text:
* Added Goals, Beliefs, and Instincts section for characters to record each that might help them in roleplaying their characters better.
* Added a "non-essential" inventory and notes section.
	- Players could potentially use this to add homebrew material for record keeping.

### 1.7.8.5 on 2017 February 27th
* Took out Sanity Points as this was not Core Rules.
	- Just committed out, so can access it via custom sheets
* Took out Attribute dice calculation for Attribute 11, highest meant to be 10.

### 1.7.8 on 2017 February 20th
* Added for future compatibility: Attributes able to go to level 11 with new dice
	- This is mainly for Artifacts to be released soon
* Added more sections to the sheet that can be soon or hidden:
	- Goals & Beliefs [in progress]
	- Sanity Points [complete]
	- Other Inventory & Notes [in progress]
	- Currently all three can be displayed, but nothing for the "in progress" ones but a place holder

### 1.7.7.9 on 2017 February 19th
* Fixed a missing call to output the Max power level for Other Actions

### 1.7.7.5 on 2017 February 6th
* Added "Size" field to character information.

### 1.7.7 on 2017 January 27th
* Added Attribute Substitution for all Attributes
	- Fixed drop downs to have ALL attributes except for the current attribute being looked at
* Updated all function calls to account for 1.7.6
	- Including calculations to display prorperly if attribute subsitution was being used

### 1.7.6 on 2017 January 24th
* Added new universal function for determining attribute substitution values
	- Reusable code so less lines of code
* Updated drop down menus to reflect change of Evasion > Guard
* Renames lines "Increase/Decrease Dice Size" to be "Attribute Dice Bonus/Penalty"

### 1.7.5 on 2017 January 4th
* Updated for new calculation of evasion, and evasion's name changed to Guard
	- Guard = 10 + Agility + Might + Armor + Other

### 1.7.4 on 2016 December 29th
* Fixed an error in Workerscripts where it was unable to calculate b/c of a void value.
	- Only happened on pre-existing Actions, newly created ones would work fine.
* Added Power Level Min & Max to Other actions.

### 1.7.3 on 2016 December 23rd
* Added an option under "Favored Actions" and "Other Actions" to allow modification of dice size for rolling
	- This is mainly for the "Martial Focus" feat, or anyothers that may come along (maybe even items).

### 1.7.2 ON 2016 December 23rd
* Changed refrences from Supernatural to Extraordinary where applicable

### 1.7.1 on 2016 December 15th
* Modified power level to have a min and max value to input
	- Success message in chat output based on min value, but tells you for both.
* Mozilla Firefox UI issues should now be resolved.

### 1.7.0 on 2016 December 13th
* Added another actions section
	- Renamed Actions to "Favored Actions"
	- Created "Other Actions"
	- Allows players to better organize their actions, and with 1.6.8, hide so less cluttered
* Added checkbox within actions if you need to specify a power level to roll at (for boons)
	- Roll templete now will tell if you were Successful, or Failed to reach the power level

### 1.6.9 on 2016 December 12th
* Added a graphical change (blue highlight) to show which Physical Attribute is using substitution

### 1.6.8 on 2016 December 11th
* Added "check boxes" to show/hide different areas of the sheet
	- Allows players to only see the information they want at a given time

### 1.6.7 on 2016 December 10th
* Fixed a strange error where Presence would add 20 at a time to HP
	- Caused by fortitude substitution not be forced into an integer type
* Fixed Attribute Substitution not updating if the Primary Attribute is changed
	- Modified On Change to be function, and calling from calcAgility function as well
* Added an indicator at top left of sheet to display current version of the sheet
	- More functionality later with the gear to add changing of default values for the sheet

### 1.6.5 on 2016 December 1st
* Fixed Actions to recalculate the roll string when any attribute is changed
	- Prior, you had to make a change to the action for the roll string to update if an attribute had been changed.

### 1.6.2 on 2016 November 30th
* Quick Patch to fix a random mess up in Prescience Worker Script
	- Was not executing the call to update values.

### 1.6.1 on 2016 November 29th
* Added the ability to add roll buttons to macro quick bar
	- Actions can be dragged to the marcro quick bar
	- "Speed" aka Initiative can be dragged to macro quick bar
	- "Evasion", "Toughness", and/or "Resolve" aka Resist Bane can be dragged to macro quick bar (all are the same as each other)
	- Currently Attributes, Feats, Flaws, and Perks can NOT be added to the macro quick bar (nor are plans to implement at this time)

### 1.6.0 on 2016 November 28th
* Added graphics for the roll/chat window
	- Updated buttons for rolling to use the new template "openLegend"

### 1.5.1 on 2016 November 25th
* Changed the code for Toughness
	- Uncommented the relvent code, and deleted the old
	- Toughness = 10 + Forititude + Will (used to be presence)

### 1.5.0 on 2016 November 21st
* Added the character's name to be displayed on chat window on rolls
* Updated the Actions section to calculate the roll string like the attributes
	- Needed to seperate it from just reading Attribute roll, as Advantage/Disadvantage for d20 in non-combat situations
* Added additional calculations for the extra sections on Physical attributes
	- For all 3, drop down to select Attribute Substitution (Agility for Evasion, Fortitude for Toughness & Hit Points)
	- For might, a checkbox, checked means the Attribute Substitution applies to max heavy carry
* Updated Javascript to reflect attribute substitution possibilities
* Updated calculations to Speed to change to 0 for certain cases
	- If over max heavy carry
	- If over 2 bulky items
* NOTE: Players will have to reselect attributes to use for Actions do to the drop down menu being updated with different values.

### 1.4.0 on 2016 November 21st
* Added gear/settings tab next to all 18 attributes
	- Click expands further information about each attribute
	- Options to Increase/Decrease both the dice size and cost of the attribute due to feats
	- Option to give Advantage/Disadvantage to the d20 part of the attribute roll due to feats and possibly boons/banes
	- Further development needed for Physical Attributes to include an "Attribute Substitution" drop down menu, to be implimented next.

### 1.1.5 on 2016 November 20th
* Made "Evasion", "Toughness", & "Resolve" clickable buttons that roll d20 for resisting banes (after watching HyperRPG mini-series)
* Put in commented out code for possible change to Toughness calculation
	- Presence might bet switching to Will for Toughness

### 1.1.0 on 2016 November 19th
* Fixed CSS to look correctly in Mozilla Firefox
* Added fields under Hit Points
	- From Feats & From Others so you can increase your total Hit Points
* Added an example area (place holder) that can be shown/hidden beneath Prescience Attribute
	- For further development to include changes that feats may have to Attribute Scores/Dice and Other
		-Place holder for now, will be expanded upon for each Attribute

### 1.0.0
* SHEET READY for mass consumption
* Equipment section graphically fixed
* Small tweaks to size (pixel) of a few other areas
* Repositioning of Armor Penalty and Armor Training (changed to Feat) to be with Speed section
* Hid the values for Heavy & Bulky in relation to speed

### 0.9.0
* GUI update
	- Background images for all but inventory
	- Gear for settings to expand for more information in Actions, Feats, Perks, Flaws
	- Optional variations for inventory shown (options 2 & 3 do not calc for heavy/bulky, just for show)
	- pixel widths for 1/3 set to 275 (3 columns on sheet, total 825 pixel across design)
		+ Still needs minor fixes for full flowing when width adjusted down, but 1 step closer
* Auto calculation for Feat points spent

### 0.8.1
* Fixed reaching max Heavy items carried = 1/2 speed
	- Was suppose to be Might + 1, was only at Might that this triggered

### 0.8.0
* Rule update: Toughness changed to be Fortitude + Presence + 10 + Other
	- No longer uses armor or shield, added in Presence.
	- forceful attacks used to go after toughness, now all weapon attacks go after evasion.
* Made all cost fields for Attributes disabled to user changes
* Moved "legend points" to be next to "level" and "xp" at the top of the sheet
* Added "Lethal Damage" section where "legend points" used to be
	- Any changes to lethal damage auto subtract from "hit points" maximum
* Took away selection menu for "speed" and replaced with a "base speed" option
	- Speed is calculated using base speed, armor penalties and/or training, and the amount of heavy and bulky gear
* Made Armor and Shield slots next to Evasion and Toughness disabled to user changes, and read from armor and shield in equipment section
* Added "Equipment" section to sheet
	- 20 items used in Open Legend with checkmarks next to each if the item is bulky or heavy
	- Heavy Result & Bulky Result, showing new max speeds
		- base speed halved if # of heavy items = might score
		- base speed changed to 5' if 2 bulky items
* Added "Armor & Expanded Equipment" section to sheet
	- Armor and Shield section moved to here
		- Armor penalty in feet based on armor type
		- Armor training for feats that may reduce armor penalty
	- Repeating field section for any special items that may be gear packs, or ____ of holdings

### 0.5.6
* Updated calls to Attributes for updating the total Cost Spent
    - Found error in updating before the cost value was set, so it was displaying the previous Total instead of the current.

### 0.5.5
* Updated worker scripts to be more function based, and "onload" to run all calculations
    - To help with future changes, so sheets will update values
* Changed Roll buttons so the "value" field is figured out in Javascript
    - To help with the strange case of Attribute 0 with Advantage & Disadvantage

### 0.5.0
* Initial Release

### Plans & Info

## Plans
* Fix Top info section of sheet to compress when page is shrunk
* [done] Make Action rolls calculate their own string for Rolls
	+[no longer planned due to complexity of roll string] Have a spot for advantage/disadvantage that is permanent to that action roll
* [done] Make a settings section for each Attribute
	+ [done] For the physical: drop down menu for attribute subsitution
	+ [done] For might, checkbox on whether attribute subsitution affects heavy carry
	+ [done] For all, an option to increase or decrease dice size above/below what the attribute score would normally allow
	+ [done] Option to Keep Highest/Lowest of d20 (based on certain feats)
* [done 2016 Nov 19] Have fields for adjusting the Hit Point total for feats and other
	[done 2016 Nov 19] + Have "Fortitude, Presence, & Will" listed below Hit Points so people know which attributes affect Hit Points
* [done] Make Inventory Section
* [done] Include more fields for Feats, Perks, & Flaws
	+[done] Plus ability to click to roll them so all can see info about
* [done] Include Inventory into speed (how it affects)
* [done] Creation of a "fancy (advanced)" version of the sheet
	+ [done] More optimization for web (and potentially mobile)
	+ [done] Sections that disappear with a click
* A settings section where you could modify certain values
	+ For "homebrew" and if changes come up before final release of product
* [done] A rolltemplete that isn't using the default
	+ [in progress] Adding in a pop-up for target CR to caculate and do the math if you hit & damage
* Clean up the CSS code
	- Currently includes a lot from a previous sheet I was using, some code doesn't apply

## Info
* Javascript is employed to auto calculate nearly every field
	+ Dice are determined based on Attribute values
		- Needs to be fixed if values higher than 9 are entered
	+ Hit Points are auto calculated
	+ Total points spent on Attributes calculate
	+ Evasion, Toughness, & Resolve auot calculated
	+ Feat & Attribute points auto calculated based on XP
	+ Level determined based on XP
		- Needs to have something to indicate max value for Attributes based on level

* This basic version was designed to aesthetically look like the Charactersheet provided by Open Legends
	+ Certain design designed are done based on this, only planning to add a few things like inventory
	+ The Advanced version (in developement) will have more robust use to it
	+ Created this because notes indicate the Roll20 Charactersheet is in the "icebox" by developers at the moment.
		- If they put out one, may stop working on this and use theirs, or just focus on advanced version.

redpajama_set_name: RedPajamaGithub


text:
Locked-In and Locked-Out. Europes Humanitarian/Migration Crisis
August 31, 2015 at 11:37 am	· Filed under Migration
I've written quite a lot on the subject of migration but now I find it difficult to put pen to paper. The events in Europe at present are beyond what words can capture. Writing feels like self-indulgence when more is needed.
To be honest writing and speaking on the subject of migration in Ireland falls mostly on deaf ears unless of course it is about tragedy that befalls Irish people abroad or the subject matter revolves around the plight of groups of Irish emigrants who are suffering under the weight of a seeming injustice abroad. I am often perturbed that a country like Ireland with such a tragic history of emigration cannot draw the parallels with contemporary European migration. The simple wish to live in place where one can find safety, security, even happiness is the key to every migratory journey whether that is a journey out of Europe or a journey into Europe.
A recent program on RTE on the subject of return emigration reported on people struggling with the question of returning to Ireland to live. The burning issues for them was whether they could have the same standard of living as they currently had in the UK. Their future depended on choices of restaurants, quality of housing and a general 'above average' standard of living. People have a right to a life and an appropriate standard of living but those who cross into Europe just want to 'live' and sometimes the crossing takes away the very breath from their body that gives them life.
I once got locked into a wardrobe when I was a child. I can remember the fear that took hold of me when in one irrational instant I thought that I'd be there for ever. The door had closed behind me and locked itself and there was no one around to hear my cries. Eventually, after what was only a few seconds, I managed to kick the door open but for me, as a young child, those seconds were akin to an eternity. I was uncontrollable when I found my mother and sobbed deeply into her belly.
This memory filled my being when I read about the plight of the people whose badly decomposed remains were found on a truck in Austria. A local newspaper reported that 'the lorry's lining was ripped from the inside suggesting the victims had tried to escape the truck before suffocating' FT 28/8/15. On the same day two boats sank in the Mediterranean. One had fifty passengers, the other had four hundred. Over half have died. The words of Pope Francis ring through yet again. From the perspective of our globalising world he said that migrants have to be more than just pawns on the chessboard of humanity.
Our history should bring us closer to the struggle of these people and not just at the level of a warm fuzzy empathetic feeling but a desire to change things for them. In a short book entitled Nana the author recounts the story of her Irish nurse who travelled from Ireland after the famine and was employed by her family. As a young girl the author was enthralled by the adventure filled stories of the Atlantic crossing that her Nana related to her.
'When you were in steerage you were expected to have everything with you, like a soldier going to war. But we didn't know that, and, anyway, we didn't have anything, nor any money to buy anything. We put our little bundles of our best clothes in our bunks and put them under our heads for a pillow and we never undressed at all….Were there any port-holes or windows, Nana?…No, and it was so terribly dark'.[1]
It is but a sliver of time that separates our reality from the reality of those who migrate into Europe today but it is an expanse of privilege and politics that separates us from their need and their plight.
I have to admire Angela Merkel and her country for their decision to take in so many migrants. Whether their motivation is to replace the falling birth-rate or whether it is to set themselves up as leaders in the modern world I can't know but they are to be admired. Maybe people like Angela Merkel are influenced by their memory of time spent in East Germany when life was limited and political freedom was but a dream.
Ireland is an embarrassment at the moment. We are couching behind political correctness to an alarming extent. I feel grossly unrepresented and unspoken for. In short e are leaderless. A country that once prided itself as central to human rights campaigning no longer knows right from wrong. Weaving between Schengen Area diplomacy and the Common Travel Area with Britain, Ireland acts like a lost child. The fear of rocking the diplomatic boat and the on-going political positioning is evidence of a nation that has lost its moral compass. The present tactic of acting incrementally in step by step diplomacy bears sad tidings for those whose boats fall apart and who do not die 'incrementally'. It's time for Ireland to act unilaterally using its history and isolation to make a difference. This last year in Ireland many a long day and night was spent arguing and canvassing for equality. Let us remember that the original rainbow was a sign to people that is was safe to leave their boat and step onto dry land.
It is also time to call Europe to task over its interests in countries that are countries of origin for many migrants. Countries where business and trade interests are supporting despotic overlords. Aid should longer be about easing our conscience but it should relate directly to the security and stability of the citizens of the receiving countries, especially the poorest. Like the recent purge of the Vatican Bank the aid budgets should be purged by Europe and aid should relate to a wide range of indicators. As David Brooks of the New York Times said;
'you can cram all the non-governmental organisations you want into a country; but if there is no rule of law and if the ruling class is predatory then your achievements won't add up to much…in short, there's only so much good you can do unless you are willing to confront corruption, venality and disorder head-on'[2]
It's absurd to think that our aid is encouraging migration but in certain instances it is. While aid may claim to improve the living conditions of people in various countries, efforts to transform the criminal justice systems and to address political corruption to protect the poor from violence and vicious predators has largely failed. It is a fact that most of world's best police forces were once plagued by corruption until they were challenged and rebranded. Furthermore businesses that act with impunity in counties should also be taken to task by European countries that have stricter regularity regimes. Ethics in business should be globalised; it should not vary depending on what one can get away with. There is need for a common European voice on these matters.
Mainstream political parties say they are fearful of a growth in right wing parties due to immigration into Europe. This language permits an anti-immigrant rhetoric. Nowhere in Europe in recent times has the rise of the right influenced major political decisions. This fear has only nudged middle ground parties from their centrist outlook and wetted the pages of newspapers. If any wing of politics is losing out it's the left as it was once called. Lost of all economic ideology and with a distinct inability to confront the excesses of present economic models the left now finds its purpose in a cosy liberalism that has little to do with those who are disenfranchised in their own jurisdictions never mind in other parts of the world. The divergence in local politics now reflects our global divergence which is that of a liberal elite and your ordinary Joe Soap.
As for the Church, it's time that it became even more unpopular. Ireland sees the Church running at an all-time low with vocations bottoming out and attendances at Church settling at historically low practise rates. The fallout from sex abuse scandals and a growing secularism has had its impact but nothing can account for the mediocre Church that has been brought to attention by the bright lights of Pope Francis' simplicity and forthrightness.Surely the role of sound doctrine and good liturgy is to inspire the Christian/Catholic Community to make a difference? Is not the mission of the Church to transcend tribal identities and unite all the baptised within the promise of the Kingdom? Why can't the Church now become infinitely more unpopular by transcending the polite politics of our nation state? Why can't the Church, like Churches in other countries become the main agent for the resettlement of refugees and asylum seekers? Why can't every parish in Ireland volunteer to take a family from Syria, Afganistan or Eritrea – again not just to ease the consciences of the parishioners or to feed a feel good factor but to educate the local community as to why migrants are forced to leave in the first place. Someone has to present those who migrate as human beings who are educated, professional and gifted and who love and cherish their families.
Is it not time to turn on the pressure on our elected representatives some of whom represent us in Europe to stand up for what we believe? Do we need to be continuously reminded that the subsidy for every cow in Europe amounts to the per capita annual income of many millions of people in Africa? Or are our cows so sacred that these facts don't matter.
I was wondering how to conclude when I was present at a funeral where a man spoke. His young son had died tragically, taken before his time. He thanked God that in the midst of the tragedy he felt he lived in a Christian community, a community who rallied and supported. He asked us to pray for those who have no such community to offer support and comfort and he asked us to especially remember those who were crossing the Mediterranean. It's strange that one in the midst of grief can think of others and others in the midst of plenty are devoid of ideas.
[1] Harriet Ide Keen Roberts, (1936) Nana A Memory of and Old Nurse, London: Gill and MacMillan & Co. Ltd.
[2] http://www.nytimes.com/2012/04/13/opinion/brooks-sam-spade-at-starbucks.html?_r=0 [accessed 28th August 2015]

redpajama_set_name: RedPajamaCommonCrawl


This Spinach Artichoke Stuffed Cheese Bread is the perfect appetizer for game day! Creamy dip gets stuffed into a loaf of fresh bread, topped with shredded mozzarella, then baked to cheesy perfection.
This recipe was developed in partnership with La Terra Fina and I thank them for sponsoring this post!
There are so many things I love about fall, but one of my most favorites is that it's football season. I've loved football for as long as I can remember, and my favorite memories are sitting in front of our fireplace on Sunday's and watching it on TV with my dad. My mom would make a big Sunday dinner early in the day, then in the evening we'd have appetizers or snacks while watching the games. I still spend weekends watching football and other sports with my sons and I love to make special foods for us to enjoy. This simple, three ingredient Spinach Artichoke Stuffed Cheese Bread is our new favorite!
I've been a huge fan of La Terra Fina dips and spreads for quite awhile now. They are rich in flavor, high in quality, and are made with real, clean ingredients. They are also certified gluten-free and contain no nuts or trans-fats. They are products that I can feel good about feeding my family! This Spinach Artichoke Stuffed Cheese Bread is made with just a fresh loaf of bread, La Terra Fina Spinach, Artichoke & Parmesan Dip made with Greek Yogurt, and shredded mozzarella cheese. Just three ingredients are all you need for an easy, warm and cheesy appetizer that will rock your game day!
La Terra Fina recently introduced two new varieties to their already amazing line - Lemon Pepper & Asiago Dip & Spread and Spicy Green Chile & Cheese Dip & Spread. These dips can be enjoyed as ingredients in plenty of dishes, but they are equally as amazing just as a snack. The Lemon Pepper & Asiago is perfect with some crunchy pita chips! Find a store near you and pick some up soon and give all the varieties a try.
Whether you're tailgating, having a party at home, or just hanging out with your family, be sure to make this deliciously simple appetizer soon! It's on repeat here at our house, and I bet it will be at your house too.
Carefully slice off the top half inch of the bread loaf and hollow out the inside of the bread. Spoon the mixture into the bread evenly, then sprinkle with the mozzarella cheese. Place the loaf on a baking sheet and bake until the dip is warm and bubbly and the cheese is melted, about 25 minutes.
Allow to cool for 5 minutes, then slice the loaf and serve immediately.
Be sure to follow La Terra Fina on Facebook, Twitter, Pinterest and Instagram for more recipes and inspiration!


text:
Change Management Project
Diunggah oleh Gabriela Cosmina Tudor
simpanSimpan Change Management Project Untuk Nanti
20341B_00
Microsoft Client Virtualization Strategy
412 Practical Paper
Ofr-14-04 Hyper-V 2012 Replication 0
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Change Management Final Project Report (1) (1)
20410C_00
Change Management Business Report on Vodafone
SC2012 VMM Documentation
20414B ENU Companion
System Center Virtual Machine Manager 2008 R2 Data Sheet
LyncServer2013 QuickStartGuide Final (1)
BSIMS-31
NetAppVDIsolutionbrief Final
20413C_setupguide
How to Prepare a Marketing Case
THE BUCHAREST UNIVERSITY OF ECONOMIC STUDIES
FACULTY OF BUSINESS ADMINISTRATION IN FOREIGN
Caroli Foods Group
Gabriela-Cosmina Tudor
Andreea Serban
Gabriela Udrea
Group 127
1.General presentation of the organization.................................................................................3
2. The subject of change.............................................................................................................6
3. Analysis of the field of forces.................................................................................................7
3.1. Analysis of the forces that promote change and their motivation........................................7
3.2. Analysis of the forces that are opposing change and their motivation................................9
4. Analysis of the critical mass necessary to trigger change.....................................................11
5. 1. Triggering of the change process......................................................................................12
5. 2. Methods of reduction of forces opposing change.............................................................13
6. 1. Analysis of the change process.........................................................................................14
6. 2. Dynamics of the forces that promote change and the inertial forces................................16
7. Analysis of the results. Evaluation of the residual stress......................................................18
8. Conclusions...........................................................................................................................20
- Case study
1.General presentation of the organization
Caroli Foods is one of the largest producers of cold-cuts and the leader of the
Romanian cold-cuts market, both by value and annual sales. Today, the company
manufactures four brands of cold cuts: Gourmet, Caroli, Maestro and Sissi (franchise) with
more than 200 products for all tastes. Out of these, CAROLI is the most popular brand in the
Caroli Foods Group portfolio. During the first 12 years of activity, Caroli Foods invested
more than EUR 35 millions in processing and distributing cold cuts (technology, hygiene
equipment, human resources, etc.). The company has 1,300 employees, among whom most
are between 18 and 35 years old. Caroli Foods products are aligned to the European Union
standards. The two factories in Pitesti, having a manufacturing area of more than 18,000
sq.m., are food safety certified. Caroli Foods Group is mainly made of the companies Caroli
Prod 2000, T.C. Affaires, INDCARF S.A. and Maestro Industries.
Caroli Foods Group considers technology to be an important pillar underpinning the
success and meeting the objectives of providing the best products and services to consumers.
Therefore, the company has invested in modern machinery equipped with process computers
that run programs for each operation and manufactured product but also in a professional IT
infrastructure. In terms of IT, the company operates a data center with over 50 professional
servers and storage systems (IBM and Dell) but also a range of solutions that includes: ERP
(Enterprise Resource Planning), WMS (Warehouse Management System), SFA (Sales Force
Automation), optimizing routes and Business Intelligence. Solutions are accessed remotely
using Microsoft Terminal Services in a Virtual Private Network (VPN). The IT infrastructure
is virtualized in a proportion of 50% and is managed by a team of specialists that consists of 8
The company was founded in 1994 in Romania. It started its journey in a small factory
in Bucharest.
In 1999, Caroli Foods acquired INDCARF SA Pitesti. This represents the main
production factory of the company with a monthly production capacity of approximately
3,000 tons.
In 2002 took place the consolidation of the production unit in Pitesti.
One year later, in 2003, Caroli Foods acquired the premium brand Gourmet that to
serve all consumption segments of the Romanian market.
The years 2004 and 2005 brought quality certifications for the company. First, the ISO
Certification 9001:2000 for a quality oriented organization and quality management and good
practices and secondly, HACCP (Hazard Analysis and Critical Control Points) certification
and implementation of ERP (Enterprise Resource Planning) for the management system
orientated on preventing problems and assuring safer products.
In 2006, Caroli Foods bought, with about five million euro, the cold-cuts producer
Maestro Industries in Cluj. This acquisition made them market leader in Transylvania.
In February 2007, Caroli closed the factory in Cluj and relocated all its activity in the
production unit in Pitesti. Subsequently, Caroli sold the factory from Cluj and its land. The
stated aim of this action was that to strengthen the long-term operations in Romania. In this
regard, Ovidiu Dusleag, CEO of Caroli Foods declared Our priority is to support the
employees of the plant in Tulcea to overcome these difficult times, the entire team is making
all efforts in this regard. As a market leader, Caroli Foods is aware of the responsibility it has
to build a sustainable business model in Romania. From this assumed responsibility, we began
a process of consolidation of the local operations to provide quality products and services to
our customers and secure jobs for the 1,450 employees of the company. Here, they also
launched the Sissi brand that offers a range of ham.
The year 2008 came with the decision of entering new markets. In this regard, Caroli
Foods participated that year, between the 10th and 14th of March in Barcelona, at the
Alimentaria, the largest European Food and Beverage Exhibition. This was the second
presence of the company in an international exhibition of this kind. Caroli, Gourmet and
Maestro were the brands with which the company decided to expose that year a wide range of
products. This way, Caroli Foods wished to stir the interest of the international consumer who
values the authentic taste of Romanian products, prepared according to traditional recipes and
thus, to be able to enter more markets. The stand contained salami, ham products, chicken and
pork specialties, and, last but not least, Romanian traditional cold cuts. Our presence in an
international exhibition of the kind is a proof of our concern for quality and hygiene
standards, as well as of our concern for diversified recipes due to which our products are so
appreciated in Romania, as well as on any other market, declared Haluk Akdemir, CEO of
Caroli Foods.
In 2009 took place the relaunch of Economy brand Primo. At this point, Caroli Foods
had 5 brands in its portfolio: Gourmet, Caroli, Maestro, Sissi (franchise) and Primo Familia.
The year 2010 was an important milestone for the company as Caroli Foods and
Campofrio Food Group (the leading European meat processor and an important global player)
signed a joint venture agreement to raise the quality standard of the cold-cuts market and offer
better coverage in South Eastern Europe (Romania, Bulgaria, Republic of Moldavia, Serbia,
Ukraine and Turkey). The agreements took full effect on 20th July 2010 and the newly formed
venture was called Caroli Foods Group. Campofro Food Groups participation in said Joint
Venture" is 49% with the remaining 51% belonging to the former shareholders of Caroli
Foods. The CEO of Caroli Foods Group, Haluk Akdemir, claimed that he has set his mind on
increasing the sales by 80 million euros during the following three years and on increasing the
companys market share by 4%.
The results of the joint venture came fast, as CFG became the market leader in
Romania in 2011. In the same year, the CEO of Caroli Foods Group, Haluk Akdemir, was
replaced by Khaled El Solh on 10th of October.
In the year 2012 the company changed the way it virtualized its IT infrastructure. They
moved from using a commercial platform to using one provided by Microsoft, the Hyper-V
Server 2012.
In 2013 a new consolidation of production in the Pitesti factory took place and the
company received the IFS Certification - International Food Standard, version 6, Higher
level for internationally recognized food safety standard and quality audit of products and
processes.
This year, Caroli Foods is celebrating two decades of activity in which it has provided quality
products for all consumers.
2. The
subject of change
In 2012, for the provision of highest quality internal services for meeting the
requirements on reducing operational risks, Caroli Foods Group decided to change the
virtualization platform. The IT Department has initiated a comparative analysis of existing
commercial solutions, evaluation focused on: cost, functionality, level of support and
knowledge available technology by own team, and Windows Server 2012 with Hyper-V
responded best to the requirements from all points of view. Complementary, Caroli Foods
Group team began looking for a back-up solution on server level to provide superior
performance and which can be integrated into the project of creating a Disaster Recovery
Center that can be found on the company's investment plan. In this context, the IT department
evaluated also the Data Protection Manager, a key component of System Center 2012.
Carolis objective was to achieve a higher level of safety and comfort in the IT
infrastructure management, including the virtualized one, and for that they needed a better
platform. The first dilemma was: in what software to invest, which was the most
advantageous for Caroli? After analyzing the specific market, the company realized that
Windows Server 2012 together with System Center 2012 is the best choice because it offers
features such as Hyper-V Replica / Live Migration and dynamic resource allocation and the
licensing model is very flexible and includes both operating systems and visualization
platform, virtual machines management console and a back-up solution, which was very
price-attractive. says CRISTIAN Asanache, IT MANAGER, Caroli Foods.
Equally, for the decision Caroli took into account and the support services that
Microsoft provides to customers and partners in Romania.
Carolis search coincided with the announcement regarding the new version of
Microsoft Server 2012 and with the recorded progresses, which caught their attention. Even if
it was a new product, they knew what Microsoft Romania offers support services to the local
customers and they have been opened to the new technology. Every time the business
approached the new technology they have invested in preparing the team: access to
documentation, training, certifications, etc., and from this point of view is the support for
Microsoft products easier to access.
3. Analysis of the field of forces
According to Lewins force-field analysis model, an organization is an open system.
There are two forces in organization change (Lewin, 1951), one is the pushing of the
organization to a new direction; it is the driving force. The other is preventing organization
from changing; it is the restraining force.
3.1. Analysis of the forces that promote change and
their motivation
Life isn't one damn thing after another. It's the same damn thing again and again. Edna St. Vincent Millay
Driving forces are forces outside the firm (external factors) that trigger the change of
strategy in an organization.
In the dynamic world we live nowadays it is essential to make changes in order to
adapt to the new environment and to survive; we have little choice but to continually change
or risk being left behind.
In the business world it seems that major organisational change is becoming ever more
frequent. The driving forces can be determined by the need of survival, adaptation to a
dynamic business environment, reengineering process, shifting to a new vision.
Changes can be initiated in people, technologies, processes or structures, but since there is a
strong influence and degree of interaction between them all, they will propagate across the
whole organization.
Many forces can affect an industry powerfully enough to qualify as driving forces. Some
are unique and specific to a particular industry situation, but most drivers of change fall into
one of the following categories:
1. The Internet and new e-commerce opportunities and threats it breeds in the industry;
2. Increasing globalization of the industry;
3. Changes in the long-run industry growth rate;
4. Changes in who buys the products and how they use it.
5. Product innovation;
6. Technological change;
7. Market innovation;
8. Entry or exit of major firms;
9. Diffusion of technical know-how across more companies and more countries;
10. Changes in cost and efficiency
11. Growing buyer for preferences for differentiated products instead of a commodity
product (or for a more standardized product instead of strongly differentiated
products);
12. Regulatory influences and government policy changes;
13. Changing societal concerns, attitudes, and lifestyles;
14. Reductions in uncertainty and business risk.
In the case of Caroli Food Group, changes were mostly triggered by the technological
innovation driven by the worlds digital revolution and by the overall accelerated pace of
doing things: production process, response to clients requests, efficiency.
Changes in IT - Todays Internet War between Google, Microsoft, and Facebook marks
just another step in the digitization of the economy, showing us that the digital revolution will
continue to change the tools we use to create and consume information, and will therefore
continue to have enormous influence on which business models are successful and which are
not. Information Technology continues to shrink the world and revolutionise the way
organisations operate. Success is no longer a matter of being the fastest or the fittest, but
rather is about being the most adaptable. Any enterprise that can introduce new ideas and new
approaches frequently and effortlessly has a huge advantage. It is the role of a modern leader
to make this possible.
Acceleration All the forces that trigger an organization to change are mutually
interdependent, and they feed off of one another. As their effect converge, they may have a
potential soundly disrouptive acceleration and impact in a way that is decisive and
inescapable.
New tools define new economic realities, which fundamentally affect how individuals,
families, and communities earn their livelihoods. In the words of James Burke, The more the
tools, the faster the rate of change.And every day were busy making new tools and bringing
them to market as fast as we can, so as the resulting events increase in magnitude and trends
gain speed, every company becomes more vulnerable to change.
Change is now happening so fast that traditional approaches to planning arent
effective. To cope successfully with this dynamic world, leaders have to find new approaches
to thinking and managing, and new ways of gathering information, planning, decision
making, allocating resources, developing strategy, and linking strategy to innovation.
Because the specificity of the activity of Caroli Foods Group, the IT system records
transactions 24 hours from 24, 7 days a week, with inevitable peaks on certain critical
applications. Therefor, the IT department must have provided the required continuity and
availability of resources, in order to have an optimal level and a high degree of agility of the
entire infrastructure. To achieve this goal, Caroli chose Windows Server 2012 virtualization
and IT infrastructure management.
By making these changes, Caroli Foods Group succeded in adapting to the continuous
changes in the Information Technology environment and to respond efficiently and fastly to
the requirements of everyday proccesses and activities of the company. They also achieved
their need for providing high quality internal services and reducing operational risks, as well
as reducing costs through more efficient use of servers and storage systems existing.
Moreover, by the dynamic resource allocation, Windows Server 2012 has resulted in
optimizing the running of business applications and in ensuring usage fluency.
3.2. Analysis of the forces that are opposing change and
When driving force is stronger than the restraining force, organizational change
occurs, and the organization will move towards a new direction. When restraining is stronger
than the driving force, organization will stay where it was; and when these two forces are
equally powerful, it will stay stable temporally.
When organization is about to change, there are different forces to prevent them from change,
which is the above-mentioned restraining forces. Restraining forces can be divided into three
levels: organization level, secondary unit level, and individual level (Yang, Zhuo, & Yu,
Factors in the organizational level include the organizational structure inertia and
system pressure, organizational culture, and the pressure from past success.
Factors in secondary unit level include the standpoint difference and interest conflict
between different departments.
Factors in individual level include the misunderstanding, lack of trust, own benefit
threat feeling, uncertainty, custom, etc.
There are many factors that will affect the success or failure of organizational change. The
6 most important factors include the insufficient readiness for change, lack of systematic plan
for organization change, fast solution expectation, the focus of change activity instead of
result, poor management in change process, and mismatch between change plan and
organization context (Yang, Zhuo, & Yu, 2009). To achieve successful organizational change,
all these factors have to be considered carefully.
Readiness for change refers to the degree of positive acceptance of the necessity of
change, and the positive attitude toward the effect of change on self and the organization
(Armenakis, Harris, & Mossholder, 1993). The higher the preparation, the higher the
acceptance and executive power of the member shall be. The lower the preparation, the higher
the resistance to change, and the higher the probability of organization change to fail will be.
Another common reason for organizational change to fail is that many organizations do
not take the systematic viewpoint to make a holistic plan for organizational change. For
example, the attempt to make change through education only, and to overlook other factors
that may affect employees behavior such as organizational system, structure, culture, etc.
Moreover, some organization applies the identical changes plans to all departments and
individuals without considering their differences.
The fast solution expectation is another error organization makes. They often assume
introducing a set of organizational changes can solve all the problems, and recruiting an
outside consultant can assist on everything. With this expectation, the organization will
depend on the consultant too much, and invest too little, and will end the change plan too
early if the achievement does not meet their expectation. In addition, when planning the
organizational change, members often take the change activity too seriously, but neglect the
change goal itself. Thus, members participate in the activity vigorously, but the achievement
is actually very limited.
Poor management in change process is another commonly made mistake. Many factors
have to be considered and attended to in the unfreezing, moving or freezing stages. Overlook
certain factors many lead to total failure of the organizational change.
Finally, the match between change plan and organizational context may also play a
significant role in the success or failure of organizational change. Organizational change is to
establish new pattern of thinking and behavior. When the new pattern conflicts with the old
ones, the oversized resistance tends to cause the plan to fail. Therefore, in designing a change
plan, the organizational context must be incorporated.
4. Analysis of the critical mass necessary to trigger
A critical mass represents the minimum amount of people in an organization able to start
and to sustain a change.
The IT Department has initiated a comparative analysis of the existing commercial
solutions. The evaluation focused on: cost, functionality, available level of support but also
the technology knowledge of its own team, and Windows Server 2012 with Hyper-V
responded best to the requirements of all points of view.
Given the nature of the situation and the change that needed to take place, our critical
mass is made up of software components and the people working in the IT department. The IT
infrastructure is managed by a team of specialists that consists of 8 people. Because they were
approaching a new technology they had to invest in preparing the team: access to
documentation, training, certifications, and from this point of view Microsoft products are
easier to access. The IT department was also responsible of intense testing the new features,
along with groups of users in the company to ensure the smooth evolution of the change
For the software part, it was determined that five hosts with 25 virtual machines will be
enough to trigger and complete the change. The project was conducted in December 2012 and
consisted of the migration of five hosts with 25 virtual machines from the free version of the
virtual commercial platform to the Hyper-V Server 2012. The process was quick, conversion
and migration being done with System Center Virtual Machine Manager, without the need for
tools from other providers and with support from Microsoft and the partner Active Systems.
The challenge of the project was the rapid conversion of the 5 hosts that we wanted to
move without changes and incidents, from the virtualized platform on the Microsoft one. For
this we prepared a compatible host and we used it to move all the running virtual machines.
Migration was swift and without incident, and basically the users of the business solutions
didnt notice the change. The process was easier because of the training of Carolis IT team in
Windows Server technologies and the support received from Microsoft and the partner Active
Systems said Cristian Asanache, IT Manager of Caroli Foods Group.
5. 1. Triggering of the change process
This is a time of unprecedented change in our society. The changes one experiences
are happening at faster and faster rates. As examples, the telephone, radio, TV, and microwave
weren't even in use decades ago, and today these gadgets are commonplace, along with the
computer, Internet, and fax machine.
In just a few months, the technology that an organization uses on an everyday basis
may be outdated and replaced. That means an organization needs to be responsive to advances
in the technological environment; its employees' work skills must evolve as technology
evolves. Organizations that refuse to adapt are likely to be the ones that won't be around in a
few short years. If an organization wants to survive and prosper, its managers must
continually innovate and adapt to new situations.
Every organization goes through periods of transformation that can cause stress and
uncertainty. To be successful, organizations must embrace many types of change. Businesses
must develop improved production technologies, create new products desired in the
marketplace, implement new administrative systems, and upgrade employees' skills.
Organizations that adapt successfully are both profitable and admired. Managers must
contend with all factors that affect their organizations.
Because the specific activity of Caroli, computer system records transactions 24/24, 7
days a week, with the inevitable overload peaks on certain critical applications. The IT
department must ensure the continuous availability of the IT resources at an optimal level, and
a high degree of agility of the entire infrastructure.
Carolis IT Network needed focus. The managers of Caroli started to identify the areas
that needed to be changed and recommend how to proceed.
For virtualization of the IT infrastructure by 2012 Caroli Foods Group has used a free
version of a virtualization commercial platform which did not include the management
console and had functionality level limitations. Management of virtual machines was difficult
and required more attention and time from the IT team. In addition, the solution did not allow
automatic switching between the controllers of a storage system when one of them was nonfunctional and did not allow the dynamic allocation of hardware resources to each virtual
machine individually. Thus, resource intensive applications such as ensuring optimization of
transport routes in peak overload periods, had high latency in their operation and generated
some failures in the business processes, and complaints from users.
Beyond the lack of advanced console for managing the virtualized infrastructure, the
previous solution did not provide details of power or consumption for each machine
separately and they could not dynamically allocate available resources. Therefore, the IT
department allocated too much time to management and some applications responded slowly
during overloaded periods. To ensure the efficiency of business processes, it was necessary
to identify and adopt a commercial solution says CRISTIAN Asanache, IT MANAGER,
Complementary, there were requirements for changing existing backup application,
requiring a solution that provides a centralized and efficient ongoing of the backup and restore
activities (the bare-metal level of the files system, to the state level of the systems, the SQL
database level). For the ERP solution, backed by a SQL database, was made a full back-up
every day, but the window for this to took several hours, a situation which does not meet the
needs of the company's business.
5. 2. Methods of reduction of forces opposing change
The most problem which will be occurred during the implementing change process is
resistance, so for an organization which wants to prevent problems it is extensively important
to response to employees (internal customer). In order to oppose to negative factors and
reduce resistance, below activities performed:
a) Interior design with suitable work environment ergonomics.
b) Training self-management, appropriate communications and teamwork to employees which
lead to increase professional capability of personnel.
c) Arranging coordination meetings and clarify management strategies to middle managers
and also to employees. Resistance can be reduced when leaders communicate with
organization members to help them see the need for change as well as the logic behind it. This
can be achieved through face-to-face discussions, formal group presentations, or special
reports or publications. The approach works providing the source of resistance is inadequate
communication and that leader-member relations are characterized by mutual trust. If trust
does not exist, the change is unlikely to succeed.
d) Encouraging employees to cooperate in improvement projects. Organization members who
participate in planning and implementing a change are less likely to resist it. Prior to making a
change, leaders can allow those who oppose the change to express their view on the change,
indicate potential problems, and suggest modifications. Such participant involvement can
reduce resistance, obtain commitment, and increase the quality of the change decision.
e) Exactly making known for employees the whole processes in the field of their own.
6. 1. Analysis of the change process
Organizational development and change efforts go hand-in-hand; managers who are
interested in effecting change within their organizations must first thoroughly understand the
dynamics of change.
An organizational restructure to Carolis IT system solved the business problem. The
Carolis change process methodology is comprised of six phases, all closely related: Prepare,
Plan, Design, Implement, Operate, and Optimize. The process phases are implemented as
Prepare phase: Business agility starts with preparation: anticipating the broad vision,
requirements, and technologies needed to build and sustain a competitive advantage. In the
Prepare phase, the organization determines a business case and financial rationale to support
the adoption of new technology. By carefully anticipating future needs and developing both a
technology strategy and a high-level architecture to meet those needs, a business is better
equipped to contain costs during deployment and operations.
Plan phase: Successful technology deployment depends upon an accurate assessment
of the organizations current network, security state, and overall readiness to support the
proposed solution. In the Plan phase, the organization ascertains whether it has adequate
resources to manage a technology deployment project to completion. To evaluate and improve
network security, the IT department tests its network for vulnerability to intruders and outside
networks. IT then develops a detailed project plan to identify resources, potential difficulties,
individual responsibilities, and the critical tasks necessary to deliver the final project on time
and on budget.
Design phase: Developing a detailed design is essential to reducing risk, delays, and
the total cost of network deployments. A design aligned with business goals and technical
requirements can improve network performance while supporting high availability, reliability,
security, and scalability. Day-to-day operations and network management processes need to
be anticipated, and, when necessary, custom applications need to be created to integrate new
systems into existing infrastructure. The design phase can also guide and accelerate successful
implementation with a plan to stage, configure, test, and validate network operations.
Implement phase: A network is essential to any successful organization, and it must
deliver vital services without disruption. In the implement phase, the organization works to
integrate devices and new capabilities in accordance with the design, without compromising
network availability or performance. After identifying and resolving potential problems, the
organization attempts to speed return on investment with an efficient migration and successful
implementation, including installing, configuring, integrating, testing, and commissioning all
systems. After the network operation is validated, the organization can begin expanding and
improving IT staff skills to further increase productivity and reduce system downtime.
Operate phase: Network operations represent a significant portion of IT budgets, so it
is important to be able to reduce operating expenses while continually enhancing
performance. Throughout the operate phase, the IT department proactively monitors the
health and vital signs of the network to improve service quality, reduce disruptions, mitigate
outages, and maintain high availability, reliability, and security. By providing an efficient
framework and operational tools to respond to problems, a company can avoid costly
downtime and business interruption. Expert operations also enable an organization to
accommodate upgrades, moves, additions, and changes, while effectively reducing operating
Optimize phase: A good business never stops looking for a competitive advantage.
That is why continuous improvement is a mainstay of the lifecycle. Optimization is the
continuous process of planning, designing, and implementing incremental improvements to
existing processes. Have business goals or technical requirements changed? Is a new
capability or enhanced performance recommended? As the organization looks to optimize its
network and prepares to adapt to changing needs, the lifecycle begins anew, continually
evolving the network and improving results.
The project was conducted in December 2012 and consisted of migration of five hosts
with 25 virtual machines from the free version of commercial platform virtualization on
Hyper-V Server 2012. The process was quick, conversion and migration being done with
System Center Virtual Machine Manager, without the need for tools from other providers and
support from Microsoft and from Active Systems partner.
Business processes were not affected or influenced during conversion even if the
supporting machines were functional. Simultaneously with the migration operation was
operated a memory resources adjustment allocated to each virtual machine individually to
meet the tasks better.
CRISTIAN ASANACHE: The challenge of the project was the rapid conversion of the 5
hosts that we wanted to move without changes and incidents, from existing virtualized
environment on the Microsoft one. For this we prepared a compatible host which was used to
move all running virtual machines. Migration was swift and without incidents, and basically
the users of the solutions for business did not feel change. The process was facilitated by the
IT Team of Caroli Foods Group for Windows Server technologies and the support received
from Microsoft and from Active Systems partner.
Beyond addressing timely issues, the project aims to create a platform for long-term
operating unit for servers, virtualized infrastructure and back-up processes that would benefit
from a single support center.
For Caroli Foods Group, Windows Server 2012 becomes the basis for long-term
development of IT infrastructure and immediate plans foresee implementation of other
Microsoft technologies available for extending, centralizing and streamlining IT services
within the organization, said CRISTIAN Asanache.
6. 2. Dynamics of the forces that promote change and
the inertial forces
Change is one of the most critical aspects of effective management. Change is the
coping process of moving from the present state to a desired state that individuals, groups and
organizations undertake in response to dynamic internal and external factors that alter current
realities.
Businesses and managers are now faced with highly dynamic and ever more complex
operating environments. Technologies and products along with the industries they support and
serve are converging. The world is presently characterized by dramatic technological shifts.
Technological advancements, particularly in communication and computer technology, have
revolutionized the workplace and have helped to create a whole new range of
products/services. Advances in technology have contributed to the development of economies.
The technological forces are the major force that promoted change in the Caroli company.
Using new technology influences the subsystems in the organization. For example, the
technological advancement in computers has revolutionized the design, development and
manufacture of products. The electronic point of sales system for instance, that permits
improved stock control by instantaneously updating records and assessing the actual effects of
price change, has improved the sales and marketing of goods.
Resource Constraints
Resources refer to money, material, machinery, personnel, information and technology.
Depletion, inadequacy or non-availability of these can be a powerful change force for any
Persons Focused Change
This is the change concerned with human resources planning and with enhancing
employee competence and performance. Redefining organsational strategy and goods;
structural change in terms of expansion, contracting technological inputs al these have
implications for human resources management. For example, introduction of new
technologies result in person focused change such as: replacement (when an employee cannot
be trained further), replacement (to where an employees current skills are best suited), and
employee training and development. It may also lead to laying down new recruitment and
selection policies in tune with changing technologies and their requirements. The availability
or non-availability of employees with the required skills also influences an organisations plan
for expansion, of venturing into new products/services and of profitability.
7. Analysis of the results. Evaluation of the residual
By using Microsoft Windows Server 2012 Enterprise, Caroli Foods Group has brought
a number of benefits in the context of migration process and long-term benefits simplifying
the IT infrastructure management.
Ensuring business continuity
Migrating the 5 hosts and the virtual machines was done quickly and without
downtime. Business applications of Caroli Foods Group remained functional throughout the
process, and users' activity was not affected.
CRISTIAN Asanache: "Native integration of System Center Virtual Machine Manager and
Windows Server 2012 was key of the project and assured us continuity throughout the
migration. Basically, business users have not even noticed the change of platform."
Optimizing the running of business applications through dynamic allocation of resources
Prior to Windows Server 2012 project, some of the business applications of Caroli
Foods Group did not have sufficient resources on load peaks which caused higher response
rates and hence complaints from users. "Windows Server 2012 allows detailed monitoring of
resources consumed by each virtual machine and their dynamical allocation. After migration
was complete, the response time of applications was reduced and eliminated the slow
processing of loading peaks . I recorded this improvement both for LOB solutions (such as the
application for transport routes optimization) as well as for the IT space provided to test new
applications. Thus , we increased user comfort and we ensure the continuity and efficiency of
business processes within the company , believes CRISTIAN Asanache .
Reduction of IT infrastructure costs
Windows Server 2012 project developed within Caroli Foods Group has reduced IT
costs by eliminating the investment in additional hardware resources, such as servers, storage
or backup solution licenses.
In a virtualized environment, if there isn't a shared storage system, moving virtual
machines between hosts is not possible, but Windows Server 2012 removes this constraint.
Without Microsoft, the company would have to use additional equipment which induces
considerable storage acquisition costs, as well as delivery and setup costs. Furthermore, the
licensing model of Windows Server 2012 is very flexible and includes both operating systems
and platform virtualization management console virtual machines and back-up solution.
Optimization of testing environment and reduction of the time for producing the new
functionalities of business applications
The market on which Caroli Foods Group operates is very dynamic and, therefore,
business processes are constantly changing.That has a direct impact on updating software
solutions. Before starting production , the IT Department is intensely testing the new features,
along with groups of users in the company. Virtualized infrastructure with Windows Server
2012 and System Center 2012 allows rapid construction of test environments and loading
them with actual data .
With Windows Server 2012 we have readily available resources test environments ,
and snapshots of business applications that you get every 15 minutes allow us to conduct tests
with fresh data and thus achieve a high accuracy . One of the test environments with high
impact on Caroli Foods Group is the ERP solution and rapid implementation of these tests is
an important issue because it involves many colleagues in the departments of business ,
whose productivity should be the least affected", declares CRISTIAN Asanache.
Reduce the risk of data loss
A direct result of the project was to replace the back-up done daily for the ERP
solution with a salvage value of the full data back-up made at intervals of 15 minutes.
Component of System Center Data Protection Manager 2012 thus reduce the risk of data loss
and enables Caroli Foods Group to respect the requirements of the audit.
As Caroli Foods strives to be the cold-cuts market leader and to offer the best products
of high quality and value to its customers, they are well-aware of the fact that, in order to
achieve this goal and maintain this position, they dont only have to produce and deliver good
products, but also to have competent personnel that works with the best equipment and the
most efficient applications, software and platforms designed specially for their ongoing
activities. By ensuring this, they managed to achieve a high level of availability and to reduce
costs through exploiting more efficiently the servers and the existing storage systems.
Because using their old storage platform meant spending many hours only to save the
activities that happened during one day, the implementantion of a new virtualized
infrastructure was needed. After analyzing the most important factors, it was decided to
acquire and implement the latest Windows Server and System. This decision was made
because this platform met the needs of the company and because Microsoft is known by
everyone, so relatively easy to use.
As in any change, there were forces that opposed it, but the IT management team
considered every aspect and prepared the grounds on which this change would take place.
Intense tests were made and they paid special attention to the people directly affected by the
process and provided them with help, assistance and training. Since all aspects were well
thought of and taken care of, the implementation was swift and easy, most of the users not
even noticing the change taking place. The results came fast, the time for saving the days
activity reduced from hours to only fifteen minutes. The back-up done daily for the
incremental ERP solution was replaced with a data saving of full back-up value made at
intervals of 15 minutes. The component called System Center Data Protection Manager 2012
reduces, thus, the risk of data loss and enables Caroli Foods Group to comply to the audits
requirements.
Moreover, through the dynamic allocation of resources, Windows Server 2012 has
resulted in optimizing the running business applications and ensured fluency in use.
The existing structure is currently finely tuned and well-positioned to accommodate
growth and enable Caroli to respond quickly to its rapidly-changing business demands. And,
as Caroli continues to grow, its IT department will continue to evolve to better serve the
business needs.
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gahf16
Management Crisis
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Docker Container Deployment in Fog Computing Infrastructures
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Memotec CX-UA Product Overview June 2012_1
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Infonetics C SON White Paper 2015
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text:
The OakPAL Plan
===============

Behind every Oakpal execution there is a _plan_, even if it is an implicit
one.

Prior to release 1.4.0, the plan was tightly-coupled to the `oakpal-maven-plugin`'s
`scan` and `scan-many` goals, and was defined by the following parameters:

  * `preInstallArtifacts`: a list of `content-package` artifacts,
  resolved by maven, to install prior to the scan. A `preInstallFiles`
  parameter is also supported, to reference content package files downloaded
  or created locally through other means.
  * `forcedRoots`: a list of root paths to create prior to the scan, with optional
  primary type and mixin types specified for each.
  * `jcrPrivileges`: a list of JCR privilege names to define prior to the scan
  in order to satisfy named references in `rep:privileges` properties.
  * `jcrNamespaces`: a list of JCR namespace prefix to URI mappings to register
  in order to support the included forcedRoots and jcrPrivileges parameters, as
  well as any dependencies that might be involved in any adhoc checks.
  * `cndNames`: a list of relative paths to CND files located on the scan
  classpath.
  * `slingNodeTypes`: a boolean specifying (for convenience) whether to
  install any CND files referenced by `Sling-Nodetypes` manifest headers
  in maven dependency jars.
  * `checklists`: the list of reusable checklists to enforce, which must be defined
  in jar files on the classpath.
  * `checks`: a list of adhoc progress check definitions that may implement new
  assertions, or override details of checks defined in selected checklists.

The _plan_ definition, importantly, *does not* include the list of packages
that are the subject of the scan.

While it shares many of the same traits as a `checklist`, the _plan_ has
a couple important differences:

  * There can be only one plan selected for any particular scan execution,
  whereas zero-to-many checklists can be active for a particular scan.
  * Because of its proximity to the point of execution, the presence of, and
  alternatives for some _plan_ parameters trade determinism for developer
  flexibility. Because checklists are designed to be reusable and shareable,
  scan-time discovery and alternative parameters have been largely disallowed.
  * Plans can specify pre-install packages and repoinit URLs, which provide
  much greater power over the definition of initial repository state, but which
  carry a lot more overhead that hinders reusability, in the form of download
  size and lack of visibilty on changes to encapsulated content over time.

## Enter *OPEAR* and the reusable _plan_

In release 1.4.0, the _plan_ has become a reusable artifact in its own right, in
the form of an OPEAR file, which stands for *OakPal Encapsulated Archive*. It is
pronounced _oh-pair_.

Like the implicit _plan_ definition already supported by the `scan` goals, the
OPEAR plan will continue to support pre-install packages and will enforce the
assumption that it is the sole arbiter of parameters for any particular
scan execution.

Unlike the `scan` goals, however, it does not support scan-time discovery
and resolution of artifacts.

The primary design goal of the OPEAR format is the _deterministic reporting
of check violations_.

As in, given the following constraints, the number
and severity of reported violations should be the same across any number
of scans of the same sequence of content packages.

  * The JVM environment.
  * The version of oakpal-core.
  * The specified OPEAR file.

To this end, oakpal execution tools will attempt to isolate the scan
classloader wherever possible to include only the oakpal runtime
dependencies and whatever libraries are bundled within the OPEAR file
itself, as referenced by its `Bundle-ClassPath` Manifest header.

To build such an artifact, two new goals have been added to the
`oakpal-maven-plugin`, [`opear-plan`](oakpal-maven-plugin/opear-plan-mojo.html)
and [`opear-package`](oakpal-maven-plugin/opear-package-mojo.html), as well
as a new lifecycle mapping for `<packaging>opear</packaging>`.

The simplest way to start is to add the `opear-plan` and `opear-package` goals
to an existing oakpal checklist module pom. The opear file will be attached
to the project with a `.opear` extension and will include the project artifact
in its `Bundle-ClassPath` by default.


Based around Union Chapel's 1877 organ, designed and built for the space, the weekend festival brings an experimental approach to this extraordinary instrument.
With the organ at its centre the festival presents a varied programme that will release it from its traditional roots. Organ Reframed will challenge perceptions of what this instrument is capable of.
James McVinnie, London Contemporary Orchestra, Craig Armstrong, Fennesz, Mark Fell, Philip Jeck, Simon Scott, Irene Buckley, Robert Ames, Laura Moody, Ed Dowie, Laetitia Sadier, Angele David-Guillou, Emilie Levienaise-Farrouch, Charles Matthews, Claire M Singer, John Beaumont, The Eternal Chord, Bill Thompson, Alex Groves, Chaines and Catherine Lamb.
BBC3 - "The dates fall outside of our live shows (we broadcast tues-thurs) so we wouldn't be able to do anything live on LJ itself"


text:
The 50% inhibition rates of the drugs against the cells were determined from your doseCresponse curves
September 28, 2021 by radarcon2008
The 50% inhibition rates of the drugs against the cells were determined from your doseCresponse curves. interpret the differential manifestation pattern between organizations. (A) Warmth map shows the results of two-way hierarchical clustering of miRNAs and samples. (B) PCA storyline on miRNA manifestation data from MDA-MB-231 spheroid and parental cells indicate the relative differential manifestation between organizations. (C) Volcano storyline showing significantly (Fold switch >2.0 and models of malignancy stem cells (CSCs), yet little is known about their phenotypic characteristics and microRNAs (miRNAs) manifestation profiles. The objectives of this study were to evaluate the phenotypic characteristics Tolterodine tartrate (Detrol LA) of MDA-MB-231 spheroid-enriched cells for his or her CSCs properties and also to determine their miRNAs manifestation profile. Related to our previously published MCF-7 spheroid, MDA-MB-231 spheroid also showed standard CSCs characteristics namely self-renewability, manifestation of putative CSCs-related surface markers and enhancement of drug resistance. From your miRNA profile, miR-15b, miR-34a, miR-148a, miR-628 and miR-196b were shown to be involved in CSCs-associated signalling pathways in both models of spheroids, which shows the involvement of these miRNAs in maintaining the CSCs features. In addition, unique clusters of miRNAs namely miR-205, miR-181a and miR-204 were found in basal-like spheroid whereas miR-125, miR-760, miR-30c and miR-136 were recognized in luminal-like spheroid. Our results spotlight the functions of miRNAs as well as novel perspectives of the Rabbit Polyclonal to ZP1 relevant pathways underlying spheroid-enriched CSCs in breast malignancy. (Cao et al., 2011; Fang et al., 2005). The CSCs populace enriched in serum-free tradition condition favoured their growth while the rest of non-CSCs populace undergo anoikis. The significance of enriching CSCs in multicellular spheroids has been supported by a pre-clinical study that indicated such spheroid-enriched cells like a feasible CSCs model to elucidate the chemoprevention properties of sulforaphane in breast malignancy treatment (Li et al., 2010). In breast cancer research, this technique appeared to be more reliable and useful tool to select and expand CSCs populations in manner sufficient for its use in functional studies. Additionally, the conventional two-dimensional (2D) monolayer ethnicities commonly used to keep up Tolterodine tartrate (Detrol LA) and expand malignancy cells have often showed loss of tumour function (Kim, Stein & OH, Tolterodine tartrate (Detrol LA) 2004) whereas three-dimensional (3D) tradition that recapitulates the solid tumour biology has been the more favourable tradition choice of demonstrating the overall features of the malignancy cells (Ho et al., 2012; Pickl & Ries, 2008). However, despite the several functional studies within the response of these spheroid models in drug resistance therapies, little Tolterodine tartrate (Detrol LA) is known about the underlying mechanisms of the breast malignancy spheroid CSCs. Breast cancer can be divided into a few subtypes with regards to their molecular characteristics in which luminal and basal type becoming the two most commonly analyzed. MCF-7 cells, a luminal type is definitely non-metastatic whereas MDA-MB-231 cells, which lacks of the three breast receptors (ER, PR and HER2), are regarded as highly aggressive (Kao et al., 2009). Cell lines are commonly used to model breast malignancy as they are very easily accessible, reliable, and less problematic compared to the main tradition of tumours. Moreover, transcriptomic features of breast malignancy cell lines were found to be similar to their respective tumours, suggesting the clinical usage of these cell lines in breast cancer study (Vincent, Findlay & Postovit, 2015). MicroRNAs (miRNAs), a class of short noncoding RNAs that has been known as an important class of molecules regulating gene expressions (Stefanie, Eric & Caldas, 2008). The gene regulatory molecules are responsible for a wide range of diseases including oncogenesis and are therefore proposed to be encouraging biomarkers or act as therapeutic focuses on (Mishra, 2014). As a result, miRNAs profiling has been carried out extensively to identify cancer-specific miRNAs signatures in various cancers (Murakami et al., 2014; Nygaard et al., 2009; Wyman et al., 2009). In our recent published work, we have recognized the miRNAs of luminal MCF-7 spheroid-enriched CSCs, with some miRNAs which have not been previously associated with breast malignancy (Boo et al., 2016). In this work, we 1st showed the basal cell collection, MDA-MB-231 created spheroids and shown different CSCs features compared to MCF-7 spheroids. MiRNA-NGS analysis within the MDA-MB-231 spheroids were also carried out and compared with the miRNA.
Following 48?h infection, MCL-1 protein levels were assessed by immunoblotting (upper panel), and cells were further treated with ABT-199 (500 and 750?nM) for further 24?h
The SBE4-luciferase reporter plasmid was constructed mainly because described [Jonk et al


text:
Q: Get the Class Name of a Field from reflection Im going round in circles on this.
I have a class Person, eg
public class Person {
String name = "";
}

Now, I would like to introspect this class instance & figure out what Class is name declared as.
So, name = String or java.lang.String
This is my Code:
'this' is an instance of Person.
try {
    String className = this.getClass().getName();
        Class cls = Class.forName(className);
        Field fieldlist[] = cls.getDeclaredFields();
        for (int i = 0; i < fieldlist.length; i++) {
           Field fld = fieldlist[i];
           int mod = fld.getModifiers();
           System.out.println("1. " + fld.toGenericString());
           System.out.println("2. " + fld.getName());
           System.out.println("3. " + fld.getGenericType() + "]");

           Object oj = fld.getType();

           // Says that 4: class java.lang.String

           System.out.println("4: " + oj.toString());
           Class c1 = oj.getClass();

           // Should throw Exception
           String stype = c1.getDeclaringClass().toString();
           System.out.println("5. " + stype);

        }
      }
      catch (Throwable e) {
         System.err.println(e);
      }

I managed to get to a part that states:
class java.lang.String
but I need it to be "java.lang.String"
Any ideas?

A: Try.. getType() and then getName()
 fld.getType().getName()

Edit:(Aften Green Days' comment) -- Note that
fld.getType().getCanonicalName() will give same output in most cases. The output is different when innerclasses are used. Here is link came from search.  Depending what you need to do with classname you may choose one of getName() or getCanonicalName()

A: System.out.println("3. " + fld.getType().getCanonicalName());

results in:
3. java.lang.String

A: I guess I solved it,
Should have done this:
String stype = fld.getType().getName();

A: I got the class name of a field by calling this
f.getDeclaringClass().getSimpleName()

redpajama_set_name: RedPajamaStackExchange


it was hard and this is my second prototype i am happier with this one.
bunny toys for a while.
now i want to make more but dressew doesn't have it anymore!! grr i hate when that happens!!
Here is a pucca episode i storyboarded!
found this version on you tube by chance!!
there for everyone to see!
Hey guess what? my toys are going to be in a art toy show!!!
I just mailed them off because there is going to be a book about it too.
I am very excited i have never done this before.
So i am going to the show in Seattle on October 6th!!
It is in a toy store there called schmancy..check it out!!
ps-- i made a header for my blog!! too see!! see?!
i got something cute in the mail and had to share it!!
vonvonz on etsy. I just had to put it on my phone after this photo was taken!!
some others i am addicted!!
lastly is my fav!! a paper crane handmade toy of a ice cream sandwich!
I was eating these all summer so i just had to get one from occupied!
to make lots of them..
for the ones i am selling to perfect things like my labels..etc but i really was happy with it.
Oh and here is a link to andrew's site he and i did an art trade!! weee!!!
He does cool bug art too. so check it out!
has all that stuff there!!!


How much advance notice is needed?
Same day deliveries will be limited to product currently in stock.
A 24 hour notice is greatly appreciated, 3 days or more if very specific items are required.
Is there a minimum amount for delivery?
Surrounding towns have a $65 min.
Delivery fees will vary by distance and are determined per order.
What if I am not sure what I want to order?
If you are unsure of what you want to order, the best thing to do is explain to us the occasion for the flowers and leave it up to us. We will discus price ranges, and make your order to value.


text:
« ✔ Who is iPad Pro for? Me or you? ★ Stretch goals - how do you set them and get them done? »
★ It takes a team to win. How Poland got to Euro 2016 finals
Ever since I was interested in football (soccer) I've been reminded of our Polish national team from the 70s. How great of a team it was. How we almost won the World Cup in '74. Unfortunately I couldn't relate to that because all my life our national team was really bad. Until now. And it's been amazing to see them in action and qualifying to the finals of Euro Cup 2016 with most scored goals (33) out of all participating countries. And now that we're in, the press is giving all the credit to two guys for this: the coach and our main striker. And they're right. But not entirely:
We finally have a coach who has a plan and a mission.
When they chose Adam Nawałka for the head coach of our national team I really didn't know who he was. Now I know.
He gets stuff done. He builds teams. He doesn't care about the press criticizing him. About internal politics of the Football Association. He just assembles the team out of the players he chooses and builds the team that scores goals and wins a lot more that it loses. So yes. He deserves lots of credit for his work.
We finally have a world class striker. Robert Lewandowski.
Seriously. He's the guy who scored 5 goals in 9 minutes for Bayern Munich. He scored 13 goals in 10 matches in Euro qualifying. He is the man. But if you look at the stats one more time, you'll see he scored only 13 out of 33 goals Polish team scored in these 10 matches. He let others score a lot more than he did. He orchestrated the game. He's a true leader of our team now. A player who inspires others to play at their very best. Not just a star striker others think of him. He lets the team shine more than he shines. And that's good.
We finally have a team that proudly wins in our national uniforms.
Yes, we have a great coach and a great striker but they wouldn't achieve so much without the other 10 players on the field. It's really about the teamwork. It's about showing each other we can be more. It's about inspiring each other to really push for more and perform at their best.
Watching the last 10 games was a pleasure. Looking at the team play at this level was incredible. Now we really have a great team that deserved to be among the best teams in Europe.
What can I learn from all this?
Now that I have a team of 24 people at Nozbe I need to remember this and every day motivate and inspire my team to perform at their best. Thanks to them we're making this world more organized - and I'm proud of them as much as I'm now proud of our national football (soccer) team. Wow. Great times are coming!
Question: What do you do to make your team perform at its best?
Posted on Monday, October 12, 2015 (business,sports)


Management of psoriasis should encompass physical, psychological and social wellbeing, says the first clinical guideline on the condition issued by the National Institute for Health and Clinical Excellence (24 October 2012).
Over a third of people with psoriasis experience anxiety and depression and the guideline recommends assessing psoriasis patients for depression at their initial consultation and during escalation of treatment.
Topical therapy should be offered as first-line treatment for psoriasis patients. However second- and third-line therapy (phototherapy or systemic treatment) should be offered immediately to those whose disease is unlikely to be controlled significantly with topical treatment alone. This can include patients whose psoriasis covers more than 10 per cent of their body or those with significant nail disease.
Approximately one in seven psoriasis patients develop psoriatic arthritis and the guideline recommends that assessment for the condition should be carried out at the initial consultation and annually thereafter since "early diagnosis is crucial".
Natasha Smeaton, a GP who helped develop the NICE guideline, said "early diagnosis [of psoriatic arthritis] is important because the condition is aggressive and associated with progressive joint damage. There are effective treatments available and so patients should receive these as soon as possible".
She went on to say that clinicians assessing the condition "should use a validated tool in these assessments, such as the Psoriasis Epidemiological Screening Tool. This will facilitate more timely referrals to rheumatologists so that patients can receive the treatments they need".


Procurement / Purchases is another important department of any or-ganization. This department is directly related to stores / inventory de-partment. Product life cycle starts from the buying / procurement of Raw Material that's why keeping in mind the importance and require-ments of the organization, SCARLET developed a detailed module of Procurement. This module co-relates with Inventory Management Mod-ule. Procurement Management Module is part of Supply Chain Manage-ment System of SCARLET—ERM. This module covers the life cycle of items procurement. It start from Purchase requisition and finish at the Purchase Order.


text:
Q: Heat Kernel Asymptotics on Manifold with Boundary On a closed Riemannian manifold $M$, the heat kernel $k_t(x, y)$ of the Laplace-Beltrami operator (or more general of any generalized symmetric Laplace-type operator acting on sections of a vector bundle) admits an asymptotic expansion of the form
$$  k_t(x, y) \sim \exp\left( -\frac{1}{4t}d(x, y)^2\right) \sum_{j=0}^\infty t^j \Phi_j(x, y) $$
where $d(x, y)$ denotes the Riemannian distance and $\Phi_j$ are appropriate smooth functions, not depending on $t$. This is meant in the sense that for each $N \in \mathbb{N}$, there exists a constant $C>0$ such that for all $x, y \in M$, we have
$$ \left| k_t(x, y) -  \chi(x, y)\exp\left( -\frac{1}{4t}d(x, y)^2\right) \sum_{j=0}^Nt^j \Phi_j(x, y) \right| < C t^{N+1}$$
where $\chi(x, y)$ is an appropriate cutoff function that is $\equiv 1$ near the diagonal.
In the case that $M$ is still compact but has a boundary, in many books there can be found an asymptotic expansion of the trace, but I could not find an asymptotic expansion of the kernel itself, uniform on $M \times M$. Is there such an expansion?

A: Yes, the expansion exists with appropriate boundary conditions. But to establish it rigorously is not so simple, as it involves involved computations using Green functions, double layered potentials and in some cases topological arguments by Kodaira. For a reference, see Ray-Singer's first paper on analytical torsion, section 5. Since your case is very classical, may be there is updated work to simplify these arguments now. I am sure if you do an involved literature search you will find many papers on this topic.
In general, anything about generalized boundary conditions involving elliptic operators (or more generally $\Psi$DOs) are difficult (you may heard of De Monvel calculus, for example). So the question may be too hard right now.


text:
Emily Dugdale
Emily Dugdale is a journalist and graduate student at the Columbia University Graduate School of Journalism in New York City. She previously lived in Oakland and contributed to local news publications including Berkeleyside, the San Francisco Bay Guardian, the San Francisco Public Press, and the Marin Independent Journal. She received her B.A. in political science in 2014 from Williams College in Williamstown, MA. Follow her on Twitter at @eedugdale and see her website.
Articles by Emily Dugdale
Berkeley High students from AMPS school denounce offensive yearbook comment
By Emily Dugdale
June 102015 Sept. 282017
Soda tax brings needed cash to gardening program
June 82015 March 312020
BUSD's beleaguered cooking and gardening program will see a welcome injection of funds from the soda tax.
Berkeley Public Schools Fund reaches $1M mark
June 22015 May 62017
District, teachers agree on teacher contracts through 2017
New Berkeley Humane shelter plans approved
May 222015 May 92017
Berkeley launches public meetings on health inequalities
Berkeley's new soda tax panel begins its work
May 202015 March 312020
A new Berkeley "panel of experts" charged with allocating money collected from the city's new soda tax met for the first time Tuesday night.
Shop Talk: The ins and outs of Berkeley businesses
May 192015 July 252018
Soda tax raises $116,000 of revenue in first month
May 182015 Oct. 102020
Berkeley's soda tax generated $116,000 in revenue in its first month of operation, city officials and advocates said Monday.
Berkeley's Bike to Work day set for Thursday, May 14
May 132015 May 122020
Council to consider broad limits on tobacco sales


text:
Brownback to drop out of Presidential race on Friday, says AP
Sam Brownback: "What I've said is that if we don't finish fourth or better in Iowa that we'll pull out."
The Associated Press is reporting that Republican Kansas Senator Sam Brownback is expected to drop out of the presidential race on Friday in a speech scheduled in Topeka, Kansas. "I know Senator Brownback enjoyed campaigning and meeting new people in talking about ideas for the future of America, but I think it came down to money," an anonymous source told AP. "It's just time," said a source to Reuters. "He is not going to endorse anyone else right away."
In an interview with Wikinews, Brownback confirmed money was an issue. He reported raising only US$800,000 in the third quarter of this year, his lowest since entering the race. Brownback said he was baffled by how poorly candidates appealing to the Christian right were doing in the Republican party primaries. "Why we haven't gotten more traction," Brownback said, "I don't know." Originally Brownback said that he would pull out if he did not finish better than fourth in the Iowa caucus; AP's report anticipates a sooner-than-expected announcement.
"That a guy can grow up on a farm in Eastern Kansas and run for President of the United States," Brownback reflected, "I love a country like that."
"Sam Brownback on running for President, gay rights, the Middle East and religion" — Wikinews, October 15, 2007
Foon Rhee. "Brownback expected to drop out of GOP field" — The Boston Globe, October 18, 2007
"Brownback expected to drop out of U.S. campaign" — Reuters, October 18, 2007
Retrieved from "https://en.wikinews.org/w/index.php?title=Brownback_to_drop_out_of_Presidential_race_on_Friday,_says_AP&oldid=2487432"
Politics and conflicts
Topeka, Kansas


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Do You Want Professional WordPress Plugin Development Second Edition?
Recently I've been thinking about my book Professional WordPress Plugin Development, and whether there's enough demand for a second edition.
Over the years I've received some amazing feedback from readers, many of whom have since released plugins on WordPress.org after reading the book. The book is an amazing resource for anyone creating custom plugins in WordPress, from beginners to experts alike. I use the book on an almost daily basis to refresh my memory on proper techniques, functions, and hooks to use when building plugins.
The original Professional WordPress Plugin Development was written for WordPress 3.1, which was released over 2 years ago. The book is still the highest rated WordPress development book on Amazon, with a solid 5-star rating.
Do you want to see a second edition?
What would you like to see in a second edition?
I'd love to hear your thoughts in the comments below!