Meaning of Transacting word :
p. pr. & vb. n. - of Transact
An Anagram is collection of word or phrase made out by rearranging the letters of the word. All Anagram words must be valid and actual words.
Browse more words to see how anagram are made out of given word.
In Transacting T is 20th, R is 18th, A is 1st, N is 14th, S is 19th, C is 3rd, I is 9th, G is 7th letters in Alphabet Series.
Copyright © Word Creation 2017. All Rights Reserved


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Executive Summary
- Gartner provides terrible infomation for software selection and is paid off by a wide variety of vendors.
- Why Gartner can't be used for software selection.
Companies rely upon IT analyst firms in order to determine which software to buy. IT analysts are often relied upon to explain the state of the market to corporate software buyers. The most influential IT analyst firm is Gartner, and Gartner's most influential analytical product is called the Magic Quadrant.
An example of a Magic Quadrant is shown on the following page:
According to Gartner,
"Magic Quadrants depict markets in the middle phases of their lifecycle…."
Depending upon how the software vendor rates, they are placed into one of the following four quadrants. These quadrant descriptions are from Gartner's publication Inside Gartner Research.
- Leaders: "Leaders provide mature offerings that meet today's market demand. These providers also demonstrate the vision necessary to sustain their leading position as the market evolves. Leaders focus and invest in their offerings in ways that impact and influence the market's overall direction."
- Visionaries: "Visionaries align with the Gartner view of how a market will evolve, but they have less-proven capabilities to deliver against their vision. In new markets, this status is normal. But in more mature markets, it may reflect a competitive strategy for a smaller provider (such as selling innovation ahead of mainstream demand), or a larger provider trying to break out of a rut to differentiate."
- Challengers: "Challengers are well positioned to execute, but may not have a strategy in place to maintain strong, up-to-date value propositions for new customers. Larger providers in mature markets may often be positioned as challengers because they choose to minimize risk. Although challengers typically have significant human and financial resources, they may lack vision, innovation or overall understanding of where the market is headed. In some cases, challengers may offer products that dominate a large but shrinking segment of the market. Challengers have the opportunity to move into the leaders' quadrant by expanding their vision."
- Niche Players: "Niche players do well in a specific market segment or they have limited ability to innovate or outperform other providers. This may be because they focus on a functionality or geographic region, or they are new entrants to the market. Assessing niche players is more challenging than assessing providers in other quadrants. While some niche players could make progress, others do not execute well and may not be able to keep pace with broader market demands."
According to my interviews with Gartner, buyers should use the Magic Quadrant independently of Gartner's analysts. Furthermore, buyers should not interpret a Magic Quadrant as a recommendation to concentrate on those vendors that appear in the Leader quadrant. Gartner agrees that there is a misimpression that being categorized in the Niche quadrant is a bad thing. In fact, a vendor in a non-leader quadrant might be the best vendor for a particular buyer.
The Magic Quadrant Methodology
As has been previously stated, Gartner publishes only a high-level overview as to how it determines the Magic Quadrant rankings. People who read Gartner's analytical products, especially the most influential products, can only review a high-level graphic, which is the output of the research. To find out more details and speak with an analyst, one must pay more, but Gartner does publish the criteria that count toward each axis. These criteria, quoted from Gartner's article Magic Quadrants and MarketScopes: How Gartner Evaluates Vendors Within a Market, are listed below.
Orientation of the Magic Quadrant Methodology
Something that was surprising to me (and is surprising to many people the first time I tell them about these criteria) is that only six of the fifteen bullet points (40%) are in any way related to the actual application offered by the vendor, which are the bullet points with two asterisks in front of them. Only two of the fifteen bullet points (13.3%) are directly related to the application. These are the bullet points with one asterisk next to them. However, these percentages are based simply upon an even weighting of the criteria. Gartner does not explain if they weight the criteria equally or not, so that is all I have to go by for this analysis. After reviewing many Magic Quadrants as part of the research for this book, it does appear as if the criteria are equally weighted.
Completeness of Vision Criterion
*"Market Understanding: The ability of a vendor to understand buyers' needs and translate these needs into products and services. A vendor that shows the highest degree of vision listens and understands buyers' wants and needs, which it can shape or enhance with its vision.
Marketing Strategy: A clear, differentiated set of messages consistently communicated throughout the organization and publicized through the Web site, advertising, customer programs and positioning statements.
Sales Strategy: A strategy for selling products that uses the appropriate network of direct and indirect sales, marketing, service and communication affiliates to extend the scope and depth of a vendor's market reach, skills, expertise, technologies, services and customer base.
*Offering (Product) Strategy: A vendor's approach to product development and delivery that relate to current and future requirements.
Business Model: The validity and logic of a vendor's underlying business proposition.
Vertical/Industry Strategy: A vendor's strategy to direct resources, skills and offerings to meet the needs of market segments, including vertical industries.
**Innovation: Marshaling of resources, expertise or capital for competitive advantage, investment, consolidation or defense against acquisition.
Geographic Strategy: A vendor's strategy to direct resources, skills and offerings to meet the needs of regions outside of the vendor's 'home' or native area, directly or through partners, channels and subsidiaries, as appropriate for that region and market."
Ability to Execute Criterion
*"Product/Service: Core goods and services offered by the vendor that compete in and serve the market. This category includes product and service capabilities, quality, feature sets and skills, offered natively or through original equipment manufacturers, as defined in the market definition and detailed in sub criteria. 2
Overall Viability: Includes an assessment of the vendor's overall financial health, the financial and practical success of the relevant business unit, and the likelihood of that business unit to continue to invest in and offer the product within the vendor's product portfolio.
Sales Execution/Pricing: The vendor's capabilities in pre-sales activities and the structure that supports them. This criterion includes deal management, pricing and negotiation, pre-sales support and the overall effectiveness of the sales channel.
Market Responsiveness and Track Record: Ability to respond, change direction, be flexible and achieve competitive success as opportunities develop, competitors act, customer needs evolve and market dynamics change. This criterion also considers the vendor's history of responsiveness.
Marketing Execution: The clarity, quality, creativity and efficacy of programs designed to deliver the vendor's message, to influence the market, promote its brand and business, increase awareness of its products and establish a positive identification with the product, brand or vendor with buyers. This 'mind share' can be driven by a combination of publicity, promotions, thought leadership, word of mouth and sales activities.
*Customer Experience: Relationships, products, and services and programs that enable clients to succeed with the products evaluated. This criterion includes the ways customers receive technical support or account support. It can also include ancillary tools, customer support programs (and their quality), availability of user groups and service-level agreements.
*Operations: The vendor's ability to meet its goals and commitments. Factors include the quality of the organizational structure, such as skills, experiences, programs, systems and other vehicles, that enable the vendor to operate effectively and efficiently."
Understanding Gartner's Criteria
Gartner is of course free to use any set of criteria that they like. However, I find that few people actually read what their criteria in fact are, and most software buyers are under the impression that Gartner's ratings are much more product- focused than they actually are. In fact, most of Gartner's criteria are really just proxies for the size of the software vendor.
Gartner Report Adjustment Rules
Because a number of biases are present in Gartner's analytical products (which are both financial and non financial), it is important to adjust the Magic Quadrant, and other of Gartner's offerings in specific ways. I address how these biases can be demonstrated in the book, Gartner and the Magic Quadrant: A Guide for Buyers, Vendors and Investors and will offer a preview in the rest of this chapter. However, in this chapter I only explain how Gartner's ratings can be adjusted rather than the why this is the case with Gartner's ratings.
Never Use Just the Gartner Magic Quadrant to Make a Purchasing Decision
This point should be self-evident, especially if you have read the rest of the book up to this point. According to Louis Columbus, "IT buyers regrettably sometimes make their entire purchasing decision just on the Quadrant alone."
It is hard to know where to begin as there are so many reasons not to do this, but as I have explained, Gartner's methodology for their Magic Quadrants includes factors that have nothing to do with the benefit to enterprise software buyers. Instead, the criteria are metrics that could be used by investors contemplating buying the software vendor's stock. Secondly, even Gartner does not want buyers or investors making decisions based simply upon the Magic Quadrant or any other research they produce. One should consider the research produced by Gartner as a "starter kit" to start the ball rolling for more analysis, contracting with Gartner for more analyst services, etc.
Adjust the Rankings for the Vendor's Size
Gartner prefers large software vendors. This large vendor orientation is clear, and it is difficult to see how a person doing a complete analysis on this topic could find that this bias does not exist. I hope that the analysis from Chapter 5: "The Magic Quadrant" has made that clear. On the web there are several statements by Gartner analysts that Gartner does not favor large vendors. Other than managing perception, I can't think of a single good reason for anyone to say this. To believe that Gartner does not favor large vendors, one would have to both not understand the various Gartner methodologies and not read the Gartner research output. A vendor's size is not a universal positive. Bigger vendors are less responsive, particularly if the buyer is not a large client. Because bigger vendors offer a broader set of products, they are constantly trying to capture more and more footprint within their existing clients, and they are not going to be happy selling a single application to a client. Larger vendors are less focused on their products, less focused on R&D, and more focused on marketing and on their partnerships with major consulting companies. One of the reasons I enjoy keeping up with smaller best-of-breed vendors is because they have less bureaucracy, and they engage in far more innovation than the big vendors. I implement the software of the large vendors, and when I visit smaller vendors, I always feel as if I have traveled forward in time because the approaches we follow in SAP are so dated. I essentially implement approaches and technologies that are little changed from the mid-1990s. And of course, bigger vendors are more expensive. So, the bigger vendors in any Magic Quadrant are simply overrated by Gartner. The best way to account for this is by reducing their rating although I cannot provide a specific percentage adjustment.
Reality into Gartner's Ratings
Generally speaking, Gartner analysts do not have hands-on experience with the applications they are rating. Most of the Gartner analysts have at least fifteen years of experience in their area, so it is not that they lack experience but they usually lack implementation experience. Gartner analysts do speak with people in companies that implement software, but they speak at the level of CIOs and vice presidents. This constant interaction with senior executives at companies that buy enterprise software is a main reason why working for Gartner is considered such a good place to create contacts for future careers. However, these high-level people do not use the applications that they purchase; they pass along information to Gartner analysts that is already second-hand! While executives at buyers certainly know the problems that they face on implementations, overseeing implementations and actually working with the software are two different things.
Steps to Increase Reality of the Software Selection
Now that we have established that Gartner's ratings require more reality, the question is "how." An effective software selection will combine the high-level analysis provided by Gartner (provided either by reading research or by interacting with Gartner analysts) with more detailed analysis of:
- How the application actually works
- How the employees of the company will actually use the application
- How it will be configured and fit in with the rest of the company's footprint
Unfortunately, this is a lot more work and cannot be done by those who are the decision makers for the software selection. So, this more detailed work tends not to get done. However, it should be done—if not for all the applications under consideration then at the very least for the applications that the company finds the most intriguing. This applies to both buyers and investors, and is accomplished by having technical resources participate in the software selection process. I have no idea why so many executives think they are qualified to analyze statements made by presales consultants, but usually presentations are made to buyers with no one in the meeting from the buyer's side who can validate the technical statements made by the vendor's representatives.
Finding Technical Fact Checkers
Many times individuals with technical backgrounds can be pulled from the buyer's IT department. However, this is not always the case, especially if there is no one familiar with the category of application being analyzed. Viewing demos that are performed by a vendor's most skilled presales consultants is not a good way to truly understand an application. Rather than scripted demos, a more reality-based approach is to allow the reviewers to ask more questions and drive more of the demo.
Adjust Down the Rate of Predicted Change
Gartner tends to overestimate the amount of change that occurs in any one software category, as well as the business developments in that category. Also, Gartner will describe industry trends as being more legitimate and permanent than they actually are. For instance, in my area, many companies have initiatives to move toward a make- to-order environment; however, because of the limitations of the approach most never will. This falls under the category of a "pipe dream." It's easy to get the impression that because Gartner learns about these initiatives from senior executives within the buying companies, Gartner tends to take their word for it that most of these initiatives will succeed, when in fact a higher percentage may fail. This dynamic applies equally on both the buyer and the vendor side, as Gartner will frequently get on-board with a new technology initiative before a vendor and before that initiative has had the time to prove itself. For instance, in my field Gartner has been a major proponent of something called SAP HANA. However, while the volume of the talk about Hana has been turned up for several years, I have yet to see its effect on any of my projects. I do not want to digress, as this is a separate and technical topic, but SAP HANA is really just something SAP should be doing anyway without a massive marketing offensive. It is simply a way to leverage evolving hardware and database technologies, and is really no big deal. In fact, I am surprised SAP and other vendors had not provided these options years earlier, as I began leveraging them myself on my own hardware several years ago. As I have stated previously, very little innovation happens at large software vendors. Small vendors put in the R&D and take the risk, and the large vendors copy the technology and crank up the marketing volume. When you control your customer base and have relationships with large consulting companies that recommend your product no matter its utility to their clients, innovation is simply not necessary. This is discussed in detail in the article SAP's Negative Innovation. I have witnessed several innovations that no IT analyst firm has written anything about (one of which I covered in the book Supply Chain Forecasting Software). After a large firm has copied the technology, I assume I will read about how great it is in a Gartner report, maybe five years from now. In any case Gartner jumped on the Hana bandwagon while it was simply an experimental product.
If HANA were released from a smaller vendor, it is highly unlikely that it would have been promoted by Gartner. As I hope the example above demonstrates, Gartner is well known for its Hype Cycle analysis, but Gartner itself will help drive a Hype Cycle to the "Peak of Inflated Expectations" (using Gartner's own Hype Cycle terminology). Often they are more swayed by how much "sense" a vendor's explanation seems to be over how it actually works in practice. Unfortunately, a lot of things seem like a good idea or seem to make sense but don't necessarily take flight. For example, SaaS was supposed to be the next great thing, but its adoption has been slow. Hypothetically, Gartner's frequent interaction with buyers should enable them to keep from doing this. However, my research into their past reports indicate that this is a consistent theme of Gartner despite their access to buyers that would allow them to validate vendors' statements. Therefore, Gartner's reports should be adjusted and deferred. Whatever Gartner is predicting, it almost certainly will not happen as quickly as predicted. It should be understood that while many buyers may be moving in a particular direction, many will not be successful. Many initiatives are simply trends, and when they peter out, they are renamed. In my area, there is an initiative referred to as "lean," a rebranding of many identical initiatives of JIT (just in time), which mostly flamed out back in the 1980s. Lean is already running its course, and after it is not longer sellable, the consultants will come up with a new name for the same philosophies. There are now roughly half a million books on "lean," but the actual impact on inventory management?
The benefit to consulting revenues of consultancies promoting lean concepts? Priceless. Likewise, vendors frequently bring out new ideas and products, but most of these developments tend to be transitory and some are really just rebranding of old concepts by sales and marketing. Secondly, beyond time-phasing Gartner's predictions, many of their projections will never come to pass. When reviewing Gartner's past predictions, I found this repeatedly. Gartner's Hype Cycle proposes a consistent and eventual movement of technologies to the "Plateau of Productivity." However, some technologies or ideas are never implemented broadly and many disappear all together.
When No Magic Quadrant Exists
One of the biggest obstacles that a buyer or analyst can face is when there is no Magic Quadrant for the software category of interest. When Gartner decides to create a Magic Quadrant for a group of products or a software suite, it is impossible for a company that only makes a single product to compete in that type of analysis. Secondly, it is generally inadvisable for a buyer to implement multiple products from one suite. Doing this means using a vendor's weak products along with its stronger products, and in fact is the primary way that bad products are able to get sold. Without a connection to an ERP system, or as part of a suite, it is much more difficult for a bad product to get purchased. Also, once the analysis moves to the suite level, the business tends to get the short end of the stick, because at that point it simply becomes more about integration, and the functionality becomes an afterthought. Nevertheless, software suites has been a common approach to IT implementation for several decades. While the concept was that there would be fewer integration issues if software suites were implemented, this approach has not meant the reduction in integration costs that were promised by ERP systems. This is explained in the book, The Real Story Behind ERP: Separating Fact from Fiction. Furthermore, this has meant that the business does not get the software it needs. Software selection based on software suites does not emphasize each application, but instead emphasizes the suite. As explained in this quote from Christopher Koch of CIO Magazine, software suites themselves are mechanisms that reduce the competition a vendor must face.
"Indeed, integration standards interfere with ERP vendors' traditional ways of gaining and keeping customers and market share. Before the Web came along, your integration strategy was simple: Buy as many pre integrated applications from a single vendor as possible. That worked for you, and it worked extremely well for the vendor; integrated application suites fetched a high price and required long- term maintenance and support contracts that promised a steady, predictable stream of revenue from customers." —ABCs of ERP
I have now seen many poor-performing applications implemented and a great deal of frustration on the part of business users and managers who were not delivered applications that ever had a chance of meeting their requirements. Such high-level Magic Quadrants are not useful to a company that is selecting an application that is a subcategory of that Magic Quadrant. If a company is looking to select one or multiple products from a suite, it's difficult to see how a high-level Magic Quadrant of this type can be adjusted. Some detail about specific applications can be provided in the vendor description section, but this is simply not enough detail to support an informed decision. At this point, the Gartner analyst must be contacted, and there is little value that can be received from the Magic Quadrant by itself.
Adjusting for Functionality and Maintainability
Gartner employs analysts with a strong tendency to look at the bigger (biggest?) possible picture. Gartner looks at so many factors outside of how good the application actually is and how maintainable the solution is, that these most important factors are under-emphasized. Corporate buyers should strive to obtain the software that closely matches their business requirements and has the very best functionality. Gartner essentially tells buyers that the application is really just one component to the decision, but the problem is that Gartner has too many factors pulling their ratings away from practical software implementation criteria. This can be addressed by checking reference accounts and by asking the Gartner analyst how the various vendors performed on the surveys for functionality and maintainability.
Disregarding Gartner's Deeper Technology Insights and Predictions
In their reports, Gartner will sometimes make technology projections or try to describe the technology. I have found quite a few of these statements to be unreliable. Gartner shows no evidence of being predictive; there is no reason to pay attention to their predictions.7 Furthermore, Gartner's technology prediction opinions have been lampooned in numerous articles on the Internet, by authors who are experts in that particular category of technology. A number of the technology predictions I have read seem to have been designed to create a splash, rather than to stand the test of time. One that definitely sticks out as ludicrous was the prediction by Gartner that the Windows Phone would become the second most popular smartphone platform between 2012 and 2015 and account for 19.5% market share. 2015 is not yet upon us, but the Windows Phone has only 3.2% market share. Another example is taken from their prediction on SaaS, which is a quotation I also used in Chapter 2.
"'Up until now, the unique nature of the software market has meant that buyers had very little negotiating power after the initial purchase of a software license,' Gartner Vice President William Snyder said in a research note. 'We expect those dynamics to change considerably over the next 5 to 10 years, giving CIOs and software procurement officers more bargaining power while potentially reducing software vendor profit margins.'"
"Gartner also predicts that a fourth of all new business software will be delivered by software as a service by 2011."
Software costs have not significantly declined as predicted by Gartner. Gartner also overshot their second prediction that a fourth of all software would be delivered as SaaS by 2011. As of 2012, software delivered by SaaS represents only 4% of total software sales. Granted, SaaS software is less expensive than on-premises software, so the number of seats served is no doubt higher than its sales percentage. But it's difficult to see how the delivery of SaaS as a percentage of all enterprise software would be anywhere close to the 25% value of software delivery estimated by Gartner. Was this bad analysis on the part of Gartner? Based upon the enormous advantages that SaaS has in terms of cost and time to deploy, as well as the efficiency of central administration by the vendor, I believe Gartner's projections were reasonable at the time. However, what many people who predicted a faster growth failed to consider were issues ranging from security concerns to the lower customizability of SaaS solutions, as well as the perception of integration issues that prevented SaaS from taking off as initially expected. The fact of the matter is that technology prediction is a difficult business. However, Gartner is not correct enough of the time for it to be taken seriously. Gartner has not demonstrated any special aptitude for technology prediction. On the other hand, if your client base does not notice Gartner's prediction track record, and if the bold predictions make for good marketing copy, then I suppose there is no reason to stop. For those looking for technology predictions, Forrester has a better reputation for being right more often than Gartner. Gartner does not account for price in their rankings. Instead they compare all products as if they are in the same cost category. This approach creates a bias toward more expensive products. In addition, because Gartner's methodology ranks larger vendors higher, Gartner's recommendation tend to push buyers to higher-priced products and products that result in higher consulting costs. (Larger vendors tend to have both higher acquisition costs and higher consulting costs.) Therefore, it makes the most sense to adjust Gartner's ratings for price. Unfortunately, this is not an easy task. There are few software vendors like Arena Solutions and Demand Works that post the cost of their software on their websites. In fact, in many years working in the field of software implementation, I am rarely informed of the actual costs of the software being installed. Many vendors are cagey about their price; among a host of factors, the price depends upon the number of seats and how much the software vendor wants the account. Determining the actual costs is time-consuming and requires a significant amount of interaction with the software vendor so they can "understand their requirements." Gartner is perfectly positioned to provide some type of rough approximation of the cost of the software, which could allow buyers to put some vendors out of their cost range. They are also well-positioned to estimate the consulting/implementation and maintenance costs of the different vendors per software category. However, if a company does not want to use a Gartner analyst to answer these questions, the company can adjust for Gartner's large vendor bias (and by extension their bias toward expensive solutions bias). They can push a smaller vendor up in consideration in order to account for lower cost and better value, if of course the vendor has other compelling factors. This leads to the next area of adjustment.
Adjusting for the Buying Company's Size
Gartner's bias toward larger vendors is related partially to Gartner's belief that companies prefer (or should prefer) to buy from the largest vendors. However, while larger buyers may prefer to purchase from larger vendors, it is less true of smaller buyers. Of course, Gartner's largest customers are the biggest companies in the world. I do not know if smaller buyers would prefer buying from larger buyers if they could afford to do so, but the fact is that smaller buyers often can't. Generally small innovative vendors offer point solutions, have small deal sizes, and sell to small buyers. As the vendor grows, it is able to increase the size of buyers to which it sells. Therefore, Gartner's ratings fit the preferences (and checkbook) of large buyers far more than they do for smaller companies. Experience over time will let the smaller buyer know who they can afford to buy from, so for smaller buyers it is a simple matter to remove all or the majority of the largest vendors from their list and to focus on the other vendors.
While Gartner publishes reports, companies that buy subscriptions receive only a small percentage of their research. In order to maximize their revenues they prefer to deliver more information by having clients consult with analysts. The downslide to this of course is that consulting is more expensive. This chapter is designed to prepare buyers to work in a more cost effective manner with Gartner. One should consider the research produced by Gartner as a "starter kit" to start the ball rolling for more analysis, contracting with Gartner for more analyst services, etc. Gartner's research can be adjusted by adjusting downward the rankings for the larger vendors, as they are inflated. Secondly, as an implementer myself, Gartner's research often makes me uncomfortable because it is at such a high level. In the software categories that are my areas of expertise, the analyst writing the report clearly does not have enough hands-on experience to explain the reality of the implementation issues that will be faced during the implementation, and a consultation with the analyst is not going to change their knowledge level. Gartner does a nice job of using surveys to uncover implementation challenges faced by clients with different software, but even still, this does not adequately find its way back into the Magic Quadrant ratings as my example of the highly problematic SAP BW product should demonstrate. This chapter explained how to add more reality into the software selection process, and I consider this to be one of the most important parts of software selection. Adjusting down the predicted rate of change is necessary because Gartner tends to overestimate this in their analysis. Initiatives are frequently announced with great fanfare, but most of them fail to find any purchase within organizations. Executives both overestimate the degree of innovation occurring within their own companies, and are naturally persuasive individuals, which is a major reason they have the positions that they do. Gartner often appears to be drinking the Kool-Aid, which is served by the buyers they interview. However, there is an optimism bias as the executives will always be confident of new initiatives within the company. Gartner's Kool-Aid drinking extends to vendors as well, particularly large vendors. Another area that must be adjusted is functionality and maintainability. Gartner underestimates the importance of both of these dimensions of software implementation.
The functionality is critical to the ROI and probability of success of the implementation. Because Gartner underemphasizes functionality, it has the consequence of promoting the purchase of riskier applications. In terms of maintainability, Gartner had clear evidence of the maintenance problems with SAP BW, yet they continued to list SAP in the leader quadrant. Certainly, the fact that SAP is the largest business intelligence software vendor makes them a "leader" in terms of their market share—and this is of course quite important to investors. However, it's unclear how simply having a large market share helps an application be maintained by a buyer. If the lowest quality offering, an application with very significant implementation and maintainability issues can be listed in the Leader quadrant, then Gartner's Magic Quadrant must be adjusted by buyers because these dimensions are of more importance to the buyer than they are being weighted by Gartner. The price of applications, therefore, must be adjusted by buyers. Gartner does not rate either the actual application cost, nor the TCO in the Magic Quadrant, so the most expensive solutions are placed on equal footing with the least expensive. However, the price is important to buyers and therefore, looking at a Magic Quadrant without adding price into the equation would not make much sense.
Software Selection Book
Enterprise Software Selection: How to Pinpoint the Perfect Software Solution Using Multiple Sources of Information
What the Book Covers
Essential reading for success in your next software selection and implementation.
Software selection is the most important task in a software implementation project, as it is your best (if not only) opportunity to make sure that the right software—the software that matches the business requirements—is being implemented. Choosing the software that is the best fit clears the way for a successful implementation, yet software selection is often fraught with issues and many companies do not end up with the best software for their needs. However, the process can be greatly simplified by addressing the information sources that influence software selection. This book can be used for any enterprise software selection, including ERP software selection.
This book is a how-to guide for improving the software selection process and is formulated around the idea that—much like purchasing decisions for consumer products—the end user and those with the domain expertise must be included. In addition to providing hints for refining the software selection process, this book delves into the often-overlooked topic of how consulting and IT analyst firms influence the purchasing decision, and gives the reader an insider's understanding of the enterprise software market.
This book is connected to several other SCM Focus Press books including Enterprise Software TCO and The Real Story Behind ERP.
By reading this book you will:
- Learn how to apply a scientific approach to the software selection process.
- Interpret vendor-supplied information to your best advantage. This is generally left out of books on software selection. However, consulting companies and IT analysts like Gartner have very specific biases. Gartner is paid directly by software vendors — a fact they make every attempt not to disclose while consulting companies only recommend software for vendors that give them the consulting business. Consulting companies all have an enormous financial bias that prevents them from offering honest advice — and this is part of their business model.
- Understand what motivates a software vendor.
- Learn how the institutional structure and biases of consulting firms affect the advice they give you, and understand how to properly interpret information from consulting companies.
- Make vendor demos work to your benefit.
- Know the right questions to ask on topics such as integration with existing software, cloud versus on-premise vendors, and client references.
- Differentiate what is important to know about software for improved "implement-ability" versus what the vendor thinks is important for improved "sell-ability."
- Better manage your software selection projects to ensure smoother implementations.
Buy Now
- Chapter 1: Introduction to Software Selection
- Chapter 2: Understanding the Enterprise Software Market
- Chapter 3: Software Sell-ability versus Implement-ability
- Chapter 4: How to Use Consulting Advice on Software Selection
- Chapter 5: How to Use the Reports of Analyst Firms Like Gartner
- Chapter 6: How to Use Information Provided by Vendors
- Chapter 7: How to Manage the Software Selection Process


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On the first anniversary of the appointment of former FBI Director Robert Mueller to investigate potential ties between the Trump campaign and Russia, President Trump reiterated on Twitter this morning that there was "no collusion" and called the investigation the "greatest witch hunt in American history."
Congratulations America, we are now into the second year of the greatest Witch Hunt in American History...and there is still No Collusion and No Obstruction. The only Collusion was that done by Democrats who were unable to win an Election despite the spending of far more money!— Donald J. Trump (@realDonaldTrump) May 17, 2018
In his 1987 book "The Art of the Deal," then-businessman Trump made a point to say that exaggerating reality -- what he called "truthful hyperbole" -- was a "very effective form of promotion."
That must be what the president is up to today because the actual greatest witch hunt in American history, the Salem Witch Trials in 1692, led to the deaths of more than 20 people.
According to The Smithsonian magazine, the trouble in Salem, Massachusetts began in January 1692 when two young daughters of the local reverend, Samuel Parris, began having "fits." As the Smithsonian describes it, the 9- and 11-year-old girls "screamed, threw things, utter peculiar sounds and contorted themselves into strange positions."
Soon after, another town girl experienced similar fits and, when asked to explain themselves, the girls blamed three women for afflicting them with... something. After days of questioning, two of the women maintained their innocence, but the third, a Caribbean slave, said that the Devil came to her and "bid [her] serve him."
That was enough to send the village into a frenzy. In May an older woman "known for her gossipy habits and promiscuity" was accused, tried, found guilty and, the next month, hanged for purported sorcery-related crimes. Five more people were hanged in July, five more in August and eight in September -- some based on testimony based on dreams and visions.
Only after his own wife was questioned, Governor William Phipps prohibited further arrests. But by then, in addition to the 19 hanged, an old man had been crushed to death under heavy stones and several others had died in prison. Two dogs were also put to death for their alleged connection to nefarious supernatural occurrences.
Read More: The Witches of Salem (The New Yorker)
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Thursday, November 13, 2008
Stuffed Mushrooms
I made some stuffed mushrooms to go with our steak last night.
And I'll even share the recipe
6 Large field mushrooms
Diced bacon (2-3 rashes)
1 tbs olive oil
couple of splashes of white wine (2 tbs roughly )
1 clove of garlic
1 tbs breadcrumbs
2-3 tbs Parmesan cheese
1/2 mixed herbs
2-3 spring onions
Remove the stems from mushrooms and chop them up.
Add all the other ingredient's and mix well, mixture should hold together but not wet.
Place mixture into mushrooms and then bake for around 45 minutes.
Have this as a side with meat of your choice and baby potatoes. Or even try steak salad and mushrooms.
2 comments:
- Christy said...
Mmm, this looks so good!
- December 03, 2008 3:38 PM
- Gill - That British Woman said...
just popped by to say and hope everything is alright?
I am mentioning your blog on my blog on Friday(9th)
Gill in Canada
- January 07, 2009 5:31 AM
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