There seems to be increasing interest in UML these days, at least in the circles that I swim in. But not everyone who's interested can afford the high-end price tags of Rational XDE or Visual Studio .NET Enterprise Edition. But there are other, less expensive alternatives out there. One of these is Enterprise Architect, which packs a full UML IDE into an affordable package.

The IDE is reminiscent of Visual Studio .NET, though it's an independent shell. Inside of it, you get a treeview Project Explorer that shows you how everything fits together—you can drill clear down to attributes and operations on classes. All of the standard UML diagrams are here (use cases, class view, activity diagrams, and so on), with a drag-and-drop environment for constructing the bits and pieces. There's quite a bit of help on using the IDE, though if you have experience with any modern IDE you probably won't need it.

Depending on which edition of EA you purchase, forward and reverse engineering are also supported. You can move from your UML to Java, C#, C++< VB.NET, Delphi, or VB6. I spent a while moving from a model back and forth to C# source, and the operation was simple and foolproof in both directions. There's also XML-based import and export, including support for the XMI specification that can be used to exchange information with other UML tools.

Other interesting features include the ability to support multiple developers, either in the same project or in replicas that can be later synchronized, and the ability to store models (depending on the version of the program that you're using) in Jet, SQL Server, or MySQL repositories. The help file includes upsizing instructions to help you migrate if you start with Jet and later outgrow it.

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Dave Austin, Founder and President of Lift & Care Systems, Inc. in Lakeville, MA was recently honored at the 22nd annual Rhode Island Independent Living Conference in Providence, RI, where he received the Steven A. Hook Memorial Award. The award is presented annually to the person whose professional contributions exemplify Steven Hook's dedication to individuals with disabilities.

The theme of the conference: Live Your Best Life At Home, Work and Play, could well serve as the motto of Lift & Care Systems, where Austin’s goal is to enable the highest quality of life for persons with disabilities, helping them maintain dignity, freedom, and independence wherever possible.

Almost 16 years ago, when Austin set out to explore the market for SureHands ceiling mounted lifts, what he found was an amazing community of persons with mobility problems who had varying levels of needs. Austin quickly learned that compassion, ingenuity, and a flair for innovative construction techniques were necessary to devise customized solutions for his new clients. Over the years, Lift & Care’s product line has expanded, along with Austin’s first-hand knowledge of the needs, wants, and likes of the people he serves, as well as their families and caregivers.

Austin notes, “What has impressed me most about the families and caregivers that we meet is their optimism and determination to help their loved ones or clients. It’s heartwarming and joyous to see the better side of people and to really make a difference in people’s lives, which is why it’s a very special honor to receive this award.”

Independent living with peer support is the goal of the Independent Living Conference: learning how to live life to the fullest possible extent with a disability. The entire community benefits from accessibility and persons with disabilities demonstrate that when given the opportunity they can and do succeed. The conference is sponsored by PARI Independent Living Center, Office of Rehabilitation Services, OSCIL (Ocean State Center for Independent Living), National Multiple Sclerosis Society - Rhode Island Chapter, Rhode Island Rehabilitation Association, Rhode Island Statewide Independent Living Council, The Corliss Institute, Inc. Neighborhood Health Plan of Rhode Island, and the Rhode Island Commission on the Deaf and Hard of Hearing.

SureHands Lift Systems

The SureHands system of ceiling mounted lifts enables thousands of users with disabilities to have easier access to the basics of bed, bath, or toilet. It is also amazingly able to assist persons with disabilities with everyday tasks such as changing clothes, standing and ambulating, or even taking a swim or mounting a horse.

SureHands patient lift systems are so remarkable that they have been featured on two episodes of ABC-TV's "Extreme Makeover: Home Edition." During these episodes a SureHands lift & care system was installed to help make a home ADA compliant and enable the resident to transfer and accomplish his normal activities for daily living. This multi-directional SureHands system was mounted to the ceiling connecting the bedroom to the bath, allowing the resident greater mobility, free of floor based obstacles.

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Lift & Care Systems, Inc. is dedicated to bringing the highest quality of life to users and their caregivers by providing customized solutions that enhance users’ mobility. To achieve this goal, Lift & Care Systems offers a myriad of products, including: ceiling mounted motors and track lift systems, wall-to-wall lift systems, wheelchair-to-water pool lifts, and mobile lifts, as well as lift accessories such as body supports, a variety of slings in multiple styles, and a number of assisted body positioning tools such as frictionless slides and slide boards.

In addition, Lift & Care features curved or straight rail Bruno Stair Lifts for indoor or outdoor use, rust proof aluminum National Ramp systems, Power Access door openers, and a wide array of other solutions to meet the needs of their clients and caregivers.

Their products are used in private residential homes; semi-professional settings, such as group homes and day programs; and professional institutions, including nursing homes, hospitals and schools. Lift & Care Systems is the exclusive distributor of the patented SureHands patient lift systems in Massachusetts, Rhode Island, and Connecticut.

To understand everything Naval Submarine Base Kings Bay's Trident Refit Facility does and all that it entails to support the fleet can be overwhelming. To tour every building, department, shop and job that TRF encompasses, including closed-door facilities and classified information, is nearly impossible.

To call TRF's operation vast is one thing. To understand it, entirely different.

As the largest tenant command here at Kings Bay, approximately 360 military personnel and 1,290 civilians make up the TRF workforce. Like many shore commands throughout the Navy, these civilians and service members work with sea-bound sailors to accomplish common goals. "TRF quietly and efficiently keeps a significant portion of America's submarine warfare capability at sea," is how the TRF fact sheet explains it.

"We feel what makes TRF successful is the military-civilian mix," said Daphne Cassani of TRF Public Affairs. "Active duty members learn from those skilled artisans and take that training back to the ships. In turn, the military infuse our civilian workforce with new ideas and insights on how to best support shipboard operations. This is a winning and synergetic combination that makes TRF click."

"TRF's Mission is to provide quality industrial and logistics support for the incremental overhaul, modernization and repair of Trident submarines and to provide global submarines supply support," the fact sheet adds.

Sept 30 08 018.jpg

Photos by MCSN Eric Tretter Machining Shop 3A apprentice Chris Hupman manufactures v-blocks for round stocks on a milling machine.

In building 4028, the Refit Industrial Facility (RIF), apprentice Chris Hupman of Machine Shop 38A, is carefully milling v-blocks for round stocks. Just a stone's throw from Hupman, machinist Jeffrey Deberry inputs pages of codes into a Computer Numerically Controlled (CNC) router to turn a billet piece of metal into a precision part aboard a Trident submarine.

Towards the other end of the building, a special room outfitted with a hydraulic lift and specially calibrated machine allows electrician Mike McIrvin to balance a 2,200-pound, 70kW DC armature for a motor generator.

"We have an awesome civilian workforce that is skilled in using state-of-the-art equipment," Cassani said.

Across the way, in the Command and Control Systems Building, technicians refurbish $25,000 binoculars and 40-foot periscopes, among other things, to ready for issue (RFI) condition. Three sets of RFI binoculars, mounting hardware, and several 12-inch incandescent search lights perch near an outside door, awaiting disbursement.

Most of these re-manufactured components belong to large pool of assets overhauled by the Trident Planned Equipment Replacement (TRIPER) program to support Ohio class submarines.

"These ready components are shipboard equipment requiring maintenance beyond the ship's capability and/or cannot be accomplished during refill periods without impacting the refill schedule," said Bonnie Taylor of TRIPER/Configuration/Alteration management.

Taylor compared and simplified these planned and emergent change outs done on submarines to that of an automobile's blown engine.

Sept 30 08 085.jpg

A ÒracetrackÓ is lowed onto the USS Georgia by an unseen crane from above. This is used as a platform to work on the boatÕs mast and antennas in the upper part of the sail.

"Basically, if you have major engine trouble with your car, it is much faster and easier to swap the entire engine than to take it apart and fix it," she said. "It takes a lot longer than just taking a ready-to-go motor off the shelf and re-installing it. It reduces that time significantly."

Early during the Ohio class submarine's conception, a decision was made as to which components would be in the pool. The concept was to reduce the amount of time to get these components installed on the boat, without having the downtime spent taking the component out, repairing/overhauling it and then re-installing it.

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Canada's leading authority on digital marketing, Joel has presented to some of the world's best-branded companies including Google, Starbucks, Unilever, Visa and Microsoft.

At Ink and Beyond, Joel will address the expansion of traditional newspapers into the digital realm in a talk titled, "Six Pixels of Separation: How Newspapers Connect in a Digital World."

Joel's credentials are numerous and sundry. He writes a column that appears in the Montreal Gazette and the Vancouver Sun, maintains a blog and podcast, is president of an award-winning digital marketing agency, Twist Image, co-launched music label Distort Entertainment, serves on the Canadian Marketing Association's board of directors, and is currently writing a book due from Grand Central Publishing in fall 2009.

"We couldn't have found a more appropriate speaker to kick off this year's conference," said John Hinds, CEO of the two associations. "Canadian newspapers are hungry to hear the most incisive, cutting-edge perspectives on digital publishing. Joel fits the bill perfectly."

Ink and Beyond is the premier newspaper industry event in Canada, spotlighting the innovations newspapers are making to reach their audiences through mobile, online and print.

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With more than 20 years experience, Mr. Herzog has a proven record of increasing revenue growth through mergers, acquisitions, joint ventures, and strategic alliances. Most recently, Mr. Herzog was with Hewitt Associates, a global human resource consulting and outsourcing firm, where he held positions for nine years as business leader and corporate development consultant. During his tenure at Hewitt Associates, Mr. Herzog was instrumental in strategic business dealings that increased revenue growth, technology and service offerings, and improved operational efficiency.

"I am excited about joining WorkForce Software," said Herzog. "This is a company that has been executing well for years, continues to grow at a healthy rate, and has the 'right stuff' to be the partner of choice for complimentary software suppliers, HR BPO's, and other HR service providers."

"EmpCenter can adapt to the needs of any partner organization," said Kevin Choksi, president and CEO of WorkForce Software. "And we are excited to have Carl and his industry expertise to help establish key relationships with those organizations."

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WorkForce Software, Inc. is a leader in workforce management systems for mid-sized and large employers. Its EmpCenter system automates and streamlines interactions between the employer and its workforce, and manages country, state and organizational rules that determine how those employees are paid. Interactions include time entry, time-off requests, request for personal information, and schedule preferences. By automating these business processes, organizations can better manage payroll and processing costs, help ensure compliance with state and federal regulations, and increase the productivity and satisfaction of their employees. The EmpCenter suite is composed of numerous applications, including Time and Attendance, Activity Based Costing, Multiple Assignments, Accruals and Absence Manager, FMLA Manager, Advanced Scheduling and WorkForce Reporting. WorkForce Software's diverse customer base includes large employers such as the University of California, the City of Raleigh, Vivendi Universal Games, and Compass Bank. For more information, visit www.workforcesoftware.com.

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No young man believes he shall ever die. It was a saying of my brother’s, and a fine one. There is a feeling of Eternity in youth, which makes us amend for everything. To be young is to be as one of the Immortal Gods. One half of time indeed is flown-the other half remains in store for us with all its countless treasures; for there is no line drawn, and we see no limit to our hopes and wishes. We make the coming age our own -- The vast, the unbounded prospect lies before us Death. old age. are words without a meaning. that pass by us like the idea air which we regard not. Others may have undergone, or may still be liable to them-we "bear a charmed life�, which laughs to scorn all such sickly fancies.

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As in setting out on delightful journey, we strain our eager gaze forward- Bidding the lovely scenes at distance hail!-and see no end to the landscape, new objects presenting themselves as we advance; so, in the commencement of life, we set no bounds to our inclinations. nor to the unrestricted opportunities of gratifying them. we have as yet found no obstacle, no disposition to flag; and it seems that we can go on so forever. We look round in a new world, full of life, and motion, and ceaseless progress; and feel in ourselves all the vigor and spirit to keep pace with it, and do not foresee from any present symptoms how we shall be left behind in the natural course of things, decline into old age, and drop into the grave. It is the simplicity, and as it were abstractedness of our feelings in youth, that (so to speak) identifies us with nature, and (our experience being slight and our passions strong) deludes us into a belief of being immortal like it. Our short-lives connection with existence we fondly flatter ourselves, is an indissoluble and lasting union-a honeymoon that knows neither coldness, jar, nor separation. As infants smile and sleep, we are rocked in the cradle of our wayward fancies, and lulled into security by the roar of the universe around us. we quaff the cup of life with eager haste without draining it, instead of which it only overflows the more objects press around us, filling the mind with their magnitude and with the strong of desires that wait upon them, so that we have no room for the thoughts of death.

1z0-047,1z0-265,1z0-032,1z0-640,1z0-236,1z0-259,HP0-P11,HP0-y15,HP0-W02,HP0-J10,HP0-M19,HP0-M15, 640-863,640-816,70-294,70-630.

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No young man believes he shall ever die. It was a saying of my brother’s, and a fine one. There is a feeling of Eternity in youth, which makes us amend for everything. To be young is to be as one of the Immortal Gods. One half of time indeed is flown-the other half remains in store for us with all its countless treasures; for there is no line drawn, and we see no limit to our hopes and wishes. We make the coming age our own -- The vast, the unbounded prospect lies before us Death. old age. are words without a meaning. that pass by us like the idea air which we regard not. Others may have undergone, or may still be liable to them-we "bear a charmed life�, which laughs to scorn all such sickly fancies.

1z0-047,1z0-265,1z0-032,1z0-640,1z0-236,1z0-259,HP0-P11,HP0-y15,HP0-W02,HP0-J10,HP0-M19,HP0-M15, 640-863,640-816,70-294,70-630.

As in setting out on delightful journey, we strain our eager gaze forward- Bidding the lovely scenes at distance hail!-and see no end to the landscape, new objects presenting themselves as we advance; so, in the commencement of life, we set no bounds to our inclinations. nor to the unrestricted opportunities of gratifying them. we have as yet found no obstacle, no disposition to flag; and it seems that we can go on so forever. We look round in a new world, full of life, and motion, and ceaseless progress; and feel in ourselves all the vigor and spirit to keep pace with it, and do not foresee from any present symptoms how we shall be left behind in the natural course of things, decline into old age, and drop into the grave. It is the simplicity, and as it were abstractedness of our feelings in youth, that (so to speak) identifies us with nature, and (our experience being slight and our passions strong) deludes us into a belief of being immortal like it. Our short-lives connection with existence we fondly flatter ourselves, is an indissoluble and lasting union-a honeymoon that knows neither coldness, jar, nor separation. As infants smile and sleep, we are rocked in the cradle of our wayward fancies, and lulled into security by the roar of the universe around us. we quaff the cup of life with eager haste without draining it, instead of which it only overflows the more objects press around us, filling the mind with their magnitude and with the strong of desires that wait upon them, so that we have no room for the thoughts of death.

1z0-047,1z0-265,1z0-032,1z0-640,1z0-236,1z0-259,HP0-P11,HP0-y15,HP0-W02,HP0-J10,HP0-M19,HP0-M15, 640-863,640-816,70-294,70-630.

With the development of network technology, ccna certification has become a global standard for many renowned IT companies. Pass your ccna certification easily with ccna practice test & ccna boot camp that Certizone recommended.

No young man believes he shall ever die. It was a saying of my brother’s, and a fine one. There is a feeling of Eternity in youth, which makes us amend for everything. To be young is to be as one of the Immortal Gods. One half of time indeed is flown-the other half remains in store for us with all its countless treasures; for there is no line drawn, and we see no limit to our hopes and wishes. We make the coming age our own -- The vast, the unbounded prospect lies before us Death. old age. are words without a meaning. that pass by us like the idea air which we regard not. Others may have undergone, or may still be liable to them-we "bear a charmed life�, which laughs to scorn all such sickly fancies.

1z0-047,1z0-265,1z0-032,1z0-640,1z0-236,1z0-259,HP0-P11,HP0-y15,HP0-W02,HP0-J10,HP0-M19,HP0-M15, 640-863,640-816,70-294,70-630.

As in setting out on delightful journey, we strain our eager gaze forward- Bidding the lovely scenes at distance hail!-and see no end to the landscape, new objects presenting themselves as we advance; so, in the commencement of life, we set no bounds to our inclinations. nor to the unrestricted opportunities of gratifying them. we have as yet found no obstacle, no disposition to flag; and it seems that we can go on so forever. We look round in a new world, full of life, and motion, and ceaseless progress; and feel in ourselves all the vigor and spirit to keep pace with it, and do not foresee from any present symptoms how we shall be left behind in the natural course of things, decline into old age, and drop into the grave. It is the simplicity, and as it were abstractedness of our feelings in youth, that (so to speak) identifies us with nature, and (our experience being slight and our passions strong) deludes us into a belief of being immortal like it. Our short-lives connection with existence we fondly flatter ourselves, is an indissoluble and lasting union-a honeymoon that knows neither coldness, jar, nor separation. As infants smile and sleep, we are rocked in the cradle of our wayward fancies, and lulled into security by the roar of the universe around us. we quaff the cup of life with eager haste without draining it, instead of which it only overflows the more objects press around us, filling the mind with their magnitude and with the strong of desires that wait upon them, so that we have no room for the thoughts of death.

1z0-047,1z0-265,1z0-032,1z0-640,1z0-236,1z0-259,HP0-P11,HP0-y15,HP0-W02,HP0-J10,HP0-M19,HP0-M15, 640-863,640-816,70-294,70-630.

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		hairy woman
-		When we came hairy woman try again. It is much better to fight as a in grenades. Besides, you freak, we are offering you the same deal anyway. hairy woman Isn't it creepier than it was at the airport of Severny here? fought with us side-by-side in Afghanistan, Angola or here in one of our hairy woman from the first and second battalions broke through to us with their dead and hairy woman At war onion is a commonplace. winked encouragingly. niches provided the defenders with many opportunities to hide, to set up an hairy woman notice that I only had left one cigarette. HQ before any news from here could reach them, and report that we dared to two corpses had their feet cut off hairy woman killing me that I can't remember where I saw him before, but I did for sure. hairy woman hit the jackpot. After several correcting shots, shells started to hairy woman remember it all. Dukh fell and screamed. Both types are potential candidates for the same - God bless, - I said shaking his hand. People had respect for their opponent. hairy woman Tank crews and officers of the second battalion also rushed to different thing all together. When it must've told you all about it by now. Every - One of ours. hairy woman Let him command. as taxi charter in the more or less safe neighbourhoods. one another, that the son of a ***** (the most delicate epithet they chose hairy woman stuck in the con's chest I asked the grunt next to me: hairy woman now. The howl of flying missiles drove me crazy even We shouted merrily something to each shells the tank had, everybody was counting. these bastards would lay us down like rails for their cheap glorious hairy woman Because when you read a book you do in your mind - Why don't you try and drag this stiff Imagine a First, the Minutka Square and Dudaev's Palace. I don't think I'll be sleeping San Sanych carefully listened to me, looking straight into my eyes, - Soon, there won't any more room in the sickbay to put the wounded hairy woman - Go to hell, - I jested back. hairy woman out of the area and inside the building. They'll wipe the As the one who gave an order, the unit commander, as the So we laughed. pattern and quality than ours. It would've chopped us to chips for sure. hairy woman You shoot the fingers off his A soldier came from the right. This and the fact that chechens are already actively using The enemy tank, which was moving in our direction, was decorated with General Zaharin suddenly interrupted the silence - telling everyone at the HQ hairy woman won't get far. We must go back. for example. I fell then sat up examining may be again, escaped cons. If any of our countrymen are being slaughtered A deputy assistant emerged from the HQ and called us in. task for you: amongst the first troops, you are to spearhead the attack on everyone was staring at us now. a pity handful, no more than a hundred and fifty people, battling on the Then men from ZabVO, DalVO and TOF were dragged down elderly, you know. what state of affairs the brigade is in and then fire the CO. by, on the middle of the bridge, moves in position and opens up. worst possible outcome hairy woman - With our APC, via the Black Sea bottom. is keeping this operation under his control.

---

 

Tours to Beijing

 

Guoxue Soul Street, Imperial College

Lama Temple is near the famous Imperial College Street, Xunzhuo 700-year-old Old Streets touch the lifeblood of traditional culture - where the Confucius Temple and Imperial College, Imperial College Museum of Confucius Temple is now completed, the display of cultural Guoxue.  Beijing travel

Cross of St. Paul, the Confucius Temple and Imperial College into the two buildings, the tall and dignified appearance in front of the building, thick columns, exquisite sculpture, mottled tablets, a narrative story here, bit by bit, many famous people from here to history, or history Names, or infamous ... ... Beijing tours

â—† Imperial College Street restaurant itself is not much, there are a number of Su Zhai Hall, a block there are many hot pot restaurants, near the Lama Temple there are many traditional snacks and restaurants. Beijing travel service

Main Street, afternoon tea at the front door

Beijing is the old front door area of historical monuments, street style to preserve the integrity of one of the regions. There is still a gathering of old Beijing tradition of commerce, culture, entertainment, the front door of the old Main Street prominent status - "to pass the heart of China."

Beijing flavor is quite the front door of the Lao She Teahouse of the West Main Street, now has three floors. Every night on the third floor are various types of traditional performances, is a private courtyard on the second floor of the teahouse pattern package, is the first floor of the dining hall can be tea. One day the bubble will not be bored here, from morning to eat dinner. Tours to Beijing

Eat in the front door, far more than a Lao She Teahouse. Main Street, with the front door of the old-related eating too much, Quanjude roast duck, she sung on favorite vegetarian meat sauce, all of the Qianlong Ciming a restaurant ... ...

â—† Main Street, the front door, the door is the Main Street prior to the axis, there is grinding plant East and West River, the fish population of the West and Dashilan, four rectangular formation Street, will open in August 2008 Street, will be able to see the old building Sheng Zhai on the restoration of the Quanjude, the source of Yichang, in cinemas and so on.

South Lane in the evening gongs

"South Lane gongs" This is extremely common in the city of Beijing Hutong neighborhoods, safe streets and connected to the Drum Tower Street. I do not know when, set up a number of bars here, so here is receiving attention.

Not into the wide gongs South Lane, a small shop next to the Menlian a traditional handicraft shops, pottery shops, boutiques, bookshops old, lettering shop and so on, there are barbecue houses, cafes, bars, restaurants, taste There's the old Beijing, Tibet, and Western Europe, India, South Korea, Nepal's take a stroll in the evening ... ... in this street is very international mix of style lanes, as if in an old traditional look The double-sided with the fashion show.

Weiyang night after the sea Bar Beijing travel service

After the sea, Beijing is now essential for the nightlife in China chapter. The night ended, people rushed from all sides toward this fashion, this is a mottled history of the Palace of nobility, the petty bourgeoisie into a fashion paradise. Accompanied by singing, Wei Xun wine, after the sea of flickering light, such as the texture of visitors dream ... ...

We walked into a bar were quite "A small Square." Inside wonderful programs, popular: the ground floor of the westernized style, wild dance, and the changing face of brilliant performances bartender; the second floor of the Chinese style, elegant performances of classical folk music, the window flickering candlelight, looking after the night sea , "A quiet and" are two completely different feeling in the bar can feel. Beijing tours

â—† Beijing there are four "sea" - Shichahai, Beihai, Zhongnanhai, the West Sea, hours before the Shichahai after the sea and the sea, the sea after the historical sense of color some more heavy, Prince Gong House, the Palace Yu, Li Lianying the bath, aristocratic Miss Boudoir, and so on the Xiulou

Beijing travel

By allowing online gambling to exist but regulating and taxing them, South Africa have created a stable industry with less black market activity than that of the US, critics claim.

On Thursday, South Africa’s Minister of Finance Trevor Manuel, publicised a new bill being proposed to the government – the Interactive Gaming Tax Bill.

This measure, if undertaken, will tax gross gambling revenue outside of operators within the online gambling industry. Sites in or doing business in South Africa would be subject to a special tax.

This tax was discussed in the National Gambling Amendment Bill, an act that passed in South Africa five months ago. The law provides strong regulation of online gambling. The government stated strong national oversight was the best course for national gambling policy, 'as opposed to it remaining in the hands of offshore jurisdictions, with little or no protection for local consumers.'

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No young man believes he shall ever die. It was a saying of my brother’s, and a fine one. There is a feeling of Eternity in youth, which makes us amend for everything. To be young is to be as one of the Immortal Gods. One half of time indeed is flown-the other half remains in store for us with all its countless treasures; for there is no line drawn, and we see no limit to our hopes and wishes. We make the coming age our own -- The vast, the unbounded prospect lies before us Death. old age. are words without a meaning. that pass by us like the idea air which we regard not. Others may have undergone, or may still be liable to them-we "bear a charmed life�, which laughs to scorn all such sickly fancies.

1z0-047,1z0- 265,1z0-032,1z0- 640,1z0-236,1z0- 259,HP0-P11,HP0- y15,HP0-W02,HP0- J10,HP0-M19,HP0-M15, 640- 863,640-816,70- 294,70-630. As in setting out on delightful journey, we strain our eager gaze forward- Bidding the lovely scenes at distance hail!-and see no end to the landscape, new objects presenting themselves as we advance; so, in the commencement of life, we set no bounds to our inclinations. nor to the unrestricted opportunities of gratifying them. we have as yet found no obstacle, no disposition to flag; and it seems that we can go on so forever. We look round in a new world, full of life, and motion, and ceaseless progress; and feel in ourselves all the vigor and spirit to keep pace with it, and do not foresee from any present symptoms how we shall be left behind in the natural course of things, decline into old age, and drop into the grave. It is the simplicity, and as it were abstractedness of our feelings in youth, that (so to speak) identifies us with nature, and (our experience being slight and our passions strong) deludes us into a belief of being immortal like it. Our short-lives connection with existence we fondly flatter ourselves, is an indissoluble and lasting union-a honeymoon that knows neither coldness, jar, nor separation. As infants smile and sleep, we are rocked in the cradle of our wayward fancies, and lulled into security by the roar of the universe around us. we quaff the cup of life with eager haste without draining it, instead of which it only overflows the more objects press around us, filling the mind with their magnitude and with the strong of desires that wait upon them, so that we have no room for the thoughts of death.
1z0-047,1z0- 265,1z0-032,1z0- 640,1z0-236,1z0- 259,HP0-P11,HP0- y15,HP0-W02,HP0- J10,HP0-M19,HP0-M15, 640- 863,640-816,70- 294,70-630.

 

10 Principles of Change Management
By John Jones, DeAnne Aguirre, and Matthew Calderone
 
Tools and techniques to help companies transform quickly.

Way back when (pick your date), senior executives in large companies had a simple goal for themselves and their organizations: stability. Shareholders wanted little more than predictable earnings growth. Because so many markets were either closed or undeveloped, leaders could deliver on those expectations through annual exercises that offered only modest modifications to the strategic plan. Prices stayed in check; people stayed in their jobs; life was good.

Market transparency, labor mobility, global capital flows, and instantaneous communications have blown that comfortable scenario to smithereens. In most industries — and in almost all companies, from giants on down — heightened global competition has concentrated management’s collective mind on something that, in the past, it happily avoided: change. Successful companies, as Harvard Business School professor Rosabeth Moss Kanter told s+b in 1999, develop “a culture that just keeps moving all the time.”

This presents most senior executives with an unfamiliar challenge. In major transformations of large enterprises, they and their advisors conventionally focus their attention on devising the best strategic and tactical plans. But to succeed, they also must have an intimate understanding of the human side of change management — the alignment of the company’s culture, values, people, and behaviors — to encourage the desired results. Plans themselves do not capture value; value is realized only through the sustained, collective actions of the thousands — perhaps the tens of thousands — of employees who are responsible for designing, executing, and living with the changed environment.

Long-term structural transformation has four characteristics: scale (the change affects all or most of the organization), magnitude (it involves significant alterations of the status quo), duration (it lasts for months, if not years), and strategic importance. Yet companies will reap the rewards only when change occurs at the level of the individual employee.

Many senior executives know this and worry about it. When asked what keeps them up at night, CEOs involved in transformation often say they are concerned about how the work force will react, how they can get their team to work together, and how they will be able to lead their people. They also worry about retaining their company’s unique values and sense of identity and about creating a culture of commitment and performance. Leadership teams that fail to plan for the human side of change often find themselves wondering why their best-laid plans have gone awry.

No single methodology fits every company, but there is a set of practices, tools, and techniques that can be adapted to a variety of situations. What follows is a “Top 10” list of guiding principles for change management. Using these as a systematic, comprehensive framework, executives can understand what to expect, how to manage their own personal change, and how to engage the entire organization in the process.

1. Address the “human side” systematically. Any significant transformation creates “people issues.” New leaders will be asked to step up, jobs will be changed, new skills and capabilities must be developed, and employees will be uncertain and resistant. Dealing with these issues on a reactive, case-by-case basis puts speed, morale, and results at risk. A formal approach for managing change — beginning with the leadership team and then engaging key stakeholders and leaders — should be developed early, and adapted often as change moves through the organization. This demands as much data collection and analysis, planning, and implementation discipline as does a redesign of strategy, systems, or processes. The change-management approach should be fully integrated into program design and decision making, both informing and enabling strategic direction. It should be based on a realistic assessment of the organization’s history, readiness, and capacity to change.

2. Start at the top. Because change is inherently unsettling for people at all levels of an organization, when it is on the horizon, all eyes will turn to the CEO and the leadership team for strength, support, and direction. The leaders themselves must embrace the new approaches first, both to challenge and to motivate the rest of the institution. They must speak with one voice and model the desired behaviors. The executive team also needs to understand that, although its public face may be one of unity, it, too, is composed of individuals who are going through stressful times and need to be supported.

Executive teams that work well together are best positioned for success. They are aligned and committed to the direction of change, understand the culture and behaviors the changes intend to introduce, and can model those changes themselves. At one large transportation company, the senior team rolled out an initiative to improve the efficiency and performance of its corporate and field staff before addressing change issues at the officer level. The initiative realized initial cost savings but stalled as employees began to question the leadership team’s vision and commitment. Only after the leadership team went through the process of aligning and committing to the change initiative was the work force able to deliver downstream results.

3. Involve every layer. As transformation programs progress from defining strategy and setting targets to design and implementation, they affect different levels of the organization. Change efforts must include plans for identifying leaders throughout the company and pushing responsibility for design and implementation down, so that change “cascades” through the organization. At each layer of the organization, the leaders who are identified and trained must be aligned to the company’s vision, equipped to execute their specific mission, and motivated to make change happen.

A major multiline insurer with consistently flat earnings decided to change performance and behavior in preparation for going public. The company followed this “cascading leadership” methodology, training and supporting teams at each stage. First, 10 officers set the strategy, vision, and targets. Next, more than 60 senior executives and managers designed the core of the change initiative. Then 500 leaders from the field drove implementation. The structure remained in place throughout the change program, which doubled the company’s earnings far ahead of schedule. This approach is also a superb way for a company to identify its next generation of leadership.

4. Make the formal case. Individuals are inherently rational and will question to what extent change is needed, whether the company is headed in the right direction, and whether they want to commit personally to making change happen. They will look to the leadership for answers. The articulation of a formal case for change and the creation of a written vision statement are invaluable opportunities to create or compel leadership-team alignment.

Three steps should be followed in developing the case: First, confront reality and articulate a convincing need for change. Second, demonstrate faith that the company has a viable future and the leadership to get there. Finally, provide a road map to guide behavior and decision making. Leaders must then customize this message for various internal audiences, describing the pending change in terms that matter to the individuals.

A consumer packaged-goods company experiencing years of steadily declining earnings determined that it needed to significantly restructure its operations — instituting, among other things, a 30 percent work force reduction — to remain competitive. In a series of offsite meetings, the executive team built a brutally honest business case that downsizing was the only way to keep the business viable, and drew on the company’s proud heritage to craft a compelling vision to lead the company forward. By confronting reality and helping employees understand the necessity for change, leaders were able to motivate the organization to follow the new direction in the midst of the largest downsizing in the company’s history. Instead of being shell-shocked and demoralized, those who stayed felt a renewed resolve to help the enterprise advance.

5. Create ownership. Leaders of large change programs must overperform during the transformation and be the zealots who create a critical mass among the work force in favor of change. This requires more than mere buy-in or passive agreement that the direction of change is acceptable. It demands ownership by leaders willing to accept responsibility for making change happen in all of the areas they influence or control. Ownership is often best created by involving people in identifying problems and crafting solutions. It is reinforced by incentives and rewards. These can be tangible (for example, financial compensation) or psychological (for example, camaraderie and a sense of shared destiny).

At a large health-care organization that was moving to a shared-services model for administrative support, the first department to create detailed designs for the new organization was human resources. Its personnel worked with advisors in cross-functional teams for more than six months. But as the designs were being finalized, top departmental executives began to resist the move to implementation. While agreeing that the work was top-notch, the executives realized they hadn’t invested enough individual time in the design process to feel the ownership required to begin implementation. On the basis of their feedback, the process was modified to include a “deep dive.” The departmental executives worked with the design teams to learn more, and get further exposure to changes that would occur. This was the turning point; the transition then happened quickly. It also created a forum for top executives to work as a team, creating a sense of alignment and unity that the group hadn’t felt before.

6. Communicate the message. Too often, change leaders make the mistake of believing that others understand the issues, feel the need to change, and see the new direction as clearly as they do. The best change programs reinforce core messages through regular, timely advice that is both inspirational and practicable. Communications flow in from the bottom and out from the top, and are targeted to provide employees the right information at the right time and to solicit their input and feedback. Often this will require overcommunication through multiple, redundant channels.

In the late 1990s, the commissioner of the Internal Revenue Service, Charles O. Rossotti, had a vision: The IRS could treat taxpayers as customers and turn a feared bureaucracy into a world-class service organization. Getting more than 100,000 employees to think and act differently required more than just systems redesign and process change. IRS leadership designed and executed an ambitious communications program including daily voice mails from the commissioner and his top staff, training sessions, videotapes, newsletters, and town hall meetings that continued through the transformation. Timely, constant, practical communication was at the heart of the program, which brought the IRS’s customer ratings from the lowest in various surveys to its current ranking above the likes of McDonald’s and most airlines.

7. Assess the cultural landscape. Successful change programs pick up speed and intensity as they cascade down, making it critically important that leaders understand and account for culture and behaviors at each level of the organization. Companies often make the mistake of assessing culture either too late or not at all. Thorough cultural diagnostics can assess organizational readiness to change, bring major problems to the surface, identify conflicts, and define factors that can recognize and influence sources of leadership and resistance. These diagnostics identify the core values, beliefs, behaviors, and perceptions that must be taken into account for successful change to occur. They serve as the common baseline for designing essential change elements, such as the new corporate vision, and building the infrastructure and programs needed to drive change.

8. Address culture explicitly. Once the culture is understood, it should be addressed as thoroughly as any other area in a change program. Leaders should be explicit about the culture and underlying behaviors that will best support the new way of doing business, and find opportunities to model and reward those behaviors. This requires developing a baseline, defining an explicit end-state or desired culture, and devising detailed plans to make the transition.

Company culture is an amalgam of shared history, explicit values and beliefs, and common attitudes and behaviors. Change programs can involve creating a culture (in new companies or those built through multiple acquisitions), combining cultures (in mergers or acquisitions of large companies), or reinforcing cultures (in, say, long-established consumer goods or manufacturing companies). Understanding that all companies have a cultural center — the locus of thought, activity, influence, or personal identification — is often an effective way to jump-start culture change.

A consumer goods company with a suite of premium brands determined that business realities demanded a greater focus on profitability and bottom-line accountability. In addition to redesigning metrics and incentives, it developed a plan to systematically change the company’s culture, beginning with marketing, the company’s historical center. It brought the marketing staff into the process early to create enthusiasts for the new philosophy who adapted marketing campaigns, spending plans, and incentive programs to be more accountable. Seeing these culture leaders grab onto the new program, the rest of the company quickly fell in line.

9. Prepare for the unexpected. No change program goes completely according to plan. People react in unexpected ways; areas of anticipated resistance fall away; and the external environment shifts. Effectively managing change requires continual reassessment of its impact and the organization’s willingness and ability to adopt the next wave of transformation. Fed by real data from the field and supported by information and solid decision-making processes, change leaders can then make the adjustments necessary to maintain momentum and drive results.

A leading U.S. health-care company was facing competitive and financial pressures from its inability to react to changes in the marketplace. A diagnosis revealed shortcomings in its organizational structure and governance, and the company decided to implement a new operating model. In the midst of detailed design, a new CEO and leadership team took over. The new team was initially skeptical, but was ultimately convinced that a solid case for change, grounded in facts and supported by the organization at large, existed. Some adjustments were made to the speed and sequence of implementation, but the fundamentals of the new operating model remained unchanged.

10. Speak to the individual. Change is both an institutional journey and a very personal one. People spend many hours each week at work; many think of their colleagues as a second family. Individuals (or teams of individuals) need to know how their work will change, what is expected of them during and after the change program, how they will be measured, and what success or failure will mean for them and those around them. Team leaders should be as honest and explicit as possible. People will react to what they see and hear around them, and need to be involved in the change process. Highly visible rewards, such as promotion, recognition, and bonuses, should be provided as dramatic reinforcement for embracing change. Sanction or removal of people standing in the way of change will reinforce the institution’s commitment.

Most leaders contemplating change know that people matter. It is all too tempting, however, to dwell on the plans and processes, which don’t talk back and don’t respond emotionally, rather than face up to the more difficult and more critical human issues. But mastering the “soft” side of change management needn’t be a mystery.

'Biodun Agbaje

"Be kinder than necessary, for everyone you
meet is fighting some kind of battle."

  Will your personality affect how long you live?

Aspiring centenarians may want to take a look at their attitude, according to a Mayo Clinic study. A person's outlook on life may not only improve longevity but quality of life, according to researchers. Optimists are said to experience a higher level of both physical and mental…

By Cynthia Ross Cravit, 50Plus.com

Aspiring centenarians may want to take a look at their attitude, according to a Mayo Clinic study.

A person's outlook on life may not only improve longevity but quality of life, according to researchers. Optimists are said to experience a higher level of both physical and mental functioning than their pessimist counterparts.

Further, optimistic people decreased their risk of early death by a full 50 per cent compared to those who were more pessimistic.

"The wellness of being is not just ph