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Coaching by gaming : an instructor perspective of game-based vocational training
Sammanfattning: Military organisations have a long history of using games for training. Over the years, they have developed training practices involving role-play, simulations, puckstering and gaming. Most researchers in serious games, i.e. games used for non-entertainment purposes, focus their studies on the learners. This licentiate thesis, instead, takes a closer look on the roles of instructors in game-based training situations, specifically at the Swedish Land Warfare Centre. Through a mix of theoretical and empirical studies, training practices were scrutinised, resulting in a framework for gamebased vocational training. A key element of this framework is the coaching by gaming perspective in which instructors give un-intrusive, formative feedback through role-play and gameplay. Another important aspect of the framework involves dynamic debriefing. These insights points to specific needs for system support for instructors involved in game-based training. They also emphasise the fact that serious gaming is a highly contextualised activity made up of more than the game and the players
HÄR KAN DU HÄMTA AVHANDLINGEN I FULLTEXT. (följ länken till nästa sida)


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Diocese of Arundel and Brighton Admissions Guidance
The Diocesan Guidance on Admissions is a comprehensive document. It first outlines the changes made in the 2012 Admissions Code and 2012 Admission Appeals Code. The Diocesan Guidance should be read in conjunction with those DfE Codes as the Guidance does not replace that given in the Admissions and Admission Appeal Codes and associated Regulations but supplements them.
The Diocesan Guidance on Admissions outlines the respective roles in the Admissions process of the Diocese, Governors, the Headteacher, the Priest and of Parents/Carers. It also offers wide-ranging guidance particularly for governing bodies (as the admission authority of each Catholic school), but also for priests and parents/carers. It also offers model policies/procedures and model supplementary information forms.

subset: commoncrawl


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Rebrand For a New You!
Southwest, Gordon Food Service Store and Pizza Hut all rebranded in 2014, each for their own reasons. Let's take a look at what makes a good reason for change.
Southwest®'s new brand has a clever three-colored heart and bolder colors. Rebranding came about because of their new international flights, their purchase of AirTran and the fact that Dallas' travel restrictions are being lifted, giving them more opportunities. Forbes criticized the move saying it's too soon, and Southwest should have waiting until their performance matches their new excitement. "Southwest became a great brand by adopting a fun, low-cost, friendly brand position. These days it doesn't seem to be any of these." Forbes 9/17/2014
Gordon® Food Service introduced a new logo, tagline and name, saying in a press release this is "part of the evolution of our corporate brand." They took away the GFS acronym, and are leading with the name Gordon as a way to emphasize they are a family business. We like their new tagline: Always at Your Table. They sent a postcard to customers and created a landing page to fully explain the story.
The new Pizza Hut® features ten new crust flavors, six new sauces, five new toppings, and four new flavor-pack drizzles. You can choose from "over 2 billion combinations of pizza." All of those changes demanded a new look!
January is a time for reassessments, and the New Year turns our attention to what we can do better. Has your company gone through changes that would make it a good candidate for rebranding?
A brand is so much more than a logo.
Your logo expresses the essence of your brand, and it should be meaningful and powerful. Most of the time companies rebrand to build lost market share. You should rebrand when:
- You are not telling your full brand story. You've grown and evolved since the original identity was created, and you need to communicate the new direction.
- Your audience has changed, and their needs have changed. Some brands need to change in order to stay relevant to new generations.
- Competition forces you to set yourself apart in a more meaningful way. Companies use rebranding as a way to make people take a fresh look at themselves.
- Your current identity has been damaged. Your reputation may have been hurt by bankruptcy or some other kind of crisis. Some use rebranding to hide malpractices of the past.
RadioShack®'s and Hershey's Rebrand Were Total Failures.
Radio Shack switched its name to The Shack, but didn't change the product or philosophy along with it. The lesson is to make sure you have a good reason to rebrand.
Hershey wanted to create a "fresh and modern interpretation of the beloved Kisses icon." The company replaced a photograph of a silver Hershey's Kiss with an animated, solid brown version. Sadly, the new Kisses looks just a bit too similar to a certain online emoticon, often used on social media to depict feces.
Why does rebranding fail?
- There is a lack of true change. Just changing the name will disappointcustomers who will be looking for a good reason to give you a try.
- If you rebrand based on an aspiration, you may be biting off more than you can manage. Keep the change reasonable and attainable.
- Your brand statement is not plainly stated. Vague brand positioning or one that is hard for customers to understand will cause problems. State your claim clearly and deliver on that promise.
- The entire staff must all be on the same page and know what is expected at every touch point. A brand is something you do. The CEO must lead and be an example. If the charge doesn't start at the top, the effort will fail.
Final tips
It's vital to estimate the cost of rebranding before you get started. Larger companies will have a large list including a multitude of signage. Smaller companies are more flexible and will use rebranding as a growth maneuver. Both will need to change mission statements and create a marketing plan for the roll out. A name change will require papers submitted to the secretary of state. This great infographic from Entrepreneur Magazine has more examples.
VIA Case Studies
Simple and clean, inspiring and inviting, the new logo represents the IBT's merge to the Classical Arts Centre.
By using strong graphics and a bold typeface the updated Smith Animal logo will stay relevant for generations.
Capstone's updated logo and name combines the original typeface with a vivid color scheme and more. Adding "Design and Renovation" expresses more clearly who they are.
Buzz Packaging needed an identity. They relied on an inconsistent typeface. The new look is bold, defining, and impactful.
Contact VIA if you'd like a free consultation about rebranding your company.


text: Dreadful Death with straps Long black coat is best stylish coat. Dreadful Death cote is made of skin friendly cotton and features the straps closing details on front. Dreadful coat straps are with pressure buttons to hold strongly. This coat have matching details on shoulders, back and sleeve endings. Dreadful coat is suitable for both spring and autumn transitions, as well as breezy summer days. Its lining is made of light weight and soft polyester. It is available in all standard and special sizes.


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( 8.2V) zener is 8. 2 0.046 = ~0.38W, so we are well
within the 1W limit. The transformer voltage dropped to
about 14V (AC) while the strikers are activated, so now
we have ( 14. 5 Ö2) - 8. 2 - 0.7 = 11.6V at the 10 µF
capacitor. Zener current (1N4732A) is now ( 11. 6 - 4. 7) /
220 = 31 mA. That's enough.
The resistors are 1/2W types, and similar power limit
calculations can be done for them. Please remember
these are all approximations since I am ignoring capacitor
ripple currents, as well as the fact that the power
transformer 16V output drops a fair bit when loaded. The
objective is to verify that we have reasonable "swing"
room in the various sections of the circuit, so it will work
as designed. The PIC
There are always several ways to make something
work, and probably the easiest way to detect a button
push is to run a scan routine. I decided to use the PIC
sleep capability, so I needed an interrupt routine to wake
the PIC when a button was pushed. I used the external
interrupt on change pin. It can be programmed to trigger
on the negative or positive going transition.
Since the pin is held high by the 9.1K resistor and
pulled low by the optocoupler, I needed to look for the
positive to negative transition. Since I have two individual
buttons and only one INT pin, I needed to combine these
signals into one, but keep them separate at the same time.
I therefore used an AND gate.
The 74LS08N is a quad AND gate; I used only one
section (inputs of the unused sections are pulled high).
The AND gate will have a high output as long as both
inputs are high. Now when a button is pushed, INT goes
low, interrupt is set, PIC wakes, looks which button has
gone low, and plays the correct tune. When done, the
interrupt is cleared, and the PIC returns to sleep. Circuit Board
This is a one-off project, so nothing too fancy here.
The most important thing is probably the switch mode
power supply. If building on proto boards, try to keep
connections as close as possible to the regulator, since
long connections can introduce undesirable oscillations.
I do not anticipate that many readers will be building
one of these, but if you do have a similar chime, they are
worth preserving. With that in mind, circuit construction
was done on a simple dot type proto board (Figures 7
and 8). Once the extraneous parts were removed from the
chime, there was lots of space for the new board. I
mounted it on four brass stand-offs.
May 2017 33
FIGURE 6. Full circuit diagram.
Click to subscribe to this magazine


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- It's the birth date of Pamela Bianco (1906–1994) Flora.
- In 1857 Queen Victoria of the United Kingdom chooses Ottawa, Ontario, as the capital of Canada. Read Angel Square by Brian Doyle.
- Let there be light! In 1879 Thomas Edison demonstrates incandescent lighting to the public for the first time. Read Edison's Gold by Geoff Watson.
- In 1891 a new immigration depot is opened on Ellis Island, New York. Read If Your Name was Changed at Ellis Island by Ellen Levine, illustrated by Wayne Parmenter, and The Memory Coat by Elvira Woodruff, illustrated by Michael Dooling.
- And, it's New Year's Eve!
On December 31, 1999, the Prime Minister of England, Tony Blair, formally opened what was then the tallest Ferris wheel in the world, the London Eye. On the banks of the River Thames, this major landmark and tourist attraction has provided a panoramic view of the city for around 3.5 million riders each year.
In 2008 the London Eye served as the focus, and part of the subject matter, for one of the best new mysteries published for fifth through¬Ýeighth graders, The London Eye Mystery by Siobhan Dowd. Readers learn a great deal about this structure from the narrator, Ted, who excels in retaining statistics because he has Asperser'Äôs Syndrome. When Ted'Äôs cousin Salim, who he has not seen for years, comes to visit London, the two head out with Ted'Äôs sister Kat to take a ride. But things don'Äôt quite turn out as Ted has hoped. Given a ticket by a stranger, Salim boards the Ferris wheel alone, and then he simply vanishes. While the adults in the story remain clueless, Ted and Kat set out to solve the mystery of what happened to their cousin.
Ted has unusually focused powers of observation and works on one theory after another about what actually happened. Soon he and Kat begin enlarging photographs from the scene of the crime, finding and shadowing the mysterious stranger who gave Salim his ticket, and then calling the police with discoveries. Since the adults in his life have long stopped listening to Ted's long explanations, they fail to notice that he, in fact, has been making the only progress on the case. Just like Sherlock Holmes and Watson, the brother and sister duo solve the mystery—and then they realize they must save their cousin's life. This book is one of the few mysteries I know that makes even better reading the second time around as you watch the author lay down all the clues.
A page-turner that educates about London and its neighborhoods; a book that explores Asperger's Syndrome and brings you into the mind of someone with this disorder; and a very funny commentary on family life and family dynamics, The London Eye Mystery has been a favorite of both adults and children since it appeared. On this day when the London Eye was opened, read The London Eye Mystery—and get taken for your own wonderful ride.
Here's a passage from The London Eye Mystery:
On a clear day you can see for twenty-five miles in all directions because you are in the largest observation wheel ever built. You are sealed into one of the thirty-two capsules with the strangers who were next to you in the queue, and when they close the doors, the sound of the city is cut off. You begin to rise. The capsules are made of glass and steel and are hung from the rim of the wheel. As the wheel turns, the capsules use the force of gravity to stay upright. It takes thirty minutes to go a full circle.
Originally posted December 31, 2010. Updated for .


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Sometimes, you have to pull back. You need to stop talking and listen. You need to stop producing (and consuming), and just be. And many times, you need to process things on your own and not post it all over Facebook, Twitter, or your blog. This, I have found to be especially true in the Season I have been in since winter.
My last post I shared I was angry, and then I went AWOL—at least from my blog. I let my heart process. I let myself be angry, and in many areas I allowed myself to let go. I also realized that I was trying to use this blog as a means to replace a job that I once felt was woven into the very fabric of my being. So I stepped back, and felt for the first time in my life, what it is to not have a "role," and not have "giving" or "striving" be my identity. I have felt free from the lie our culture tells us that our profession/paycheck is our identity and our worth, all wrapped up in one. And I am slowly seeing:
I am more than what I do for a living, and so are you. We all are.
In all of this time "off," I have felt much of my anger dissipate and forgiveness take root. It has taken a lot of prayer, some grieving, and some painstaking letting go. And, if I am completely honest, I am not "cured." Some things, when remembered, still bring a boiling anger to the surface—but it is much more short-lived, and much more easily handed over again in prayer.
I return to you today, because I want to share an observation from my journey with anger. It all centers on one of those questions that I just haven't been able to let go. One of my main frustrations and questions for God during this season has been "why?" Why did He allow me to be in a place where I was mistreated and not SEEN for who I really am? (Why did I allow myself to be mistreated?) I have asked this over and over again.
Then, today, as I sat in a Starbucks (I joke that it is my new office), with a former student, telling her the crazy story about how I was hired at the job that brought me to Pennsylvania, introduced me to some of the most special students/people I have ever known, and was also the place of some of my greatest pain (and some of my anger), I realized something HUGE.
It was all for GOOD.
There was a lot of good that came out of the past nine years—more good than the bad, more good than pain. When you come to the end of all of your anger and lack of understanding the past, and you see more good than bad, there is a lot of peace. When you look back and realize that even in the places of pain, God was sowing good, you can't help but stand in awe. It doesn't undo what has been done, nor repair all of the relationships that have been frayed, but it does make the journey worth it. It does make you stand in that place in your heart where you have been thrashing around and crying "why?" and instead, begin to lift your hands and voice in worship.
When you journey with God through your anger, rather than allowing it to rot into bitterness, it is amazing what He shows you. It is amazing the gifts he gives, even when we are still struggling to unclench our fists. He shows up, even when we don't want to. He guides us through the anger, even in the moments where we don't want to deal with it. And if we are patient (with ourselves), He brings us through to places of healing.
As I said, I am not finished with this journey and there are still unresolved questions. But today I feel like one of them was answered. Today, I feel His peace.


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No products
Motet for SATTB with plainsong.
Availability date:
Motet for Easter Day. Sources are from Christ Church Oxford, MSS 979-88.
Note values have been halved and the music transposed up a tone. The original clefs are g2, c2, c4, c4, f4. Barlines, small and bracketed accidentals are editorial. Small accidentals are used to show reduced or extended validity of source accidentals, and musica ficta. Bracketed accidentals are cautionary.
The plainsong is taken from the Sarum Missal, as are the repeat indications. The text is associated with Easter Day.


text:
The Florida Bankers Association is governed by banking professionals who volunteer to serve our industry. Our volunteers represent all geographic regions of the state and banks of all sizes. Volunteers are tasked with evaluating the economic, political, regulatory and educational needs of our industry and developing positions, products, services and programs to respond to those needs.
FBA Board of Directors | FBEF Board of Directors | BancServ, Inc. Board of Directors
Trust Executive Committee | Trust Education Committee | Trust Legislative Committee
Government Relations Council | BankPac Committee


text:
Take in the sites of London, or the calm peacefulness of River Lee Country Park and our other open spaces near Lee Valley Camping and Caravan Park.
Book your short break today
Relax in our cabins and cocoons
Try something different with a round of FootGolf
There's plenty to keep you busy at Lee Valley Camping and Caravan Park with sporting and visitor attractions nearby and open spaces from FootGolf to bike rides. Check out our things to do page for more ideas on what else you can see and do!
Add accommodation, places to go or events in the Lee Valley to an itinerary.
Register for free or
Meridian Way
020 8803 6900
Note: Due to the nature of some languages, the layout of the webpage may change.


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Fallout 4 Hoax Creator Explains His Motivation
Like it or not, DCHoaxer had the majority of the internet anticipating a Fallout 4 reveal with his TheSurvivor2299 teaser site. Thanks to the wonder of the Reddit AMA, that same internet was able to shout obscenities at the prick this weekend, as well as get some form of explanation.
So why in the name of Dog/God would anyone do this? The Survivor turns out to be a 56 page script that he's written as an intended DLC for Fallout: New Vegas. He used the hoax in hopes of getting his DLC made for the game... because we know that's the best way to make fans.
DCHoaxer claims to have spent $900 on the hoax and there's even a CG trailer coming for his proposed DLC. He also claims that there are still 87 sub pages on thesurvivor2299 that nobody has found yet. The original countdown to 12/11/13 was intended to end with this trailer, but was ended early after Bethesda contacted him. DCHoaxer wouldn't say what Bethesda actually discussed with him... but it was most likely a legal threat.
He also tries to justify his actions as "forcing Bethesda into revealing Fallout 4 at VGX"... but we all saw how well that worked. His actions have also gained him no less than 14 death threats.
I know I was personally fooled by the hoax. I think fans as a whole will now be much more skeptical towards any viral marketing teaser sites for games. He was bold enough to post an email address in the AMA, so start hiring those wasteland bounty hunters now. Also... The Tunnel Snakes do indeed rule.
Source reddit.com
Steve LawtonDecember 10, 2013, 9:49 pmColumnistIt's crazy to me that he seems to be strong handing Bethesda into making DLC. When has attempting to force someone to do something ever worked?
That's like saying you had sex with you high school crush (when you didn't) in the hopes of dating her in the future. I wonder what goes through peoples minds sometimes.
Also; super sad this was a hoax.
Big Chief 1December 9, 2013, 9:42 pmFeatured CorrespondentI'm super sad that this was all a hoax.


text: Donate now to iGNITE! and help your children have a fun filled year of enrichment opportunities! The suggested donation of $125.00 per child (tax deductible) enables iGNITE the opportunity to bring in speakers, scientist, and programs along with taking children on field trips. In addition, this pays for our amazing crossing guards that keep your kids safe and secure! We ask that you donate early so we can begin these programs at the beginning of the year! Find out more and thank you in advance for your donation!


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January at the Milton Tennis Club
Anyone want to go skating? The Milton Tennis Club is awaiting Spring. Our back five courts are sheltered this winter and the front three (pictured here) will be under construction ASAP. 2019 will eventually bring us eight brand new courts to enjoy. Think warm thoughts and see you in May!


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Peter Principle
Peter Principle: A 'Bad Boss' Early Warning System?
How can you spot a boss who may turn out to be bad? Can the 'Peter Principle' be used as a bad boss early warning system? We think so. Here we discuss some of Laurence Peter's excellent insights, based on his famous 'Peter Principle' – that people tend to be promoted until they reach a job which they can't really manage.
We explore the subtle techniques poor managers sometimes adopt to substitute other activities for the work they should be doing. Spotting these techniques is perhaps the first step in dealing with poor management.
Difficulties at work can arise from a wide range of factors, but what if the problem is specifically poor management? Sometimes poor managers disguise their lack of ability with agression, defensiveness, aloofness, negativity or an authoritarian approach. Such managers can seen as difficult to get on with. Professor Bob Sutton refers to the dangers such managers can pose to organizations in his excellent book The No Asshole Rule. Poor as this management approach may be, at least it has the benefit of being relatively easy to spot! We've addressed ways to deal with this type of management in articles such as: Manage Your Boss and The Value of a Good Manager.
Far too often though, poor management comes in a more affable guise. How many of us have nice, easy-going but essentially ineffective managers?
A basic tenet of the Happy Manager is that we endorse a humanist approach to management. Look after your colleagues and they will look after your customers and your organization. However it's still important that managers are effective. There is no point being nice if organizational objectives are not being met and jobs are risk.
It may be too easy to promote people because of their personality or their ability to 'get along' – with others or with systems. The problem is that all too often, these people are just no good at what they're promoted to do: they can't manage. They may be ignorant of their behaviour and of its impact on the organization and its people. Worse, they may be aware of it and actively disguise it!
In the late 1960's, Laurence Peter and co-writer Raymond Hull powerfully captured this dilemma in their book "The Peter Principle". Their central argument became known as 'The Peter Principle'. In essence, this principle is summed up by their own words:
"In a hierarchy every employee tends to rise to his level of incompetence."
Although perhaps a little dated, their book still contains some useful insights. One implication of the Peter Principle should be of particular interest to all stakeholders in an organization. If eventually all employees reach a level of incompetence, who then is being effective and productive? Again, the clue comes in the authors' own words:
"work is accomplished by those employees who have not yet reached their level of incompetence."
This is a sobering thought then. Both for those people in any organization 'accomplishing' work, and for any responsible senior manager.
Peter Principle: 4 Early Warnings
What can be done about this? Especially if the incompetence is at a managerial level? The authors indicated that one of the most important aspects of the Peter Principle is the idea of unconscious incompetence. But understanding this type of managerial incompetence is only the first step. Once this is done, effective managers should then try to identify and deal with the sometimes subtle techniques adopted by poor managers to disguise their incompetence.
Unconscious Incompetence
One particular issue Peter describes relates to people who never realise they've reached their level of incompetence. How can that happen? How do you identify such people and what can you do about it?
"Many an employee never realizes that he has reached his level of incompetence. He keeps perpetually busy, never loses his expectation of further promotion, and so remains happy and healthy."
Fundamentally, such a manager practices the activity of substitution. They're inclined to replace the real work they are supposed to be doing with other activities or duties which they probably carry out to perfection. But they are not necessarily the correct activities for effective performance at their level. This is wasteful enough in any worker but has potentially catastrophic consequences if managers are unconsiously incompetent. The Peter Principle relates to several substitution approaches but here we focus on three in particular: perpetual preparation; side issue specialization; and image replacing substance. Whether deliberate or inadvertant, it is still critical to identify these activities and take action to deal with them.
Perpetual Preparation
Managers who mask their incompetence with substitution tend to argue that it's better to be safe than sorry. They busy themselves with endless preparatory activities. Watch out for a seemingly endless series of meetings, reports and reviews, all before any obvious action is taken. Are there several attempts to confirm the need for action? Perhaps in the hope that the need will eventually go away! If this need for action doesn't go away is the next step an over elaborate study of all possible alternative options, methods and outcomes? Is this further delayed by calls for expert consultation, or even referred responsibility?
Note that these activities may be appropriate in many circumstances. But when they are continually combined do they really indicate a clever smoke screen to avoid actually doing something or making a decision.
Side Issue Specialisation
A second technique is side issue specialisation. This is where incompetent managers substitute a zealous concern for something they can do, for what really needs to be done. Unable to do the task required, the incompetent manager finds plenty of other things about the organisation in which to immerse themselves. The motto is: look after the mole hills and the mountains will look after themselves.
This should not be confused with managing one's strengths. We are keen advocates of strengths-based management and agree with Peter Drucker when he says: "It takes far less energy to move from first-rate performance to excellence than it does to move from incompetence to mediocrity." However, where that strength does not add value to the organization, or where the incompetence is counter-productive, action needs to be taken. Neglecting important management tasks because it's easier to focus on the easiest will lead to low productivity, ineffectiveness and poor staff morale.
Image Replaces Substance
The third substitution technique discussed in the Peter Principle is that of replacing substance with image. This can be typified by managers who excel at being at the right places, attending the right meetings and meeting the right people. Effective networking is a key part of any management role, but this technique is more about being seen to be busy, rather than actually getting things done. Incompetent managers may place great emphasis on the perception of others. They can often be heard saying the right things or appearing to be taking action, but the reality is something far removed. A focus on image can be a very successful technique for hiding a lack of substance. And revealing that shallowness can take quite some time!
The Most Important Decision an Organization Makes
Managers do indeed make the difference – find out how
Though dated, the Peter Principle can still be a very useful tool. It can help to identify the subtle and clever techniques used by someone promoted beyond their competence. Being aware of these techniques can serve as an early warning system. It serves to highlight one of Peter Drucker's most pertinent arguments. That decisions about placing people are critical because they determine the performance capacity of the organisation. He therefore argues that :
"to keep misfits in a job they cannot do is not being kind: it is being cruel. But this is no reason to let the person go …… the proper course of action ….. is to offer the misfit a return to his old job or an equivalent."
All too often, particularly in hierarchical organizations, these decisions are not taken or managed. The consequences can be catastrophic. Drucker concludes that:
"people in organisations tend to behave as they see others being rewarded. When the rewards go to non-performance, to flattery or to mere cleverness, the organisation will soon descend into non-performance, flattery or cleverness."
Perhaps the final thought should be left with Laurence Peter, who re-counted a story attributed to the Duke of Wellington:
"Wellington, examining the roster of officers assigned to him for the 1810 campaign in Portugal, said, 'I only hope that when the enemy reads the list of their names, he trembles as I do."
Look out for "the Peter Principle" at work, the 4 issues discussed above may indeed be a helpful "Bad Boss early warning system!
If you found our discussion of the Peter Principle interesting, you might also like to look at: Time Management At Work: Is Busyness Killing Business?, for more tips on how to manage time-wasting at work. Alternatively our article on Boss Time Management provides some broader tips on how to work effectively with your boss.
If you want to read some more background to the "Peter Principle" you can find out more here.


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A Strange Story [viii]
Suttee in China
This Sheet of Paper
Footprints Here and There
Rather Interested in Railways
Striking Likenesses
A Strange Story [ix]
At Home in Russia
Pursuit of Cricket under Difficulties
Mr. H's Own Narrative
Fallen Leaves
Reprinted as 'Earth's Havings [Song]' in Book III of 'The Wanderer' in The Poems of Owen Meredith, 2 vols (Leipzig: Tauchnitz, 1869) I, pp. 120-121.
The Terrestrial Paradise
Operating for a Rise
1) Advertisement for the Continuation of 'A Strange Story'.
2) Advertisement for the Fourth Edition of Great Expectations.
3) Advertisement for the Fifth Volume of All the Year Round.
A Strange Story [x]
The Genii of the Lamps
Page 1 of 10
Dickens Journals Online


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Because of the way in which cloud providers charge for their services – by the capacity you provision, rather than the capacity you consume – being able to meet AWS budget plans should be straightforward. You calculate what capacity you will need, provision for that capacity and budget accordingly. However, it does not always work that way.
Existing resources are not always sufficient to complete projects on time, and additional resources may be required. However, in order to pay for additional deployments and still meet AWS budget plans, savings will need to be made elsewhere. This is the point at which development teams start looking at cost-cutting options.
Common AWS Cost-Cutting Options are Not the Answer
Among the most common AWS cost-cutting options suggested on the Internet is reconfiguring your deployments to place them into cheaper types, regions and pricing plans. Assuming you already did this when preparing your budget, it is unlikely not a lot of money can be saved by choosing this option and a more realistic option is to switch off non-production instances when they are not being used.
This can be achieved manually by instructing developers to switch off their development, staging and testing instances when they are not using them, or the process can be automated by reassigning developers to write scheduling scripts. Most people will acknowledge the manual process is not entirely reliable, and reassigning developers away from the core project can delay delivery of the project – the outcome you are trying to avoid by deploying more resources.
How Scheduling Software can Help Meet AWS Budget Plans
By comparison, scheduling software is reliable, inexpensive and quick to implement. It can be used to schedule on/off times for non-production instances – so you are only paying for them when you are using them – and can help no only meet AWS budget plans for the current project, but also assist with capacity and budget planning for future projects.
Scheduling software does this by conducting a discovery of your AWS resources via a permissions-limited IAM role. The software lists all your AWS resources on a single-view screen and indicates which are suitable for scheduling according to the names and tags assigned to them. System administrators can apply a series of preconfigured schedules to the recommended resources with the click of a mouse, or create and apply bespoke schedules depending on the business´s requirements.
Maximize Savings with "Always Parked" from ParkMyCloud
Based on a typical schedule in which development, testing and staging instances are automatically switched off before 8am in the morning and after 8pm in the evening and during weekends, scheduling software can save a business nearly 65% of the cost of deploying non-production instances on AWS. However, it is possible to reduce costs further by using ParkMyCloud´s "Always Parked" feature.
The "Always Parked" feature effectively switches off non-production instances permanently, but allows for the schedule to be interrupted using a snooze button. Whenever developers want access to the parked instances, they simply click on the snooze button. Then, when they have finished using the instances, the "Always Parked" feature reactivates automatically after a period of inactivity so that unused instances are not left running unnecessarily.
Try our "Always Parked" Feature and See How Much You Can Save
The "Always Parked" feature is an ideal solution for business that want to benefit from using scheduling software, but whose development teams work irregular hours or in irregular patterns. It can, when circumstances allow, be a significant factor in helping projects meet AWS budget plans, and – in order to best demonstrate ParkMyCloud´s cost-saving features – we are giving you the opportunity to try our scheduling software for free.
To take advantage of this opportunity, simply click on any "Try it Free" button on this page. You will be taken to a new landing page which asks you to enter a few details about yourself so we can send you details of the free trial. Alternatively, you are invited to contact us with any questions you have about ParkMyCloud, about how it can help cut AWS costs in a specific scenario, and about how it can help meet AWS budget plans and prepare you for future budget planning.


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Thankful Thursday is a weekly segment that I began 1/10/13—read why here.
I invite you to join me in practicing gratitude!
I invite you to join me in practicing gratitude!
So much to be thankful for: being in Montpellier, the lovely house in which I've been staying, all of the friendly people I've met so far, still having Damien as a close friend, the weather, my job, and so on and so on.
Tonight I played ultimate on the beach with a cool group of people from Couchsurfing—one who is the same event organizer as last spring/summer. I was invited to carpool there and back, which was awesome! (Otherwise it's a tram ride all the way to the end of a line, and then a 30-min walk.)


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Things to Do in Buffalo This Fall
So you are sitting in your dorm room and you don't know what to do; you've watched all your favorite reruns on Netflix and cannot sit in the library and study any longer. Don't fear! I've compiled a list of things to do in Buffalo this fall!
5.) Order a Pumpkin Spice Latte at Spot Coffee.
After hearing enough references about pumpkin-flavored somethings, I figured I should have one myself to see what all the fuss is about. I chose Buffalo-based Spot Coffee.
At first I did not see anything seasonal on their menu, but upon asking the very lively barista that took care of me I found out that some of the fall drinks included hot apple cider (yumm), chai tea, and of course the pumpkin spice latte. However, the barista suggested that I try his own seasonal concoction of pumpkin pie in a glass. It had some white chocolate, spices, espresso, pumpkin flavoring in it. I have to admit it was pretty good and worth the risk of trying something new!
4.) Go to a Bills Game
Come cheer on Buffalo's hometown team this fall before the weather gets too cold to sit in the stadium. The Bills Stadium is just a short drive from school in Orchard Park, about twenty minutes south of the city. Right now, D'Youville is selling discounted tickets for the November 3rd game. To buy them, bring your student ID to the DYC College Center, room 115. Hurry up and check it out!
3.) Ellicottville Fall Fest
Ellicottville is a small ski town about an hour south of Buffalo. Their annual fall fest is a Western New York favorite and definitely worth the drive. This year it's scheduled for October 12 and 13. Walk along Main Street in the village and check out the wares of local vendors. There's live music and food stands throughout. Stop in a local pub and have a draft of seasonal beer from the Ellicottville Brewing Company. Head over to Holiday Valley Resort for rides on the ski chairlift and look at all the fall foliage ($2-5 for the lift ride) or bring your old skis over to the ski swap and get ready for the upcoming ski season.
2.) Get Outside
The weather in Buffalo in the fall is pretty mild. Put on your sweater, get outside and take a hike! Some of my favorite parks are Chestnut Ridge Park in Orchard Park and Sprague Brook Park in Glenwood.
Eternal Flame Falls
If you enter Chestnut Ridge Park from the south, you can take an easy hike down to Eternal Flame Falls, a beautiful natural gas source that is lit behind a small waterfall.
Sprague Brook has more trails, often frequented by hikers and trail bikers alike, as well as year round camping if you are feeling adventurous.
1.) Apple Picking!
Round up a car of friends for the full fall experience at Becker Farms in Gasport, northeast of the Buffalo. (The drive is beautiful by the way.)
There is a wagon ride out to the apple orchard, where you can pick all kinds of varieties of huge and juicy apples. Fill up a bag for $4.50 or a large shopping bag for only $12. (definitely worth it!) Have some cider and a homemade donut. As one DYC student described, "I don't even like donuts and this is the most amazing donut I have ever had."
Listen to some live music while enjoying the fall treats or chicken BBQ/bratwurst and a growler of the farm's local brews with friends. Take the wagon ride out through the fields and enjoy the farm at harvest time. Come early, hungry, and prepared for a good time!
Do you have any other ideas for the top things to do in Buffalo? Let us know in the comments below.


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Trish Gaines, a business teacher in New Jersey
Found in: routines and procedures; tests and quizzes
Have you ever started grading your answer key to a quiz or test? In my 20+ years of teaching, I certainly have. However, I've cured the problem by running my answer key on a sheet of colored paper that is different from my test. No more 'incorrect' answers on my answer key!
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The Effect of Human Resource Management Practices on Firm Performance: Empirical Evidence from High-Tech Firms in Taiwan
Chang, Pao-Long, Chen, Wei-Ling, International Journal of Management
This study comprehensively evaluated the links between human resource management (HRM) practices and firm performance of Taiwan's high-tech firms. Using data from Hsinchu science-based industrial park, the study found that HRM practices such as training & development, teamwork, benefits, human resource planning and performance appraisal have significant effect on employee productivity. In addition, benefits and human resource planning are negatively related to employee turnover This study also shows that competitive strategies, such as cost strategy and differentiation strategy, have revealed moderating effects on the relationship between HRM practices and firm performance.
In Taiwan, technology-intensive industries have expanded from 30% of the total industry in 1987 to 43% today, while labor-intensive industries have declined to 25%. In other words, important changes have occurred in Taiwan's industry structures over the last decades. Making Taiwan a `high-tech island' has been the most important industrial policy direction of the government. Accordingly, the development of science-based industrial parks will help to pool resources, cluster high-tech firms together, and facilitate R&D activities.
Hsinchu Science-based Industrial Park (HSIP) was established in 1980, and accounted for 3.5% of all manufacturing output, also, sales growth of 38% was six times the national average. It is being recognized that competitive advantages such as flexible production and manufacturing capability can be obtained with a highly qualified workforce that enables HSIP firms to compete on the basis of market responsiveness, product and service quality, and technological innovation. The average age of employees is 31 and 62.9% are college graduates or above (Science Park Administration, 2000), which suggests that HSIP firms tend to hire technically skilled employees to facilitate the creation of specific know-how. In fact, HSIP firms employ and retain their workforce by implementing human resource management (HRM) practices, such as profit sharingcontributing stocks to workforce, the formation of work teams -facilitating problemsolving and product innovation, and even the use of flexible work hours-enhancing employee adaptability and responsiveness, and the like. In response, FIRM practices are essentially the levers by which a pool of human capital can be developed.
Over the years, researchers have amassed a fair amount of empirical evidence that certain HRM practices can directly affect firm performance. For example, Delaney & Huselid (1996) showed the effect of certain individual HRM practices (e.g. comprehensive selection and training activities) on firm performance. More recently, Ichniowski et al. (1999) derived specific prototypical bundles of HRM practices that they explored as determinants of firm performance. Those HRM practices included incentive pay, recruiting and selection, teamwork, employment security, job flexibility, skills training and communication. Similarly, Huselid (1995) found that investment in HRM activities such as incentive compensation, selective staffing techniques, and employee participation resulted in lower turnover, greater productivity, and increased organizational performance. MacDuffie (1995) have found that bundles of inter-related HRM practices had more influence on performance than individual practices working in isolation.
Going beyond these direct HRM-performance relationships, other evidence suggests that the impact of HRM practices on firm performance may be further enhanced when practices are match with the competitive requirements inherent in a firm's strategic posture (e.g. Wright,-Smart & McMahan, 1995 ; Miles & Snow, 1984 ). According to Porter's (1980) framework, effective business strategies can be classified as either costleadership strategies or differentiation strategies. Each of these strategies implies something different about the potential role of human resources in improving firm performance. …


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August 16, 2017
Meet us at ENERGIZE 2017: Tools for Studio Success!
By: Melissa Burns
Turn It Up Dance Challenge is looking forward to attending and exhibiting at Energize 2017 the weekend of August 25th-27th in Chicago!! This is a full weekend event hosted by Revolution Dancewear, Tenth House Dance & DanceStudioOwner.com designed to invigorate and inspire dance studio owners and teachers for the upcoming dance season! Just a few of the exciting events you will get to experience include movement classes, costume inspiration, business seminars, professional headshots for you and your staff, exclusive discounts & more! PLUS, we will be there!! Make sure to stop by our vendor table, we would LOVE to see you! You don't want to miss this! Check out the following website for more details. http://energize.pagedemo.co/


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Who done it? The Spring Hill High School Theatre Department will be getting to the bottom of that famous question as they bring the famous board game to life in Clue! On Stage, March 29th and 30th.
Colonel Mustard, Miss Scarlet, Professor Plum, Mrs. Peacock, Mr. Green, and Mrs. White have all been gathered at Mr. Boddy's mansion for a mysterious dinner. Wadsworth, the butler, quickly informs them they are being blackmailed. Chaos ensues, as they will each stop at nothing to protect their secrets; no matter who gets in their way.
Make plans now to see our production of the fast-paced, mysterious, and hilarious play, Clue! On Stage, March 29th and 30th at 7:00pm in the SHHS auditorium. General admission tickets are $8 and can be purchased at the door the night of the performance.
* Recommended for ages 12 and up.
*Poster design by SHHS student Juliana Cusumano


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Quick fact: Our students come from all income levels
September, 2017
Related Newsletter:
The median family income for FAFSA-filing Minnesota students at our colleges falls within a similar range as the state's public universities. ("Median" means that 50% of families have higher incomes and 50% have incomes lower than the amounts shown below.)
This can be broken down even further into three general income categories:
Source: Minnesota State Grant End-of-Year Statistics Fiscal Year 2016 report, Minnesota Office of Higher Education
Note: Uses adjusted gross income. Includes only Minnesota residents who file a FAFSA
*The Minnesota Private College Council's 17 member institutions
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I received this product for free from Moms Meet (momsmeet.com) to use and post my honest opinions. Compensation for this post was provided and this page may contain affiliate links.
Recently my husband and I both decided it was time to clean up our diets. We went shopping, and made plans for a drastic change. That lasted for about two meals before we got busy and ended up ordering a pizza.
The thing with making healthy changes is, they have to be lifestyle changes. If you make a bunch of drastic changes all at once the odds are you will never stick to them. I believe small changes can add up too big results, so today I am going to share a few changes we have made in our effort to eat healthier.
Don't Keep Junk In The House
This seems like common sense, but it's a tip I haven't always adhered to. If you don't want to eat junky food, keep it out of the house! I've often bought chips or candy for the kids, thinking "I just won't eat it." I think we all know how that story ends. Now I know that if I want to abstain from something, I need to not buy it in the first place.
Make Realistic Changes
Have you ever read a book or watched a documentary and been on fire to eat a certain way, then promptly fell off the wagon? This is the story of my life, only the wagon has run over me and backed up a couple of times. I recently read a book that suggests using no oil. I could see the reasoning behind it, but its not realistic that I will NEVER use a squirt of olive oil again. It IS realistic for me to shoot for eating 80% clean, so that is where I am starting.
Don't Wait To Start
If you want to make some healthier dietary changes, don't put off starting. My husband and I are the king and queen of "We'll start Monday – let's have a last hurrah!" Which generally equates to never starting, and consuming a lot of junk that we otherwise would not have. Start making changes today!
Make Better Choices
Instead of cutting out all of your favorite foods, make better choices. I love eating chips at night while watching TV. Instead of totally cutting it out, I just pop myself some popcorn instead. I still get the satisfaction of a salty snack, but without all of the fat and calories.
Ice cream is another big favorite in my house. Recently Arctic Zero sent an amazing box to me, full of their frozen dessert! Arctic Zero is naturally sweetened with monk fruit, and is lactose-free. The entire pint is only 150-300 calories (depending on the flavor), so this is definitely a healthier choice than traditional ice cream!
The key to making Arctic Zero resemble the creamy treat you are used to, is to thaw it a bit before serving. You can either microwave the pint for 30 seconds, or let it sit at room temperature. Then give it a little stir and enjoy!
The consistency reminds me of a fudge bar, and the flavors were all pretty tasty. Cherry Chocolate Chunk and Brownie Blast tied for my favorites, but my kids were all about the Cookie Shake flavor. If you want to try Arctic Zero out for yourself, it is available to purchase at select Target stores, and also available at natural and traditional grocers nationwide, including Albertsons, Kroger, Publix, Sprouts Farmers Market, Safeway, Walmart and Whole Foods Market as well as online at amazon.com and arcticzero.com. To find a store near you, visit: arcticzero.com/retail-locator.
What are some ways that you are making healthier choices? Let me know in the comments below!


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7604748. Sir John de Haudlo & 7604749. Joan Fitz Nigel & 30422352. Lord John Lovel & 30422353. Maud Burnell
Search Amazon.com for Magna Carta Ancestry
4/1271, John de Haudlo born in England, s/o §John de Halowe & Cicely ?.
11/16/1272, Edward I ascended to the throne while on crusade.
8/19/1274 at Westminster abbey, Edward I crowned king of England.
Bef. 10/11/1283, John de Haudlo, father of John died, son John age 12.
11/1283, IPM at Kent of John de Halowe alias de Haudlo: The … including a messuage at Corundale and an aldermanry in the city of Canterbury … which Lady Cecily sometime the wife of Sir Nicholas de Haudlo now holds in dower, and with lands &c. which Sir Salomon de Roff[a] holds for life of the gift of the said John de Haudlo, by service of 2 knights' fees, whereof James de Wylmynton holds one fee at Wylmynton. … Lady Cecily, mother of the said John, holds 141½a. land in dower, and 47s. 2d. rent of assize, services &c. John his son, aged 12 at Easter last, is his next heir. (S) CIsPm, V2, 1906.
1288, John Lovel born in England, heir & s/o 60844704. Lord John Lovel & 60844705. Joan de Roos.
~1290, Joan born in England, heir & d/o 15209498. Sir John Fitz Nigel.
1292, Maud born in England, d/o 60844706. Sir Philip Burnell & 60844707. Maud Fitz Alan.
6/16/1294, Maud's father died.
[–––John de Haudlo & Joan –––]
1294, John in service of Hugh le Despenser, the elder, in Wales.
Bef. 1299, John 1st married Joan acquiring Boarstall and Oakley, Buckinghamshire.
11/1299, John valet to Hugh le Despenser, the elder.
6/1301, John served in Scotland when King Edward attacked and removed the Scot's ancient coronation stone from Scone, installing it at Westminster.
10/6/1305, Protection for John de Handlo going overseas with Hugh le Despenser. (S) CPRs.
11/1305, John with Hugh le Despenser, the elder, sent by the king to Pope Clement V to secure Edward's release from the oaths he had taken to observe the charters in 1297.
5/22/1306 at Westminister, John knigted with Prince Edward, Hugh le Despenser, the younger, Piers Gaveston, Roger de Mortimer and others [267 total] by King Edward I.
2/25/1308, Edward II crowned king of England.
3/1308, John appointed keeper of St. Briavels castle.
1308, John served overseas with the Earl of Surrey.
2/25/1309, Pardon to John de Handlo for acquiring in fee, without licence, the forestership of the forests of Shotovre and Stowode, co. Oxford … (S) CPRs.[Same date] Order to John de Haudlo, constable of the castle of St. Briavel's, and keeper of the forest of Dene, to cause the trenches in the said forest to be freed from the underwood which has grown therein to the deterioration of the king's deer. (S) CFRs.
4/1309, John participated in the Dunstable tournament of 305 knights.
1309, John served overseas with Hugh le Despenser, the elder.
9/1312, Boarstall was authorized to be crenellated by John de Haudlo. [Buckinghamshire's only complete medieval fortified building.]
4/10/1313, Pardon to John de Handlo, constable of the castle of St. Briavels and keeper of the forest of Dene, on account of his good service, of all manor of accounts … which he owes to the king … (S) CPRs.
5/3/1313, Protection for John de Handlo going overseas with Hugh le Despenser. (S) CPRs.
6/2/1313, John with the king in Paris where three of the queen's brothers were knighted, as well as 200 others by King Philip IV of France.
10/28/1313, Commitment for 100 marks to John de Haudlo of the wardship of Westminster, the lands late of Joan de Grey in Estcleydon, as above, until the full age of John, her kinsman and heir, now of the age of fifteen years. (S) CFRs.
By 1314, Joan died; John to hold her lands until his death.
1315, John taken prisoner by Edmund, Earl of Arundel at Clun, Shropshire. John was released when a fine of £4000 was raised and delivered.
1316, John served in Scotland.
9/1319, John served in Scotland with the Despensers at the unsuccessful siege of Berwick-upon-Tweed.
[––– John Lovel & Maud –––]
5/31/1304, Pardon, in consideration of his service in Scotland of John Lovel of Tichemersh [the father], to Joan his wife and John and William his sons, of all trespasses in forests, parks an chaces. (S) CPRs. [Pardon granted by Margaret, queen of England, the king's consort.]
Bef. 10/1/1310, John's father died, John age 22.
11/7/1310, IPM of John Lovel of Tychmersch. … the manor of Elecombe held of Alan la Zouche as a parcel of the earldom of Winchester; John Lovel, son of the said John Lovel is his next heir, and is aged 21 and more. (S) Wiltshire Inquisitions, V37, 1908, P378.
6/16/1311, John Lovel of Titchmarsh, Northamptonshire, summoned to parliament.
Bef. 1314, John married Maud.
6/24/1314, John, 2nd Lord Lovel, slain at the battle of Bannockburn in Scotland, a loss to Robert Bruce. It was the largest loss of English knights in a single day.
10/1314, John's daughter Joan age 2 and more.
[––– John de Haudlo & Maud –––]
1315, Maud heir to her brother Edward Burnell, Lord Burnell; inheriting the barony of Castle Holgate, Shropshire.
Bef. 7/25/1315, Maud [Maud's mother] had made agreements
with John de Haudlo and Hugh le Despenser the elder in exchange for 4000 marks
about her daughter's marriage to John de Haudlo.
1/1315, Maud gave oath that she would not marry without the king's license. (S) CCRs.
Bef. 12/4/1315, Pardoned by fine of 100£, without license, John married 2nd Maud Burnell, d/o Sir Philip Burnell & Maud Fitz Alan.
6/20/1316, Pardon to John de Handlo for acquiring in fee, without licence, a messuage and a carcuate of land in Hedyndon, co. Oxford, … (S) CPRs.
1316, Maud's mother Maud had made agreements with John de Haudlo and Hugh le Despenser, the elder, in exchange for 4000 marks about her daughter's marriage to John de Haudlo; and was being sued for non-compliance.
7/13/1316, Licence for John de Haudlo and Matilda his wife to grant to whomsoever they will all the manors, land and tenements held by them in chief of her inheritiance. (S) CPRs.
10/8/1316, Licence for John de Haudlo and Matilda his wife to enfeoff Hugh le Despenser the elder … of the manors of … (S) CPRs.
1/24/1317, Licence for John de Haudlo and Matilda his wife to enfeoff Hugh le Despenser the elder … of the manors of … (S) CPRs.
5/28/1317, John de Haudlo and Matilda his wife to have seisin of the manor of Rolandrith. (S) CPRs, 4/20/1342.
2/1/1319, John going to Spain with Hugh le Despenser, the younger. (S) CPRs.
2/24/1320, Protection for John de Handlo going with Hugh le Despenser, the elder, going beyond seas with the king. (S) CPRs.
5/1321, John's estates ravaged by barons in opposition to his kinsman Hugh le Despenser, the younger, in the "Despenser War." [John's Buckingham estates attacked by Roger Damory.]
7/4/1321, Licence for John de Haudlo and Matilda his wife to enfeoff Robert de Haudlo, clerk, of the manor of Rollyndryght, co. Oxford … (S) CPRs.
8/1321, Hugh le Despenser and his son were exiled by the urging of the "contrariants" led by Thomas, earl of Lancaster. John accompanied the Despensers to Bordeaux. [John's brother Robert was the Despenser's attorney in England.]
5/1322, The Despensers recalled by Edward II.
5/18/1322, Licence for John de Haudlo, whose horses, oxen and other animals, corn and other goods had been appropriated by the contrariants, some of whom are prepared to restore … (S) CPRs.
8/5/1322, Protection for John de Haudlo, going with Hugh le Despenser, earl of Winchester, to Scotland on the king's service. (S) CPRs.
12/17/1322, Protection with clause volumus until Easter for John de Haudlo going beyond the seas on the king's service. (S) CPRs.
11/1326, After the overthrow of Edward II by Queen Isabella and Roger de Mortimer, both Hugh le Despenser the elder and younger were captured and executed.
2/1/1327 at Westminster, Edward III, age 14, crowned king of England.
10/3/1327, Simple protection, for two years, for John de Handlo and Matilda, his wife, going beyond seas on pilgrimage. (S) CPRs.
11/3/1329, Agreement between John de Haudlo, knight, lord of Boarstall, and John de St Amand, knight, lord of Woodhay, to settle lands of John de Haudlo on Richard, his son, and his wife Isabella, and lands of John de St Amand on Amauri, his son, and his wife Joan. Each family paid 1000 marks for the marriages. (S) The Boarstall Cartulary, Salter, 1930, No. 602. [Isabel and Amauri were grandchildren of Hugh le Despenser, the elder.]
3/10/1330, Protection with clause volumus for two years for John de Haudlo. (S) CPRs.
1/1331, John de Haudlo, Knt., settled the reversion of the manors of Coln St. Aldwyn, Hatherop, and Wike, Gloucestershire, Chadlington Shippenhull, and Leawe, Oxfordshire, and Hadlow, Ashendon, Crundale, Ore, Trentworth (in Crundale), and Vanne (in Crundale), Kent, Kent on his son Richard and his wife, Isabel.
2/10/1331, Licence for John de Handlo and Matilda his wife to enfeoff Eustace de Eton, chaplain, … remainders to Joan, Elizabeth and Margaret, daughters of the said Matilda, for life, to John son of John Lovel, in tail male, and ultimately to the right heirs of Matilda. (S) CPRs.
2/16/1331,Commission of peace … John de Handlo } in the county of Buckingham. (S) CPRs.
10/14/1331, Commission of oyer and terminer to John de Handlo, Thomas de Louthe … co. Oxford … (S) CPRs.
10/1/1334, Association of John de Handlo, Robert de Morby … with Ralph Basset of Drayton, John de Cherleton, John de Stonore, William de Shareshull … lately appointed justices to enquire by the oath of good men of the counties of Berks and Oxford touching the persons who daily commit murders and robberies in the town of Oxford … (S) CPRs.
1336 John de Haudlo granted a house and 50 a. land in East Ham to Stratford Abbey. (S) A History of the County of Essex, V6, 1973.
5/3/1337, Appointment of Thomas de la More … to act with John de Handlo, … lately appointed … to arrest persons openly suspected in the counties of Oxford and Berks, and to hear and determine charges … (S) CPRs.
11/8/1337 at Colebrok, Hugh le Despenser, knight, [son of Hugh le Despenser, the younger] … released … the manors of Dachetter and Fulmere, co. Buckingham, and to him, John de Haudle, knights, … (S) CPRs, 11/2/1346.
6/26/1339, … fee of Muntfichet, now of Sir John de Haudlo … fee of Couele … due to John de Haudlo, now the chief lord of that fee … (S) CPRs.
Maud died
5/17/1341, Licence for the aliencation in mortmain by John de Haudlo to the dean and chapter of the church of St. Mary, Salisbury, … to celebrate devine service … for his good estate in life, … for the souls of Matilda, his wife, Thomas Burnel their son, and all their ancestors, Edward II and Hugh le Despenser the elder, … (S) CPRs.
11/11/1342, Appointment of John de Haudlo, William de Shareshull, … to keep the peace … Bedford and Buckingham, to make inquisitions … (S) CPRs.
8/5/1346, John, knt. of Hadlow, Ashden, … Kent, died; Nicholas his son and heir, who took the name Burnell.
(S) Magna Carta Ancestry, P523. (S) A Gen. and Heraldic Dic., Burke, P319. (S) A History of the County of Wiltshire, V10, 1975.
Family notes:
• There were three persons named John Lovel summoned to parliament during this time. This John, of Titchmarsh; another John of Snotescombe, and a Master John Lovel.
Children of John de Haudlo and Joan:
i. Richard de Haudlo (3802374), born ~1310 in England.
ii. Joan de Haudlo, born by 1312 in England.
Children of John Lovel and Maud:
i. John Lovel (15211176), born 9/1314 in England.
Children of John de Haudlo and Maud:
i. Joan de Haudlo, born aft. 1314 in England.
Joan married Amaury, 3rd Lord de Saint Amand, s/o Lord John de Saint Amand & Margaret le Despenser.
ii. Elizabeth de Haudlo, born ~? in England.
5/1340, Hugh le Despenser acknowledged he owed Elizabeth, d/o John & Maud, 640 marks.
iii. Margaret de Haudlo, born bef. 2/10/1331 in England.
iv. Thomas Burnell, born ? in England.
1337, Thomas married Joan, d/o Baron Thomas de Berkeley & Margaret de Mortimer. [Supposedly to end the historical conflict between the families.]
By 1339, Thomas died, his wife Joan surviving.
iv. Nicholas Burnell, born ? in England.
Nicholas married Mary ?.
1357, Nicholas, by surrender and reversion, acquired the manor of Great Cheverell from his sister-in-law Joan, now wife of lord Reynold de Cobham.
1363, Nicholas hier to his aunt Aline, widow of Maud's brother Edward.
1/1383, Nicholas died; buried at Acton Burnell, Shropshire.


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BMC and Moviri - Partners in Capacity OptimizationPosted by Charlie Geisler in Optimize IT [ARCHIVED] on May 24, 2012 3:20:14 PM
In April 2012 BMC introduced a new product in it's capacity optimization line called "Moviri Integration for BMC Capacity Optimization." This new product comes to BMC through a partnership with an Italian company - Moviri. The folks at Moviri have many years of experience in the capacity management discipline and many customers have asked to learn more about BMC's partnership with Moviri, and their product offered through BMC. I had a recent opportunity to talk with Riccardo Casero - Product Manager at Moviri and ask him a few questions about the new product and the partnership with BMC...
CG: How did this partnership come about?
Riccardo C: The partnership between BMC and Moviri is actually twofold. A little bit of history to explain why. Neptuny was an Italian company, acting both as a software development farm and a consulting firm in the IT systems performance evaluation market. In 2010 BMC acquired Neptuny's flagship product (Caplan), now called BMC Capacity Optimization (BCO), as well as the Caplan product development team and the Neptuny brand. The "company" Neptuny, was renamed Moviri and retained the entire consulting arm, with its many years of professional services experience in the deployment, integration, customization and end-usage of the tool. Integrations in particular play a key role in BCO success. This is due to the openness of the BCO framework, which can incorporate IT data from potentially any electronic data source. And this is one area where Moviri helped customers the most and where they grew their biggest expertise.
So, under this scenario, there was an immediate professional services partnership between Moviri and BMC, with Moviri being the most trusted company to engage with for BCO related projects. This partnership has flourished since then.
Soon, as a natural evolution, BMC and Moviri saw the opportunity to more efficiently make Moviri expertise available to customers, enabling them to purchase integration software components as full-featured and supported products. And this is how the partnership came about.
CG: What is Moviri providing to BMC? What would you like customers to know?
Riccardo C: Moviri is extending BMC Capacity Optimization's visibility of IT infrastructure utilization and performance data, enabling customers to leverage their deployed monitoring solutions to feed the BCO data warehouse. The BCO framework already enables customers to build their own connectors to in-house platforms; with Moviri Integrations they can now get these connectors in addition to those that are available out-of-the-box, with the standard BMC products quality and level of support.
The current offering includes packages for IBM Tivoli Monitoring and HP Reporter. The integrations enable the transfer of historical performance and configuration data from monitored standalone OS instances, in a robust and controlled manner. Enhancement to cover specific metrics for monitored virtualized platforms such as IBM LPARs and Solaris Containers are already in roadmap.
We are also actively discussing with BMC on how to further leverage Moviri experience on the field in order to enlarge the offering, i.e. more integrations to many other monitoring and system management platforms. So continue to follow communication channels for news.
CG: How complex is to create a new connector (development thru testing)?
Riccardo C: There are a lot of factors influencing the effort to build a new connector. First one is the extent of the IT entities and the metrics to be imported. Here are two examples: There is a considerable difference in the degree of effort required to just import server network card traffic versus importing metrics from all the network devices (firewalls, routers, load balancers) recorded by a network monitoring tool; The same holds true for importing basic OS-level server utilization metrics rather than importing OS-specific and virtualization-aware metrics.
A second aspect is the understanding of the subject data and the matching of the subject data to BCO data model. In order to have meaningful capacity reports and models in BCO, data cannot simply be transferred with its original label from one tool to the other. Appropriate matching and transformation needs to be done at the data-flow level.
The third aspect is the means of integration: how, how often, and through which protocol the data is transferred. And finally, there are general software development aspects, such as code reusability, maintainability and extensibility that need to be addressed.
CG: You mentioned that Moviri connectors are supported. Does that mean the you will enhance them in the future?
Riccardo C: Yes, together with BMC we are willing to continuously find ways to add functionalities that can bring value to the customers. Main objective is to fully cover the set of imported entities from the integrated data source so that BCO can take full advantage from the integration. Scalability, robustness and performance are other areas where we plan to regularly improve. We will also closely look at new versions of integrated data source in order to provide needed upgrades for available connectors.
CG: How can customers access/buy Moviri connectors?
Riccardo C: The Moviri integration for BCO product can be purchased by customers directly through BMC. For more information contact your BMC sales representative, or visit Moviri Integration for BMC Capacity Optimization.