Este artículo busca identificar las características de las redes comunitarias de internet desde una perspectiva histórica como experiencias "alternativas" al desarrollo de una tecnología de comunicación, y, a su vez, describir el surgimiento de este movimiento a comienzos de la década de 1990. Si bien se trata de un proceso reciente, se observa una amplia diversidad de experiencias y un nuevo foco en los últimos años que relaciona a estas redes con la universalización del acceso a internet por sus potencialidades para brindar conexión de última milla en zonas rurales y a poblaciones en situación de vulnerabilidad. Sobre este último punto se presentan dos casos argentinos: AlterMundi, en la provincia de Córdoba, y Atalaya Sur, con despliegues en Villa 20 de la Ciudad de Buenos Aires y el norte de la provincia de Jujuy. Desde la Economía Política de la Comunicación y los estudios de infraestructuras se indaga sobre la dinámica de estos actores con el Estado y el mercado para comprender las limitaciones regulatorias y económicas como también las coyunturas críticas que se han identificado hasta el momento, para arriesgar también algunas reflexiones sobre los aspectos clave de política pública que pueden incidir en el rumbo de estos proyectos. ; This article seeks to identify the characteristics of wireless community networks from a historical perspective as "alternative" experiences to the development of a communication technology and, in turn, to describe the emergence of this movement at the beginning of the 1990s. Although it is a recent process, there is a wide diversity of experiences and a new focus in recent years that links these networks with the universalization of Internet access due to their potential to provide last mile connections in rural areas and to low income populations. Regarding the latter, two Argentine cases are presented: AlterMundi, in the province of Córdoba, and Atalaya Sur, with deployments in Villa 20 in the City of Buenos Aires and the North of the Jujuy province. From the Political Economy of Communication perspective and the infrastructure studies, we investigate the dynamics of these actors with the State and the market to understand the regulatory and economic limitations as well as the critical junctures that have been identified so far, in order to risk some reflections regarding key aspects of public policy that may influence the direction of these projects. ; Este artigo busca identificar as características das redes comunitárias de Internet, a partir de uma perspectiva histórica, como experiências "alternativas" ao desenvolvimento de uma tecnologia de comunicação e, por sua vez, descrever o surgimento desse movimento no início da década de 1990. Embora seja um processo recente, há uma grande diversidade de experiências e um novo foco nos últimos anos que liga essas redes à universalização do acesso à Internet, devido ao seu potencial de fornecer conexões de última milha em áreas rurais e populações em situação de vulnerabilidade. Neste último ponto são apresentados dois casos argentinos: AlterMundi, na província de Córdoba, e Atalaya Sur, com desdobramentos na Villa 20 da Cidade de Buenos Aires e no norte da província de Jujuy. A partir da Economia Política da Comunicação e estudos de infraestrutura, investigamos a dinâmica desses atores com o Estado e o mercado para entender as limitações regulatórias e econômicas, bem como os momentos críticos que foram identificados até agora, a fim de arriscar alguns reflexões sobre os principais aspectos da política pública que podem afetar a direção desses projetos. ; Facultad de Trabajo Social
This study reviews recent experience applying ICTs in the fight against rural poverty and identifies ways in which donor interventions can make effective use of ICTs to improve the living conditions of rural communities in Latin America and the Caribbean and help reduce poverty.
Die Geschichte zeigt, dass der städtische öffentliche Raum schon immer ein Ort gewesen ist, der von vielseitigen Interaktionen lebt und von ihnen geformt wird. Besonders die Bildung von Öffentlichkeit und Urbanität entsteht durch ein Zusammenkommen von verschiedensten Austauchprozessen. Seit Aufkommen der digitalen Medien ist jedoch die Art der menschlichen Interaktion deutlich erweitert und komplexer geworden, sodass sie Befürchtungen auslösten, der reale öffentliche Raum verliere als Interaktionsort an Bedeutung. Unabhängigkeit von Ort und Zeit, entlokalisierte und individualisierte Zeitstrukturen zerfasern den Rhythmus der Stadt. Jene droht ungemütlicher und gefährlicher zu werden. Das Netz wurde zum neuen 'öffentlicheren' Raum im Sinne einer aktiven kritischen bürgerlichen Öffentlichkeit erhoben. Mit der Mobilisierung der digitalen Technologien wird es jedoch möglich, zurück in den öffentlichen Raum zu gehen und sich die neuen Medien als kommunikationsfördernd, identitäts- und gemeinschaftsproduzierend zu Hilfe zu nehmen, um ein neues integrierendes und identitätsstiftendes Interaktionsfeld für eine demokratische Gesellschaft zu kreieren - im besonderen als Gegenentwicklung zur weiteren Kommerzialisierung und Reizüberfrachtung des öffentlichen Raums. Die interaktive Kunst mit ihrer Lebensnähe, den kommunikativen Ansätzen und dem reflektierenden Umgang mit den modernen Machttechnologien ist dementsprechend besonders prädestiniert, mit dem städtischen öffentlichen Raum verknüpft zu werden. Ziel der Arbeit ist es nun, aus dem Feld der Interaktiven Kunst neue Ansätze für eine Wiederbelebung der Öffentlichkeitsfunktion des Stadtraumes aufzuzeigen, so zum Beispiel Katalysatoren für eine direkte Mensch-Mensch-Interaktion oder eine neue Art von Involvie- rung in die Gestaltung des öffentlichen Raumes. In seiner neuen Interaktivität kann der Raum selbst zu einer Art Austauschmedium werden. Aus den theoretischen Überlegungen, den Fragebögen und der Analyse gesammelter interaktiver Projekte, die bewusst in den öffentlichen Raum gehen, haben sich schließlich folgende fünf Kategorien herauskristallisiert. Sie bilden Ansatzpunkte für einen Schritt in Richtung Realisierung eines zeitgemäßen Interaktionsfeldes. • Interaktionsförderung zur angstfreien Konfrontation und zum Kontakt mit Fremden • Förderung der Öffentlichkeitsbildung durch Kritik, Diskussion und Reflektion der Gesellschaft • Förderung der sozialen Interaktion und Verortung in der lokalen Nachbarschaft • Wahrnehmung der gesellschaftlichen Entwicklung durch Technologie reflektierende, sinnliche Systemerfahrung • Aktivierung zur bewussten Teilnahme an der Gestaltung des öffentlichen Raums Die Homepage, die sich aus der CD-Rom zur Diplomarbeit entwickelt hat, stellt diese interaktiven Medienprojekte vor. Sie verdeutlicht anhand der Analyse und Kategorisierung der Projekte, wie nun die Neuen Medien alternativ genutzt werden können, um zur Reaktivierung und positiven Veränderung des Stadtraumes beizutragen. In einer offenen Liste können weitere Projekte eintragen werden. Mit der Zeit kann sich so ein umfangreiches Archiv entwickeln, mit Beispielen, die zu neuen Ansätzen im Umgang der Stadtplanung mit dem öffentlichen Raum anregen. www.interactionfield.de ; The history shows that the urban public space always had been a place that is living of and formed by various interactions. Especially the formation of public sphere and livability develops through a constellation of various kinds of exchange process, which is creating llocal culture. Since the rise of digital media the ways of human Interaction has been clearly widened and became more complex. This has also caused the fear that the real public space looses in importance as a space for interaction. The independence from place and time, entlocalised and individualized time structures destroy the rhythm of the city which threatens to become more uncomfortable and more dangerous. The net was called the new "more" public space in the sense of an active critical civil public. With the mobilization of the digital technologies, wireless and wearable techniques, it becomes however possible to go back into the public space. The new media can be used as communication-promoting, identity- and community-producing in order to create a new integrating and identity-donating interaction field for a democratic society. A new social critical use for the public space - especially as counter development to the further commercialisation and visual overloading of the public space. The interactive art with its life proximity, communicative issues and reflection of the power of the modern technologies is well suited to be linked in this sense with the urban public space, ready to adress a wider audience. The goal of the work is it now to point out new ways for a revival of the public function of the urban space looking at the field of interactive art. For example catalysts for a direct person to person interaction or a new kind of involving into the codesigning and formation of the public space, which thus becomes a kind open (art)work. In its new interactivity the space can become a kind of exchange medium supporting the formation of public sphere and local culture. Out of the theoretical considerations, a questionnaire for Artists and the analysis of collected interactive projects, which go consciously into the public space, the following five categories finally crystallized. They form starting points for a step toward a realization of a modern interaction field, here shortly explained by selected examples of the collection. The projects and categories are visualized and more detailed explained under www.interactionfield.de:
AbstractChronic diseases and illnesses associated with non-specific symptoms are on the rise. In addition to chronic stress in social and work environments, physical and chemical exposures at home, at work, and during leisure activities are causal or contributing environmental stressors that deserve attention by the general practitioner as well as by all other members of the health care community. It seems necessary now to take "new exposures" like electromagnetic fields (EMF) into account. Physicians are increasingly confronted with health problems from unidentified causes. Studies, empirical observations, and patient reports clearly indicate interactions between EMF exposure and health problems. Individual susceptibility and environmental factors are frequently neglected. New wireless technologies and applications have been introduced without any certainty about their health effects, raising new challenges for medicine and society. For instance, the issue of so-called non-thermal effects and potential long-term effects of low-dose exposure were scarcely investigated prior to the introduction of these technologies. Common electromagnetic field or EMF sources: Radio-frequency radiation (RF) (3 MHz to 300 GHz) is emitted from radio and TV broadcast antennas, Wi-Fi access points, routers, and clients (e.g. smartphones, tablets), cordless and mobile phones including their base stations, and Bluetooth devices. Extremely low frequency electric (ELF EF) and magnetic fields (ELF MF) (3 Hz to 3 kHz) are emitted from electrical wiring, lamps, and appliances. Very low frequency electric (VLF EF) and magnetic fields (VLF MF) (3 kHz to 3 MHz) are emitted, due to harmonic voltage and current distortions, from electrical wiring, lamps (e.g. compact fluorescent lamps), and electronic devices. On the one hand, there is strong evidence that long-term exposure to certain EMFs is a risk factor for diseases such as certain cancers, Alzheimer's disease, and male infertility. On the other hand, the emerging electromagnetic hypersensitivity (EHS) is more and more recognized by health authorities, disability administrators and case workers, politicians, as well as courts of law. We recommend treating EHS clinically as part of the group of chronic multisystem illnesses (CMI), but still recognizing that the underlying cause remains the environment. In the beginning, EHS symptoms occur only occasionally, but over time they may increase in frequency and severity. Common EHS symptoms include headaches, concentration difficulties, sleep problems, depression, a lack of energy, fatigue, and flu-like symptoms. A comprehensive medical history, which should include all symptoms and their occurrences in spatial and temporal terms and in the context of EMF exposures, is the key to making the diagnosis. The EMF exposure is usually assessed by EMF measurements at home and at work. Certain types of EMF exposure can be assessed by asking about common EMF sources. It is very important to take the individual susceptibility into account. The primary method of treatment should mainly focus on the prevention or reduction of EMF exposure, that is, reducing or eliminating all sources of high EMF exposure at home and at the workplace. The reduction of EMF exposure should also be extended to public spaces such as schools, hospitals, public transport, and libraries to enable persons with EHS an unhindered use (accessibility measure). If a detrimental EMF exposure is reduced sufficiently, the body has a chance to recover and EHS symptoms will be reduced or even disappear. Many examples have shown that such measures can prove effective. To increase the effectiveness of the treatment, the broad range of other environmental factors that contribute to the total body burden should also be addressed. Anything that supports homeostasis will increase a person's resilience against disease and thus against the adverse effects of EMF exposure. There is increasing evidence that EMF exposure has a major impact on the oxidative and nitrosative regulation capacity in affected individuals. This concept also may explain why the level of susceptibility to EMF can change and why the range of symptoms reported in the context of EMF exposures is so large. Based on our current understanding, a treatment approach that minimizes the adverse effects of peroxynitrite – as has been increasingly used in the treatment of multisystem illnesses – works best. This EMF Guideline gives an overview of the current knowledge regarding EMF-related health risks and provides recommendations for the diagnosis, treatment and accessibility measures of EHS to improve and restore individual health outcomes as well as for the development of strategies for prevention.
10/28/2020 Campus News - January 2016 www.fresnostatejournal.com/vol19no5/index.html 1/7 Features | Around Campus | Events | Recognition | Service | SEARCH ARCHIVES January 2016 - Vol. 19, No. 5 P' M Welcome back to campus! I hope all of you had an enjoyable holiday break and are ready for a new year ofserving our students. We have some exciting events, projects and staff additions ahead, including: The annual Spring Assembly for Faculty and Staff is Thursday, Jan. 14, with a continental breakfastat 8:30 and program beginning at 9 a.m. I hope you'll come to the Save Mart Center for a brief recapof the fall semester. What's even more important, I have exciting news about the future. The Strategic Plan Committee worked throughout the fall to refine our plan based on the excellentinput received in our campus and community forums. Stay tuned for a final version of our StrategicPlan this spring. A new Cabinet member soon will be joining us. I've appointed Lawrence Salinas as executive directorof Government Relations, effective Feb. 1. He will develop and manage strategies to inform andinfluence public policy at the local, state and federal levels on issues and in areas of interest toFresno State and to advise the campus on legislative matters that may affect us. Lawrence, a FresnoState alumnus, has held leadership positions in governmental relations at UC Merced and the UCOffice of the President. I am thrilled that we again recruited our #1 choice in a Cabinet search! As we begin 2016, I am more convinced than ever that Fresno State's future is very bright. Let's go boldlyinto this new year! 10/28/2020 Campus News - January 2016 www.fresnostatejournal.com/vol19no5/index.html 2/7 F Red Wave honors faculty, staff Fresno State staff and faculty were honored Dec. 3 at a special men's basketball game appreciation night. Meet some ofthe player's favorite professors: Thea Fabian (Economics), Leonard Olson (Philosophy), Aric Min (Earth andEnvironmental Sciences) and Jonathan Hernandez (Communication). See more . EOP: Making a difference |The Educational Opportunity Program (EOP) at Fresno State continues to"make a difference" in helping first generation and historically low-incomestudents attain their goal of graduating from college. EOP recently announcedthat students in the fall 2009 cohort achieved a 6-year graduation rate of 59.7percent, which is higher than the campus rate of 58.4 percent. See more . FresnoStateNews.com is all new Stay current on the latest news, information and events happening at FresnoState by visiting the redesigned www.FresnoStateNews.com . This one-stop-shop for campus news features University produced videos, press releases,magazine and newsletter articles. FresnoStateNews.com is an easy way to follow the latest posts on the University'sofficial Facebook and Twitter accounts, and the live calendar is always up-to-date with the latest events on campus. Andif you have a question about a past event or issue facing the University, simply search the archives to access past newsarticles, videos and photos. The new FresnoStateNews.com is also the place to sign up for Fresno State's CommunityNewsletter. Created to showcase how Fresno State is making a bold difference in our region, this monthly newsletter isfilled with videos and features about all aspects of Fresno State. It's never been easier to stay in the know about allthings Fresno State. Bookmark www.FresnoStateNews.com today! Campus colors of fall The campus presents a beautiful show of color during the seasons, and this fall is a showstopper. Photos by CaryEdmondson. See slideshow . A look back at 2015 Revisit key moments from the past year. Photos by Cary Edmondson. See slideshow . A C New Warmerdam Field track project begins Warmerdam Field is undergoing a facelift as of December. The $2.6 million project is expected to continue through June2016. The project includes an eight-lane, all-weather track; a high-jump area; long- and triple-jump runways; two polevault runways; and shot put, discuss, hammer cage and javelin improvements. Also included are updates in utilities,landscaping and fencing. The current nine-lane, 400-meter track was constructed in 1976 and is named in honor ofCornelius "Dutch" Warmerdam, the former Fresno State head coach and former world-record holder in the pole vault.The track was last resurfaced in 1989. See more . Proposed Hmong minor option would be a first in western U.S. The University is developing a new minor program in Hmong Studies that will be the fifth such program in the nation andfirst in the western United States. The minor, which would be offered through the Linguistics Department in the College ofArts and Humanities, is in the final stages of the approval process with a decision due in the spring. The target date tolaunch is the fall 2016 semester. See more . Student Cupboard receives $25,000 endowment A Bay Area family joined together to establish an endowment that will help Fresno State students facing food insecurity.Michael Treviño, University of California director of undergraduate admissions, has established a $25,000 charitable giftannuity in honor of his aunt, Ermelinda Treviño. The annuity will provide lasting support of the Student Cupboard, whichprovides free food and hygiene products for Fresno State students in need. See more .10/28/2020 Campus News - January 2016 www.fresnostatejournal.com/vol19no5/index.html 3/7 Global wireless connectivity is here On Jan. 14, Fresno State will launch eduroam(education roaming), a global wireless connectivityservice that enables students, faculty, staff, andguests to obtain secure internet connectivity. Theeduroam federation is a group of thousands ofuniversities and higher-education institutions across54 countries. These institutions have the eduroamnetwork at their locations and will grant you secureaccess to their network without having to go throughthe long process of setting up a guest login andpassword. Your device will work on their campusesthe same as if it were on Fresno State's. Additionalinformation about eduroam is available here . Benefits: Simplicity - Fresno State students, faculty and staff can log in to eduroam with their own Fresno State credentialsat any participating institution. Security - Eduroam' uses WPA2-enterprise authentication and encryption to prevent eavesdropping when usinginsecure applications on the network. The most significant change to the Fresno State network is that the process for logging in will require an email addressand corresponding email password instead of using computer login credentials. Contact the Help Desk at 278.5000 formore information. Salinas named director of governmental relations For Lawrence Salinas, a Fresno State alumnus with 30 years of political and public affairsexperience, coming home to serve as the University's new executive director of governmentalrelations is an opportunity to advocate for his alma mater. His primary role will be to develop andmanage strategies to inform and influence public policy at the local, state and federal levels inareas of interest to Fresno State. He will report directly to the president and advise the campuson legislative matters that may affect the University. See more . Philanthropist and supporter Dee Jordan dies Mrs. Dee Jordan, who, along with her husband and brother-in-law, was responsible for the largest cash gift in FresnoState's history, passed away on Nov. 17 in San Francisco at age 87. Her connection to Fresno State started at a socialgathering more than three decades ago when a retired Fresno State agriculture professor shared his enthusiasm for hiscollege's programs. That meeting led to a lasting relationship between the Jordans and Fresno State that ultimatelyresulted in a $29.5 million gift to Fresno State's Ag One Foundation in 2009. See more . Former psych professor, chair, Merry West, dies Dr. Merry West, professor emerita and former chair of the Psychology Department, died Nov. 20. She earned a Ph.D. inPsychology from Iowa State University in 1972 and joined the University soon after, then received emeritus status in1993. While at the University, she helped to initiate re-entry programs for students and to develop Women Studiesprograms. Dr. West loved traveling, but her favorite places were in California. See more . E Keyboard Concerts presents Yefim Bronfman on Jan. 22 Yefim Bronfman performs at 3 p.m., Jan. 22, in the Concert Hall. Bronfman, a Russian-Israeli-American artist, regularly collaborates with the world's foremost conductors, including SirSimon Rattle, Daniel Barenboim, Herbert Blomstedt, Christoph von Dohnányi, Charles Dutoit,Valery Gergiev, Christoph Eschenbach, Zubin Mehta, Esa-Pekka Salonen, and David Zinman.General admission is $25, seniors $18 and students $5. For reservations and otherinformation, call 278.2337.10/28/2020 Campus News - January 2016 www.fresnostatejournal.com/vol19no5/index.html 4/7 Comedian Drew Lynch performs Feb. 9 Student Involvement is hosting a special performance from comedian Drew Lynch on Feb. 9 at7 p.m. in the Satellite Student Union. This event is free to students with a valid Fresno StateI.D. and open to public for $5 per person. Drew Lynch starred on season 10 of America's GotTalent and advanced all the way to the finale. During his first audition, he shared his story ofhow a softball accident resulted in a permanent, severe stutter and how his life changedimmediately. Drew Lynch's comedy performance is being sponsored by Student Involvement,Services for Students with Disabilities, and Advocates for Students with Disabilities. For moreinformation, contact Shawna Blair at 559.278.2741. Library hosts Saleri exhibition Feb. 6-May 31; gala dinner is Feb. 5 During the spring 2016 semester, the Henry Madden Library presents a retrospective exhibition of artwork by KristinSaleri (1915 to 1987), a pioneering 20th century artist of Armenian heritage who lived and painted in Istanbul. Discovering Kristin Saleri runs Feb. 6 through May 31 in the Leon S. Peters Ellipse Gallery and Pete P. Peters BalconyGallery. The Gala Donors Opening Dinner is Feb. 5 at 6 p.m. in Henry Madden Library, second floor outside Leon S.Peters Ellipse Gallery. The exhibition is curated by Fresno natives Joyce Kierejczyk and Carol Tikijian, who also curateda spring exhibition at the Fresno Art Museum of works by artists of Armenian descent in commemoration of thecentennial of the Armenian genocide. The artworks exhibited are on loan from the family of the artist, who reside inHouston. For more information on the artist, visit www.kristinsaleri.com . For more information on the exhibit, visit the website . Save the date: Jan. 14 - International Fun Night, University Student Union Pavilion, 4 p.m. Jan. 16 - Men's basketball, Save Mart Center, 4 p.m. Meet members of the team . Jan. 20 - Women's basketball, Save Mart Center, 7 p.m. Jan. 21 - The Harlem Globetrotters, Save Mart Center, 7 p.m. Jan. 21 - Visual Arts Seminar, Satellite Student Union, 8 a.m. Jan. 22 - Women's basketball, Save Mart Center, 2 p.m. Jan. 27 - Club Sports Expo and Greek Day, University Student Union Balcony, starting at 7 a.m. Jan. 30 - SATAM Tai Chi group practice, South Gym 134, 7:30 a.m. R Emmanuel Alcala (Central Valley Health Policy Institute) presented on air pollution in the Valley and its effects on children at the NationalInstitute of Environmental Health Sciences/Environmental Protection Agency Children's Centers Annual Meeting inWashington, D.C. See more . Nancy Delich and Stephen Roberts (Social Work and Communicative Disorders and Deaf Studies) are featured in the latest issue of Central California LifeMagazine, in which they discuss their underwater sign language course, which they teach at their dive shop, CentralValley Scuba Center. See more . Ethan Kytle and Blain Roberts (History) had their op-ed article advocating for a national slavery memorial published in the New York Times. See more .Roberts' book, "Pageants, Parlors, and Pretty Women: Race and Beauty in the Twentieth Century South" (University ofNorth Carolina Press, 2014) was recently awarded the 2105 Willie Lee Rose Prize by the Southern Association forWomen Historians. This award recognizes the best book in southern history published by a woman during the previouscalendar year. The book was also a finalist (among the top three, out of 70 submissions) for the 2015 BerkshireConference of Women Historians First Book Prize. Annette Levi (Agricultural Business) was named to the National Agricultural Research, Extension, Education, and Economics Advisory10/28/2020 Campus News - January 2016 www.fresnostatejournal.com/vol19no5/index.html 5/7 Board by U.S. Agriculture Secretary Tom Vilsack. The board advises Vilsack and land-grant colleges and universities. Bradley Myers (Theatre Arts) received recognition from the Region VIII Governing Board of the Kennedy Center/American CollegeTheatre Festival for the production of the play, "Really, Really ." A scene from the play will be included at the regionalfestival at the University of Hawaii Honolulu, Hawaii, held this February. Barlow Der Mugrdechian (Armenian Studies) had a book chapter published, "The Theme of Genocide in Armenian Literature," (pp. 273-286) in thenewly released book, The Armenian Genocide Legac y (Palgrave, 2015). The book was the product of a conference, "TheArmenian Genocide's Legacy, 100 Years On," held in The Hague, Netherlands, March 5-7, 2015. Saúl Jiménez-Sandoval (Arts and Humanities) was named dean of the College of Arts and Humanities, effective Jan. 1. He is a Fresno Stateprofessor of Spanish and Portuguese and served as interim associate dean of the college. Jiménez-Sandoval willsucceed Interim Dean José A. Díaz, who was not a candidate for the position. Díaz will be on special assignment in thespring semester. See more . Samendra Sherchan (Public Health) received the 2015-16 WRPI Faculty Research Incentive Award (from the Office of the Chancellor, WaterResources and Policy Initiatives) for his project, Understanding Public Perception to Direct Potable Reuse of MunicipalTreated Waste-water in the Central Valley. S Reading and Beyond at Fresno State celebrates asuccessful semester The Reading and Beyond at Fresno State program (a partnershipbetween Fresno State's Richter Center and Reading and Beyond )recently took time to celebrate a successful semester. Over the courseof fall 2015, 60 work-study students served as tutors with the program,providing tutoring and mentoring services to children throughoutFresno County. Tutors worked directly with 183 elementary studentsproviding literacy and homework support. In addition, the tutors servedmore than 800 children intermittently. Reading and Beyond at FresnoState program also took part in several additional community serviceprojects, including school carnivals, local revitalization projects,educational community events, and a special letter-writing campaign benefiting military members and veterans. Save the Date: Spring Community Service Opportunities Fair The 13th annual Spring Community Service Opportunities Fair takes place Wednesday, Jan. 27, from 10 a.m. to 1 p.m.in the Satellite Student Union. The event is sponsored by The Jan and Bud Richter Center for Community Engagementand Service-Learning. During the Community Service Opportunities Fair students will have the opportunity to learn aboutvolunteer, service-learning, internship, and career opportunities offered through local community benefit organizations. Faculty and staff are encouraged to attend this event and send students who are interested in community service or whoare required to do service as part of a class assignment. For more information, please contact Trisha Studt in the RichterCenter at 559.278.7079. Registration open for Kids Day 2016 Kids Day is one the Valley's largest and most visible special events benefitting Valley Children's Hospital . Last year over1,400 Fresno State students participated in Kids Day and raised over $41,000! Kids Day will be held on March 8, 2016and is a great way for students, faculty, and staff to engage in a community-wide philanthropy project and can help inthree ways: (1) volunteer to sell papers, (2) help recruit other volunteers by sharing information on this event with friends,students and colleagues and (3) buy a paper on Kids Day from those around campus. Each year the Richter Centerhosts a friendly competition recognizing the top-selling student clubs and organizations. Register your club ororganization today by completing the online form . Individuals can also sign-up to volunteer using the same form . Formore information about participating, please contact Madison Dakovich in the Jan and Bud Richter Center for CommunityEngagement and Service-Learning at 559.278.7079 or send an email to fresnostatekidsday@gmail.com.10/28/2020 Campus News - January 2016 www.fresnostatejournal.com/vol19no5/index.html 6/7 Fresno State for Summer Campaign a success This fall, Fresno State students Nancy Mohamed and Kelli Lowe, coordinated a campus-wide fundraising campaign builtaround the annual Giving Tuesday . This project raised money to support the wish of a Make-A-Wish CentralCalifornia child, Summer, whose wish is to visit to Walt Disney World with her family and meet Elsa from the movie Frozen . The campaign, "Fresno State for Summer" ran from November 1 - December 1, 2015. Over $1,400 was raisedto support Summer's wish. Mohamed and Lowe hope that this project will inspire future students to continue organizingfundraising efforts around Giving Tuesday and establishing a new philanthropic tradition at Fresno State. Richter Center student leaders provide nearly 3,000 hours of service In December, the Richter Center Student Leaders (RCSL) celebrated a successful fall semester. RCSL is made-up ofthree distinct teams including the Richter Center Ambassadors, Reflection Facilitators, and SERVE Committee. Theteam of 27 students provided a combined 2,734 hours of service to the campus and community. This service includedcoordinating and hosting two one-day service events (Make a Difference Day and Serving Fresno Day), conductingservice-related presentations and workshops for fellow Fresno State students, and promoting service through variousdigital and in-person campaigns. The team will return in the spring semester to continue these efforts including planningand hosting Spring into Service – a one-day service event – and National Volunteer Week activities. For more informationon RCSL, contact Mellissa Jessen-Hiser . Send us your photos! Campus News wants to share your most whimsical or memorable photo as a photo of the month . Faculty and staff, please submit your photo to campusnews@csufresno.edu . In case you missed it: Fresno State vs. San Francisco Catch some highlights from the Fresno State basketball win against San Francisco on Nov. 19. See slideshow . Fresno State vs. Colorado State Miss the Fresno State Bulldogs football game against Colorado State Rams, Nov. 28? See slideshow . International Cultural Night Enjoy the colors and vibrancy of International Cultural Night. See slideshow . ROTC Presentation Fresno State's ROTC made a presentation at the Oakland Raiders game, Dec. 6. See slideshow. Marching Band Moments A look back at some key Fresno State Marching Band moments. See slideshow . Happy Holidays Enjoy a glimpse of some of the seasonal decorations on campus, including displays in the Kennel Bookstore. Seeslideshow . Or enjoy holiday greetings from Victor E. Bulldog III. See slideshow . Slideshow photos by Cary Edmondson and courtesy of University Communications.10/28/2020 Campus News - January 2016 www.fresnostatejournal.com/vol19no5/index.html 7/7 Still looking for more news? For the latest university press releases, visit FresnoStateNews.com. For sports news, visit GoBulldogs.com . Find announcements, events, and more on BulletinBoard . For the academic calendar, see the catalog . Find additional calendars through Academic Affairs . A listing of season stage performances is available through Theatre Arts and music performances through the Music Department . Campus News is the Fresno State employee newsletter published online the first day of each month – or the weekday closest to the first – fromSeptember through May. The deadline for submissions to the newsletter is 10 days prior to the first of each month. Please e-mail submissions to campusnews@csufresno.edu ; include digital photos, video clips or audio clips that are publishable online. Phone messages, PDFs, faxes, and printedhard copies will not be accepted. President , Joseph I. Castro Vice President for University Advancement , Paula Castadio . Campus News is published by the Office of University Communications. Archives | Academic Calendar | FresnoStateNews | Campus News Deadlines | University Communications Print this Page
List of FiguresList of TablesPreface AcknowledgementPart 1: Living with Floods⁰́₄Case Studies in Flood Risk Management1. Assessing Vulnerability, Coping Mechanism & Adaptive Capacity of Community During Urban Floods:A Case of Kerala Floods 2018B. Sneha Singh and Anil Kumar Roy2. Flooding Problems in Periyar River Basin, Kerala⁰́₄The Effects of Land Use Land Cover ChangesKashish Sadhwani, T. I. Eldho and Subhankar Karmakar3. Attitudinal Capacity and Flood Risk Management of the People of Kerala after the Flood DisasterM. V. Bindu4. Kosi Floods in Bihar: A Study from Anthropological PerspectiveRahul Kumar Yaduka5. Operation Research on Flash Flood in River Dhauli Ganga On 7th February, 2021 at Tapovan⁰́₄Raini Village, Joshimath, ChamoliAditya Pratap Singh6. Multi-Stakeholder Planning and Coordination for Flood Risk Reduction in BiharVivek Kumar Singh, Geetanjali Kumari, Amrita Dhiman and Amritanjali Kumari7. Urban Floods in the Time of Pandemic⁰́₄Hyderabad 2020Vijaya Kumari Nunna8. Himalayan Flash Floods, the Complexities and Challenges in Mitigation: Case Study of Chamoli DisasterAgraj Upadhyay, S. K. Joshi and P. K. SatyawaliPart 2: Planning and Managing Risks of Floods and River Erosion9. Cloudburst Induced Flood Assessment in the North-Western Himalayan Region⁰́₄A Case Study of Upper Beas BasinSachchidanand Singh and Mitthan Lal Kansal10. PARA-FM: Graphical User Interface for Emergency Flood Planning and ManagementUtsav Rai, Durgakant Pushp, Aditya Choudhary, Amit Kumar, Chaitanya B., Rolif Lima, Abhinay N. S.,Rudrashis Majumder, Shuvrangshu Jana, Kaushik Das and Debasish Ghose11. Flood Response to Geomorphic Setup and Coastal Land Use Patterns: A Case Study inKrishna River Delta, Andhra Pradesh, IndiaM. V. Ramana Murty, K. Mruthyunjaya Reddy and K. V. Swamy12. Flood Hazard Mapping for Disaster Management: Multisectoral Approach for a Riverine RegionDeeksha Biswas and Anurag Bagade13. Benefit-Cost Analysis of Flood Management, A Case Study of Jammu and KashmirKowser Ali Jan and R. Balaji14. Tackling River Erosion: A Post-Disaster Transformative FrameworkSiji Chacko and Anil Kumar15. Flood Inundation Mapping Using C-band Synthetic-aperture Radar and Random Forest Algorithm:A Methodological BasisSwapnil Singh Parihar and Shafique Matin16. Public-Private-People Partnership (4P) Framework for Managing Floods in Raigad [MH]A. N. Chavan, S. M. Pore and S. R. Bhagat17. Role of Kerala Fire & Rescue Services Department in Handling Kerala Floods 2018B. Sandhya IPS, Nousad M. and Abdul Rasheed K.Part 3: Cyclone Risk Mitigation and Management18. Impact and Management of Super Cyclone Amphan in OdishaD. Panda and M. Devi19. At the Cross-roads in Cyclone-prone Odisha: Titli⁰́₄The Butterfly⁰́₉s Duel with DevelopmentGeeta Vaidyanathan and Ramani Sankaranarayanan20. Resilient Settlements Amid Cyclonic Storm⁰́₄Empirical Evidence on Factors at Play fromSouthwest Coastal BangladeshSumaiyah Binte Mamun and Khandaker Shabbir Ahmed21. Climate Change Induced Cyclones in Arabian Sea and Mitigating the Emerging Risks for SmallScale Fishermen CommunityVaishnavi and Katyayini Sood22. Vulnerability Assessment of a Cyclone Affected Community Kapateswar, Puri SadarChestha Khurana and Meghna Chatterji23. Evolution of Vulnerability to Cyclones: A Study of Storm Surge Vulnerability in theCoastal Blocks of South Twenty-four Parganas, West Bengal During 1997⁰́₃2019Nandita Singh and Neeti Neeti24. Study and Impact of Cyclones Over Coastal Regions of IndiaAakanksha Darge and S. R. BhagatPart 4: Managing Risks of Drought25. Machine Learning Tools and Techniques for Prediction of DroughtsRashmi Nitwane, Vaishali D. Bhagile and R. R. Deshmukh26. Assessment of Rainfall Variability and Drought Features in Bundelkhand Region ofMadhya Pradesh, IndiaR. V. Galkate, R. P. Pandey and Shalini Yadava27. Drought Crisis In Rajasthan and Their ManagementHarish Samaria28. Floods as Prequels to Droughts and Lessons for Drought ResilienceI. Kavila, B. V. Hari and Amrutha Sasidharan29. Reliability, Resilience, and Vulnerability Risk Assessment of Extreme Hydrological DisastersUsing Gravity Recovery and Climate Experiment (GRACE) of IndiaSachin Bhere and Manne Janga Reddy30. A Survey of Drought Impact and Mitigation in the State of TelanganaVijaya Kumari NunnaPart 5: Climate Change and Disasters⁰́₄New Dimensions31. Role of Local Sea-level Rise on Disaster Exposure in Coastal IslandVinay S., Aishwarya N. and Bharath H. A.32. Spatial Variability of Climate Extreme Indices Over Mahanadi Basin (India)R. K. Jaiswal, A. K. Lohani, R. V. Galkate and S. Jain33. Climate Change⁰́₄Induced Natural Disaster: A Case Study of 2013 Kedarnath Disaster,UttrakhandNeha Gupta, Josodhir Das and James Xavier Paul34. Framework for Evaluating the Physical Infrastructure Vulnerability Due to Relative Sea-LevelRise in Coastal Districts of Kerala⁰́₄Case of AlappuzhaR. S. Vishnu and Anurup K.35. Increasing Risk of Glacial Lake Outburst Floods (GLOFs) as a Consequence of Climate Changein the Himalayan RegionAhmed Faraz Khan36. Glacial Lake Outburst Flood ModellingA. K. Lohani, Sanjay K. Jain and R. K. Jaiswal37. Comparative Analysis of Developed, Developing and Underdeveloped Countries in Regards toClimate Change and Global PoliciesAanchal Pundir38. The Most Credible 05 Elements to Tackle Displacement in Nearest 10 Years of AsiaMahendra Jagath Kuragodage39. Climate Change and its Interconnectedness with Natural Disasters: A Global PerspectiveAreeba Naaz and Parvez Hayat IPS40. Climate-Induced Displacement and Climate Disaster Law: Challenges and OpportunitiesSunil Kumar Chaudhary41. Climate Hazards and the Role of Local Authorities: Exploring the Indian Legal FrameworkChandrika MehtaPart 6: Technological Disasters42. An Incident of Styrene Monomer Gas Poisoning at VisakhapatnamChandrasekhar Krishnamurti, M. D., Saurabh Dalal and Mounika Jonnavittula House Surgeon43. Chemical Disaster: Leakage of Styrene Gas at L. G. Polymers, Vishakhapatnam (Andhra Pradesh)Anupam Srivastava44. Managing a Blackout⁰́₄The Consequences of an Oil Spill at SeaMalini S. Shankar and K. M. Sivakholundu45. Baghjan Fire: A Case Study of the ⁰́₈2020 Assam Gas and Oil Leak⁰́₉ at Baghjan Oil Field,Tinsukia, AssamSwapnali Gogoi, Bubu Baruah and Annekha Chetia46. Assessing the Risk of Fire Hazard: A Case Study of DelhiKanika Bhatia and Aakash Upadhyay47. CBRN Management in IndiaPankaj Kumar48. Covid-19 Necessitates Review of Existing Framework for Management of CBRNDisasters/Emergencies in IndiaBrigadier Kamal Singh ChauhanPart 7: Other Disasters49. Are Strong Aftershocks Always Triggered by a Positive Coulomb Stress Change?:A Case Study of the 2018 Indonesia (Sulawesi) MW 7.5 Tsunamigenic EarthquakeNazeel Sabah and Daya Shanker50. Sedimentation Modeling of 2004 Indian Ocean Tsunami: Towards Early Warning StrategyAbdullah Ansari, Javed N Malik and Shivam Tripathi51. Forest Fire Risk Zone Mapping in Parambikulam Tiger Reserve, Western Ghats, Kerala, IndiaUsing Geospatial Techniques and Fire Risk Index (FRI) MethodShalu George, Kripa K., Anbazhagi S. and Muthukumar Muthuchamy52. Forest Fire Early Detection System using Wireless Beacon Network and UAV based Object DetectionAmal Sujith, Sagar Sajeev and Vishnu O. V.53. Patterns and Consequences: Australian BushfiresRitu Bir and Meenakshi Singh54. Global trend of Forest Fire and its ManagementRajesh Thakur55. Building Disaster Resilience to Cloud Burst Events in Uttrakhand, IndiaAnjali Saraswat and Satish Pipralia56. Heat Wave and Outbreak of Encephalitis⁰́₄A Case Study of BiharSunil Kumar Chaudhary
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XXXII, 612 p. ; 24 cm ; Libro Electrónico ; En este documento se plantea un tema de interes general mas como lo es especificamente el tema de la evolucion de la sociedad en materia de industria y crecimiento de las actividades humanas en el aspecto de desarrollo de la creatividad enfocada a los mercados ; edited by Mark Tovey ; foreword by Yochai Benkler (re-mixed by Hassan Masum) ; prefaces by Thomas Malone, Tom Atlee & Pierre Levy ; afterword by Paul Martin & Thomas Homer-Dixon. ; The era of collective intelligence has begun in earnest. While others have written about the wisdom of crowds, an army of Davids, and smart mobs, this collection of essays for the first time brings together fifty-five pioneers in the emerging discipline of collective intelligence. They provide a base of tools for connecting people, producing high-functioning teams, collaborating at multiple scales, and encouraging effective peer-production. Emerging models are explored for digital deliberative democracy, self-governance, legislative transparency, true-cost accounting, and the ethical use of open sources and methods. Collective Intelligence is the first of a series of six books, which will also include volumes on Peace Intelligence, Commercial Intelligence, Gift Intelligence, Cultural Intelligence, and Global Intelligence. ; Table of Contents Dedication i Publisher's Preface iii Foreword by Yochai Benkler Remix Hassan Masum xi The Wealth of Networks: Highlights remixed Editor's Preface xxi Table of Contents xxv A What is collective intelligence and what will we do 1 about it? (Thomas W. Malone, MIT Center for Collective Intelligence) B Co-Intelligence, collective intelligence, and conscious 5 evolution (Tom Atlee, Co-Intelligence Institute) C A metalanguage for computer augmented collective 15 intelligence (Prof. Pierre Lévy, Canada Research Chair in Collective Intelligence, FRSC) I INDIVIDUALS & GROUPS I-01 Foresight I-01-01 Safety Glass (Karl Schroeder, science fiction author 23 and foresight consultant) I-01-02 2007 State of the Future (Jerome C. Glenn & 29 Theodore J. Gordon, United Nations Millennium Project) I-02 Dialogue & Deliberation I-02-01 Thinking together without ego: Collective intelligence 39 as an evolutionary catalyst (Craig Hamilton and Claire Zammit, Collective-Intelligence.US) I-02-02 The World Café: Awakening collective intelligence 47 and committed action (Juanita Brown, David Isaacs and the World Café Community) I-02-03 Collective intelligence and the emergence of 55 wholeness (Peggy Holman, Nexus for Change, The Change Handbook) I-02-04 Knowledge creation in collective intelligence (Bruce 65 LaDuke, Fortune 500, HyperAdvance.com) I-02-05 The Circle Organization: Structuring for collective 75 wisdom (Jim Rough, Dynamic Facilitation & The Center for Wise Democracy) I-03 Civic Intelligence I-03-01 Civic intelligence and the public sphere (Douglas 83 Schuler, Evergreen State College, Public Sphere Project) I-03-02 Civic intelligence and the security of the homeland 95 (John Kesler with Carole and David Schwinn, IngeniusOnline) I-03-03 Creating a Smart Nation (Robert Steele, OSS.Net) 107 I-03-04 University 2.0: Informing our collective intelligence 131 (Nancy Glock-Grueneich, HIGHEREdge.org) I-03-05 Producing communities of communications and 145 foreknowledge (Jason "JZ" Liszkiewicz, Reconfigure.org) I-03-06 Global Vitality Report 2025: Learning to transform I-04 Electronic Communities & Distributed Cognition I-04-01 Attentional capital and the ecology of online social 163 conflict and think together effectively (Peter+Trudy networks (Derek Lomas, Social Movement Lab, Johnson-Lenz, Johnson-Lenz.com ) UCSD) I-04-02 A slice of life in my virtual community (Howard 173 Rheingold, Whole Earth Review, Author & Educator) I-04-03 Shared imagination (Dr. Douglas C. Engelbart, 197 Bootstrap) I-05 Privacy & Openness I-05-01 We're all swimming in media: End-users must be able 201 to keep secrets (Mitch Ratcliffe, BuzzLogic & Tetriad) I-05-02 Working openly (Lion Kimbro, Programmer and 205 Activist) I-06 Integral Approaches & Global Contexts I-06-01 Meta-intelligence for analyses, decisions, policy, and 213 action: The Integral Process for working on complex issues (Sara Nora Ross, Ph.D. ARINA & Integral Review) I-06-02 Collective intelligence: From pyramidal to global 225 (Jean-Francois Noubel, The Transitioner) I-06-03 Cultivating collective intelligence: A core leadership 235 competence in a complex world (George Pór, Fellow at Universiteit van Amsterdam) II LARGE-SCALE COLLABORATION II-01 Altruism, Group IQ, and Adaptation II-01-01 Empowering individuals towards collective online 245 production (Keith Hopper, KeithHopper.com) II-01-02 Who's smarter: chimps, baboons or bacteria? The 251 power of Group IQ (Howard Bloom, author) II-01-03 A collectively generated model of the world (Marko 261 A. Rodriguez, Los Alamos National Laboratory) II-02 Crowd Wisdom and Cognitive Bias II-02-01 Science of CI: Resources for change (Norman L 265 Johnson, Chief Scientist at Referentia Systems, former LANL) II-02-02 Collectively intelligent systems (Jennifer H. Watkins, 275 Los Alamos National Laboratory) II-02-03 A contrarian view (Jaron Lanier, scholar-in-residence, 279 CET, UC Berkeley & Discover Magazine) II-03 Semantic Structures & The Semantic Web II-03-01 Information Economy Meta Language (Interview with 283 Professor Pierre Lévy, by George Pór) II-03-02 Harnessing the collective intelligence of the World- 293 Wide Web (Nova Spivack, RadarNetworks, Web 3.0) II-03-03 The emergence of a global brain (Francis Heylighen, 305 Free University of Brussels) II-04 Information Networks II-04-01 Networking and mobilizing collective intelligence (G. Parker Rossman, Future of Learning Pioneer) II-04-02 Toward high-performance organizations: A strategic 333 role for Groupware (Douglas C. Engelbart, Bootstrap) II-04-03 Search panacea or ploy: Can collective intelligence 375 improve findability? (Stephen E. Arnold, Arnold IT, Inc.) II-05 Global Games, Local Economies, & WISER II-05-01 World Brain as EarthGame (Robert Steele and many 389 others, Earth Intelligence Network) II-05-02 The Interra Project (Jon Ramer and many others) 399 II-05-03 From corporate responsibility to Backstory 409 Management (Alex Steffen, Executive Editor, Worldchanging.com) II-05-04 World Index of Environmental & Social 413 Responsibility (WISER) By the Natural Capital Institute II-06 Peer-Production & Open Source Hardware II-06-01 The Makers' Bill of Rights (Jalopy, Torrone, and Hill) 421 II-06-02 3D Printing and open source design (James Duncan, 423 VP of Technology at Marketingisland) II-06-03 REBEARTHTM: 425 II-07 Free Wireless, Open Spectrum, and Peer-to-Peer II-07-01 Montréal Community Wi-Fi (Île Sans Fil) (Interview 433 with Michael Lenczner by Mark Tovey) II-07-02 The power of the peer-to-peer future (Jock Gill, 441 Founder, Penfield Gill Inc.) Growing a world 6.6 billion people would want to live in (Marc Stamos, B-Comm, LL.B) II-07-03 Open spectrum (David Weinberger) II-08 Mass Collaboration & Large-Scale Argumentation II-08-01 Mass collaboration, open source, and social 455 entrepreneurship (Mark Tovey, Advanced Cognitive Engineering Lab, Institute of Cognitive Science, Carleton University) II-08-02 Interview with Thomas Homer-Dixon (Hassan 467 Masum, McLaughlin-Rotman Center for Global Health) II-08-03 Achieving collective intelligence via large-scale argumentation (Mark Klein, MIT Center for Collective Intelligence) II-08-04 Scaling up open problem solving (Hassan Masum & 485 Mark Tovey) D Afterword: The Internet and the revitalization of 495 democracy (The Rt. Honourable Paul Martin & Thomas Homer-Dixon) E Epilogue by Tom Atlee 513 F Three Lists 515 1. Strategic Reading Categories 2. Synopsis of the New Progressives 3. Fifty-Two Questions that Matter G Glossary 519 H Index 525
This volume explores emerging research and pedagogy in analytics, collaboration, and decision support with an emphasis on business intelligence and social media. In general, the chapters help understand where technology involvement in human decisions is headed. Reading the chapters can help understand the opportunities and threats associated with the use of information technology in decision making. Computing and information technologies are reshaping our global society, but they can potentially reshape it in negative as well as positive ways. Analytics, collaboration and computerized decision support are powerful decision aiding and decision making tools that have enormous potential to impact crisis decision making, regulation of financial systems, healthcare decision making and many more important decision domains.Many information technologies can potentially support, assist and even decide for human decision makers. Despite the potential, some researchers think that we know the answers to how these technologies will change society. The 'Wisdom of Crowds' or 'Big Data' become the topic of the day and are soon replaced with new marketing terms. In many ways, mobile technology is just another form factor to adapt decision support capabilities too and experiment with new capabilities. The cloud is a nebulous metaphor that adds to the mystery of information technology. Wireless technology enables the ubiquitous presence of analytics and decision support. With new networking capabilities, collaboration is possible anywhere and everywhere using voice, video and text. Documents can be widely shared and massive numbers of documents can be carried on a small tablet computer. Recent developments in technologies impact the processes organizations use to make decisions. In addition, academics are looking for ways to enhance their pedagogy to train students to be more adept in understanding how emerging technology will be used effectively for decision making in organizations.The chapters are based on papers originally reviewed at the Special Interest Group on Decision Support Systems (SIGDSS) Workshop at the 2013 International Conference on Information Systems (ICIS 2013). Ultimately this volume endeavors to find a balance between systematizing what we know, so we can teach our findings from prior research better, and stimulating excitement to move the field in new directions. Lakshmi Iyeris an Associate Professor and Director of Graduate Programs in the Information Systems and Supply Chain Management Department, Bryan School of Business and Economics at the University of North Carolina Greensboro (UNCG). She received her Ph.D. in Business Administration from the University of Georgia, Athens, GA and her M.S. in Industrial Engineering from the University of Alabama, Tuscaloosa. Her research interests are in the area of business analytics, knowledge management, emerging technologies its impact on organizations and users, and diversity in computing. Her research work has been published in or forthcoming in Communications of the AIS, Journal of Association for Information Systems, European Journal of Information Systems, Communications of the ACM, Decision Support Systems, eService Journal, Journal of Electronic Commerce Research, International Journal of Business Intelligence Research, Information Systems Management, Journal of Global Information Technology and Management, and others. She is a Board member of Teradata University Network, Chair of the Special Interest Group in Decision Support and Analytics (formerly SIGDSS), and served as research track co-chair for BI Congress.Dr. Iyer is also involved in community engaged outreach and scholarship that furthers the role of women in IT (wiit.uncg.edu). She is a member of the American Association of University Women (AAUW) and received the Dr. Shirley Hall Award from AAUW Greensboro Branch in April 2011 for exemplary contribution to enrich STEM education for women. She is founder and Director of the 'IT is for Girls' at UNCG, an outreach program for middle and high-school girls that aims to increase their awareness about education and career paths in computing. She has received funding from AAUW, National Center for Women in IT (NCWIT) and from foundations to offer STEM events for young women. Dr. Iyer serves as a co-chair of the Association of Information Systems' (AIS) task force on Women in IS to enhance the outreach efforts of AIS to women in Information Systems (IS) based on systematic assessment of the current status of women in IS, globally, including students (both current and potential) and professionals in academia, corporate, and non-profit organizations with the intent to creating a nurturing, supporting environment conducive to enhancing the growth and success of women in IS field.Daniel J. Poweris a Professor of Management and Information Systems at the College of Business Administration at the University of Northern Iowa, Cedar Falls, Iowa and the Editor of DSSResources.COM, the Web-based knowledge repository about computerized systems that support decision making, the editor of PlanningSkills.COM, and the editor of DSS News, a bi-weekly e-newsletter. Dan writes a regular column in Decision Support News. Also, Dan is a blogger on the Business Intelligence Network.Since 1982, Daniel Power has published more than 50 articles, book chapters and proceedings papers. His articles have appeared in leading journals including Decision Sciences, Decision Support Systems, Journal of Decision Systems, MIS Quarterly, Academy of Management Review, Communications of the Association for Information Systems and Information and Management. He is also co-author of a book titled Strategic Management Skills and he has authored four books on computerized decision support. His DSS Concepts book (2002) titled Decision Support Systems: Concepts and Resources for Managers is a broad ranging scholarly handbook on the fundamentals of building decision support systems. His expanded DSS Framework has received widespread interest. His latest book from Business Expert Press is titled Decision Support, Analytics, and Business Intelligence.Professor Power is the Editor-in-Chief of the Journal of the Midwest Association for Information Systems (JMWAIS), a member of two academic journal editorial boards, and was the founding section editor of the ISWorld pages on Decision Support Systems Research and was founding Chair of the Association for Information Systems Special Interest Group on Decision Support and Analytics (SIG DSA). Also, Professor Power was the founding President of the Midwest United States Chapter of the Association for Information Systems (MWAIS) and served as the at-large member of the Board of Directors.In 1982, Professor Power received a Ph.D. in Business Administration from the University of Wisconsin-Madison. He was on the faculty at the University of Maryland-College Park from 1982 to 1989. Dr. Power has been a visiting lecturer at universities in China, Denmark, Ireland, Israel, and Russia. Power has consulted with a number of organizations and in Summer 2003 he was a Visiting Faculty Research Fellow with the U. S. Air Force Research Lab Information Directorate (AFRL/IF).Dr. Power is a pioneer developer of computerized decision aiding and support systems. During 1975-77, he developed a computerized system called DECAID, Decision AID. In 1981-83, he reprogrammed and expanded the system for the Apple II PC.
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It is widely recognized that broadband is of fundamental importance to the social and economic development of a nation. The focus of the paper is on infrastructure-related actions; measures to stimulate demand for broadband are, therefore, only marginally addressed. This paper aims to provide a platform for debate with the Russian counterparts in the sector, and to discuss the measures needed to develop broadband in support of actions aimed at economic growth. This paper examines the broadband market in Russia and preconditions for its sustainable development. It begins by presenting arguments demonstrating the importance of broadband to the overall economic development of Russia, including from the perspective of diversification of the economy and new job creation. The paper benchmarks Russia s broadband performance with Organization of Economic Cooperation and Development (OECD) comparators, as well as with other nations leading the way in broadband diffusion. The paper takes stock of the existing broadband market structure in Russia and its main players as they stand today, including the regulatory and legal environment of the market for both fixed and mobile broadband. Finally, the paper provides a set of recommendations that addresses the issue of sustainability in Russian broadband delivery, and how it can continue its acceleration in the years to come.
Dear readers, authors and reviewers,As usual in RESI's issues, vol. 9, n. 2, brings papers from authors from many different institutions. This time, the authors of the ten papers come from eleven different universities. This provides clear evidence of the journal's spread of reach and capilarity. What calls the attention now is the fact that three of the papers were submitted in English, although there are Latin Americans among their authors. There are at least five other papers going through the review process right now that were also written in English in spite of their authors being native speakers of Portuguese or Spanish, which increases or perception that there is a trend towards that.RESI's editors consider this a very positive movement, because it increases the visibility of the journal among a broader audience. The fact that RESI pioneered the adoption of DOAJ, now the leading indexer of open access academic journals in the world, and that it started using DOI to identify its issues and papers prior to most other Latin American journals demonstrate our concern in providing more visibility to the research that is carried out in Latin America. Of course, publishing papers in English will make that effort more effective. RESI intends to become a connection hub between our scientific community and that of the Norther Hemisphere. Therefore, papers in English will always be very welcome.In spite of that, we would like to stress our commitment with the publication of sound research developed in Portugues or Spanish, because that is essential for the integration of ibero-american researchers, something which still needs a lot of promotion. We should also highlight that issues involving information systems many times have a relevant cultural component that needs to be addresses by researchers that are familiarized with local realities and generate results that can be discussed with local authorities and society in general. And that is, surely, easier to do using the national language of those concerned. We shouldn't be happy to only import technologies that were developed in "the developed world" (no matter what that means!) adapting them to our local problems without a thorough reflection on their capacity, or even usefulness, in solving them.Therefore, at the same time we celebrate the interest and the courage of our authors to try and express themselves in a foreign language, in order to increase the visibility of their work, we will always be open to papers written by authors in their native language, if we have the technical conditions to review it properly, which currently only happens to Portuguese, Spanish and English. After all, an electronic journal such as RESI can provide international visibility for those who seek it, while also creating a democratic environment for the discussion of local issues with those who have a particular interest on it, which may be less effective if not done in the national language of the stakeholders.Having this reflection been made, we invite our authors, reviewers and readers to keep this "caotic" diversity of languages, perspectives and ideologies which have always characterized the University and now call attention to the papers that comprise this issue, which will be briefly presented in the next few paragraphs:The first paper, "Information systems graduate education and research in Brazil", written by Renata Mendes de Araujo and Márcio de Oliveira Barros, opens this issue with an important issue to all of those involved with graduate education in the Information Systems' field, which is the way we are forming the next generations of researchers in our maters and doctorate programs. In this paper, the authors report their experience in consolidating their graduate school at Unirio. The paper is addressed to researchers that deal with IS from an informatics perspective, but could also interest those who see IS from a managerial perspective.Lisiane Barea Sandi and Amarolinda Zanela Saccol show their concern with the way our society is assimilating new technologies, highlighting the fact that, in spite of the obvious benefits, there are also reasons for concern. In " Information overload due to the adoption of mobile and wireless information technologies and its consequences to sales professionals" the authors use an exploratory survey with 75 sales professionals, trying to analize the impacts of mobile telephony on their quality of life."The influence of managerial work determinants on the perception of fitness between technology and task: an exploratory study" is the work developed by Débora Bobsin, Monize Sâmara Visentini and Mauri Leodir Löbler, where they try to contribute to the understanding of information systems as tools to support the activities that are expected to be carried out by managers in organizations. The authors conclude that the more experience managers have with information systems, the more they consider that technology can affect his/her tasks. Also, the more access a user has to a system, the more he/she perceives the fit between technology and task.In "Motivation to create free and open source projects and how decisions impact success", Carlos Denner Santos Jr. and Kay M. Nelson propose a theoretical model that helps assess the reasons that lead an organization to get involved in open software development projects, so that, in the future, such projects can have their success evaluated in a more objetive way. This is an interesting complement to another paper the first author had published at Revista de Administração de Empresas, v. 50, n. 4, late in 2010.In "Engagement or friendship? The perspective of customers and suppliers about business relationships in the software sector", Rita de Cássia de Faria Pereira, Carlo Gabriel Porto Bellini and Fernando Bins Luce use a very original approach (interviews of pairs of customers-suppliers in the software industry – 14 dyads) to analyze issues concerning their relationships (commitment, trust, adaptation, cooperation, and communication) and contextual factors that may amplify or moderate those attributes (uncertainty, interdependence, and the existence of alternative suppliers).Edimara Mezzomo Luciano, Leandro Pilatti, Maurício Gregianin Testa and Ionara Rech deal with the use of COBIT framework to improving management processes of outsourced activities for both involved companies. The paper's title is " Applicability of COBIT in managing outsourced information technology activities: an investigation based on two multinational companies".Perceiving the influence of information technologies on the way companies organize themselves and coordinate their activities with those of customers and suppliers, Dayane Mayely Silva de Oliveira and Max Fortunato Cohen (UFA), carried out a literature review and mapped 21 technologies that facilitate the integration of production processes and emphasize the collaboration among autonomous organizations. This is reported in: "IT use along the supply chain in conjunction with the major management collaboration techniques".Problems involving information security increase as companies integrate their processes and systems to those of their business partners by means of computer networks. Concerned with that, Alexandre dos Santos Roque, Raul Ceretta Nunes and Alexandre Dias da Silva developed, in their paper "Proposition of a dynamic model for managing security information on industrial environments", a dynamic model for information security management, in which interaction, cooperation and motivation (of upper-management, supervisors and workers) are emphasized in order to meet the new demands of information security management: responsibility, trust and ethics.In an environment of activity/process integration of organizations and their business partners and huge information flow among the interested partiesas discussed in a previous paper in this issue (see Oliveira and Cohen), it becomes essential to adopt information security policies to make sure that information is always available to those who need it and do not fall in wrong hands. Leonardo Guerreiro Azevedo, Diego Alexandre Aranha Duarte, Fernanda Baião and Claudia Cappelli developed a set of criteria and a method to assess tools for management and execution of authorization rules for the access and use of information systems, applying them to a real situation at Petrobrás, one of the leading oil companies in the world, which they discuss in "Evaluating tools for execution and management of authorization business rules".Finally, the paper "Requirements and wished features for software testing tools: a study based on the use of SQFD", authored by Ismayle Sousa Santos, Rodolfo S. Ferreira de Resende, Pedro Alcântara Santos Neto and Clarindo Isaias P. da Silva e Padua presents the adaptation of QFD (Quality Function Deployment), a Quality technique developed originally for industrial products, to sortware development. By means of intelligent argumentation and detailing of all necessary steps for implementing the methodology, the authors make it easy for the reader to understand its possible use in the new field and contribute for its dissimination among the software developers. I wope you all have fun reading the papers in this issue!Alexandre R. GraemlEditor ; Prezados leitores, autores e revisores,O volume 9, número 2, como tem sido usual nas edições da RESI desde a sua fundação em 2002, é marcado pela diversidade geográfica dos seus autores. Desta vez, há onze instituições representadas entre os autores dos dez artigos publicados. Isto evidencia a abrangência e capilaridade deste periódico, agora com a contribuição de autores de seis estados brasileiros: Amazonas, Minas Gerais, Piauí, Rio de Janeiro, Rio Grande do Sul e São Paulo, além de um norte-americano, do estado de Illinois, nos Estados Unidos. Mas o que chama mais atenção, e talvez já demonstre a preocupação dos autores brasileiros e latino-americanos em aumentar a visibilidade internacional da sua produção, é que três dos dez artigos ora publicados foram submetidos à revista em inglês. Há pelo menos outros cinco artigos de autores de língua espanhola ou português em análise no momento, para eventual publicação em edições posteriores da revista, o que reforça a percepção de que existe uma tendência nessa direção.Os editores da RESI consideram essa iniciativa louvável. O fato de a RESI ser o periódico brasileiro há mais tempo no DOAJ, o principal indexador de revistas de acesso livre no mundo, e de dispor de DOI para todos os artigos publicados nos últimos anos, individualmente, demonstra a nossa preocupação em dar visibilidade à pesquisa realizada na América Latina e para que isso ocorra mais eficazmente devemos começar a explorar mais o idioma inglês, não só no abstract, como sempre foi feito, mas também no corpo dos nossos trabalhos, sempre que possível. O esforço de internacionalização da revista, que pretende ser o principal fórum de discussões da área na América Latina, mas também um meio de conexão da nossa comunidade científica com os pesquisadores do Hemisfério Norte, deve ir nessa direção. Por isso, são muito bem vindos os manuscritos em inglês.Apesar disso, gostaríamos de reforçar nosso comprometimento com a publicação de bons textos em português ou espanhol, porque eles são essenciais para a maior integração dos pesquisadores ibero-americanos, que ainda precisa ser muito fomentada. É importante lembrar que as temáticas de sistemas de informação estão (e em alguns casos deveríam ser ainda mais!) relacionadas a questões culturais que precisam ser exploradas na pesquisa de autores que estejam familiarizados com as realidades locais envolvidas e gerar resultados de pesquisa que possam ser discutidas com agentes governamentais e a comunidade local, algo que, seguramente, ocorre de forma facilitada no idioma nacional. Não basta importarmos tecnologias dos "países mais desenvolvidos" (o que quer que isso signifique!) adaptando-nos a elas sem uma reflexão sobre sua capacidade, ou mesmo utilidade, na solução dos nossos problemas, considerando que foram desenvolvidas em outro contexo e, possivelmente, para outros fins.Por isso, ao mesmo tempo que festejamos o interesse (e a coragem!) dos nossos autores de se utilizarem de idioma estrangeiro para tornar sua pesquisa mais visível no exterior, em uma atitude nítidamente expansionista, também queremos deixar claro que a RESI sempre estará aberta e acolherá com carinho os trabalhos escritos no idioma original do seu autor, desde que tenhamos condições técnicas de avaliá-lo competentemente, o que hoje ocorre para o português, o espanhol e o inglês. Afinal, uma revista eletrônica como a RESI pode fornecer grande visibilidade internacional para aqueles que a procuram, mas também um espaço de discussão democrático que possibilite a comunicação dos seus autores com a sociedade, principalmente nos casos em que houver questões culturais e sociais importantes em discussão, o que pode ficar prejudicado se não no idioma nacional.Feita essa reflexão inicial e o convite para que mantenhamos sempre a "caótica" diversidade de idiomas, de perspectivas e de ideologias que caracteriza a Universidade, gostaria de chamar a atenção de todos para os artigos que compõem essa edição, brevemente descritos a seguir:O primeiro artigo, "Information systems graduate education and research in Brazil", de Renata Mendes de Araujo e Márcio de Oliveira Barros, ambos da Unirio, abre essa edição da RESI discutindo um tema muito importante para os pesquisadores que estudam Sistemas de Informação no Brasil, que é a forma como estamos preparando as novas gerações de pesquisadores em nossos programas stricto sensu. No artigo, os autores relatam a experiência de sua instituição na consolidação de um curso de pós-graduação na área. O trabalho é mais voltado para programas com origem na informática, mas encontrará leitores também entre aqueles que estudam as tecnologias de informação a partir de uma perspectiva de negócios.Lisiane Barea Sandi e Amarolinda Zanela Saccol, da Unisinos, demonstram sua preocupação com a forma como a sociedade está se apropriando das novas tecnologias, salientando que, além dos óbvios benefícios, há também questões preocupantes, que precisam ser discutidas. Em "Sobrecarga de informações geradas pela adoção de tecnologias da informação móveis e sem fio e suas decorrências para profissionais de vendas" as autoras se utilizam de uma survey exploratória com 75 profissionais da área de vendas, procurando analisar os impactos do telefone celular sobre sua qualidade de vida."A influência dos determinantes do trabalho gerencial na percepção do ajuste entre a tecnologia e a tarefa: um estudo exploratório" é o trabalho de Débora Bobsin, Monize Sâmara Visentini e Mauri Leodir Löbler (UFRGS e UFSM), em que procuram contribuir para o entendimento dos sistemas de informação como ferramenta de suporte para a execução das tarefas que compõem o papel do gestor na organização. Os autores concluem que quanto mais aumenta a experiência do indivíduo com os Sistemas de Informação, maior o ajuste percebido por ele, entre a tecnologia e a tarefa que executa. Da mesma forma, quanto maior o acesso do usuário ao sistema, maior o ajuste percebido entre tecnologia e tarefa.Em "Motivation to create free and open source projects and how decisions impact success", Carlos Denner Santos Jr. e Kay M. Nelson (USP e Southern Illinois) propõem um modelo teórico que ajuda a avaliar o que leva uma organização a se envolver em projetos de desenvolvimento de software livre para que, no futuro, seja possível avaliar com mais propriedade o sucesso dessas iniciativas. Trata-se de um complemento interessante a outro artigo publicado recentemente pelo primeiro autor na RAE (v. 50, n. 4, out/dez 2010).Em "Namoro ou amizade? A visão de clientes e fornecedores sobre relacionamentos de negócio no setor de software", Rita de Cássia de Faria Pereira, Carlo Gabriel Porto Bellini e Fernando Bins Luce (os três primeiros da UFPB e o último da UFRGS) adotam uma abordagem bastante original (entrevistas com 14 díades cliente-fornecedor do setor gaúcho de software - 28 empresas ao todo) para analisar aspectos relacionados ao relacionamento entre essas empresas (comprometimento, confiança, adaptação, cooperação e comunicação) e fatores contextuais que podem influenciá-los (incerteza, interdependência e disponibilidade de fornecedores alternativos).Edimara Mezzomo Luciano, Leandro Pilatti, Maurício Gregianin Testa e Ionara Rech (todos da PUC-RS) analisam a forma como a adoção do framework do COBIT pode auxiliar no aprimoramento dos processos de gestão das atividades terceirizadas, tanto pela empresa terceirizada quanto pela que terceiriza o serviço. O título do artigo é: "Aplicabilidade do Cobit na gestão de atividades de tecnologia da informação terceirizadas: uma investigação com base em duas empresas multinacionais".Percebendo a influência cada vez mais intensa das tecnologias da informação sobre a forma como as organizações se organizam para a produção e agregação de valor, Dayane Mayely Silva de Oliveira e Max Fortunato Cohen (UFA), fazem um levantamento bibliográfico sobre o fenômeno, mapeando 21 tecnologias que facilitam a integração de processos produtivos e incentivam a colaboração entre empresas autônomas. Isto é relatado em: "Os usos da TI ao longo da cadeia de suprimentos e em conjunto com as principais técnicas colaborativas de gestão".Os problemas relacionados à segurança da informação aumentam, na medida em que as empresas se informatizam e integram seus processos aos de parceiros de negócios por meio de redes de computadores. Preocupados com isso, Alexandre dos Santos Roque, Raul Ceretta Nunes e Alexandre Dias da Silva (UFSM) desenvolvem, em seu artigo "Proposição de um modelo dinâmico de gestão de segurança da informação para ambientes industriais", um modelo dinâmico de gestão da segurança da informação em que a interação, a cooperação e a motivação das pessoas (alta-gerência, chefes e funcionários) são priorizadas para atender os novos requisitos da gestão da segurança da informação: responsabilidade, confiança e ética.Em um cenário de integração das atividades das empresas com parceiros de negócios e grande fluxo de informações entre elas, conforme discutido inclusive em outro artigo dessa edição (ver Oliveira e Cohen), torna-se essencial que se adotem políticas de segurança da informação, para garantir que ela esteja sempre acessível àqueles que precisam e devem ter acesso a ela e não caiam em mãos indesejadas. Leonardo Guerreiro Azevedo, Diego Alexandre Aranha Duarte, Fernanda Baião e Claudia Cappelli (todos da Unirio) desenvolvem um conjunto de critérios e um método para avaliação de ferramentas para gestão e execução de regras de autorização para o acesso e utilização de sistemas, aplicando-os ao caso real da Petrobrás, conforme relatado em "Evaluating tools for execution and management of authorization business rules".O artigo "Requisitos e aspectos técnicos desejados em ferramentas de testes de software: um estudo a partir do uso do SQFD", de Ismayle Sousa Santos, Rodolfo S. Ferreira de Resende, Pedro Alcântara Santos Neto e Clarindo Isaias P. da Silva e Padua (a primeira da UFPI e os demais da UFMG) apresenta uma adaptação ao desenvolvimento de software da ferramenta QFD (desdobramento da função qualidade), tão defendida pelos guros da qualidade para aplicação a processos industriais. A argumentação inteligente e o detalhamento dos passos a serem executados na implementação da metodologia facilitam a compreensão do seu uso pelo leitor e contribuem para a sua divulgação entre os informáticos. Desejo a todos uma ótima leitura!Alexandre Reis GraemlEditor
Technical Report 2018-08-ECE-137 Technical Report 2002-09-ECE-006 Engineering of Enterprises a Transdisciplinary Activity Murat M. Tanik Ozgur Aktunc John Tanik This technical report is a reissue of a technical report issued September 2002 Department of Electrical and Computer Engineering University of Alabama at Birmingham August 2018 Technkal Report 2002-09-ECE-006 Engineering of Enter·prises A Transdisciplim•ry Activity Murat M. Tanik Ozgur Aktunc John Tanik TECHNICAL REPORT Department of Electrical and Computer Engineering University of Alabama at Birmingham September 2002 ENGINEERING OF ENTERPRISES A TRANSDISCIPLINARY ACTIVITY OVERVIEW Contributed by: Murat M. Tanik, Ozgur Aktunc, and John U. Tanik This module is composed of two parts: Part I surveys and defines Enterprise Engineering in the context of transdiscipline. Part II introduces Internet Enterprise and addresses engineering implementation consider ations. PART I ENTERPRISE ENGINEERING ESSENTIALS 1 INTRODUCTION When Henry Ford rolJed out his first automobile assembly during 1913, he created the archetype of single-discipline enterprise. Ford's adventure was a self-contained and efficient exercise in mechankal engineering. With no competition, no regulatory constraints, and no pressing need for cross-disciplinary partnerships, from design development to process development, all ideas primarily originated from Ford's own engineers. The world is a different place today. Automobiles are complicated hybrids of mechanical, electrical, electronic, chemicaJ, and software components. Modern 4 manufacturers must now pay dose attention to new technological developments in hardware (mechanisms associated with physical world), software (mechanisms associated with computational world), netware (mechanisms associated with communications), and peopleware (mechanisms associated with human element). The changes experienced in the automotive industry exemplify the needs of the ever increasingly complex nature of today's modern enterprise. In other words, the ubiqui tous existence of the ";computing element" forces us to take into account disciplinary notions, ranging from psychology to ecology. In one word, the world is becoming transdisciplinary. In this world of transdisciplinary needs, we need to approach designing of enterprises as engineers, moving away from the traditional ad hoc approach of the past. This module expl ai n~ the changes to be made to current enterprise organization in order to be successful in the networked economy. A brief definition of Enterprise Engineering is given as an introduction, foJJowed by a summary of Enterprise Engineering subtopics, namely modeling, analysis, design, and implementation. In the last section of Part I, the definition of an intelJigent enterprise is made with an emphasis on knowledge management and integration using Extensible Markup Language (XML) technology [1]. 2 DEFINITION The Society for Enterprise Engineering (SEE) defined Enterprise Engineering as ";the body of knowledge, principles, and practices having to do with the analysis, design, implementation and operation of an enterprise" [2]. Enterprise Engineering methods include modeling, cost analysis, simulation, workflow analysis, and bottleneck analysis. 5 In a continually changing and unpredictable competitive environment, the Enterprise Engineer addresses a fundamental challen ge: ";How to design and improve all elements associated with the total enterprise through the use of engineering and analysis methods and tools to more effectively achieve itsgoals and objectives" [3]. Enterpr.ise Engineering has been considered as a disdpline after its establishment in the last decade of the 20th Century. The discipline has a wor]dvicw that is substantial enough to be divided into sub-areas, with a foundation resting on several reference disciplines. In the Enterprise Engineering worldview, the enterprise is viewed as a complex system of processes that can be engineered to accompli sh specific organizational objectives. Enterprise Engineering has used several reference disciplines to develop its methods, technologies, and theories. These reference disciplines can be listed as the following: Industrial Engineering, Systems Engineering, Information Systems, Information Technology, Business Process Reengineeling, Organizational Design, and Human Systems [2]. 2.1 Understanding Enterprise Engineering Like most engineering profession als, Enterprise Engineers work on four main areas: modeling, analyzing, design, and implementation. One important issue facing Enterprise Engi neering is the development of tools and techniques to support the work of analyzing, designing, and imp1ementjng organizational systems. These tools must assist enterprise engineers in the initial transformation of functional, often disjoint, operations into a set of integrated business processes replete with supporting information and control systems [4]. To develop new models of enterprises, the enterprise should be analyzed 6 using process analysis, simulation, activity-based analysis, and other tools. Also an abstract representation of the enterprise and the processes should be modeled in a graphical, textual, or a mathematical representation. The . design issues in Enterprise Engineering consist of developing vision and strategy, integration and improvement of the enterprise, and developing technology solutions. Lastly, implementation deals with the transformation of the entetprise, integration of corporate culture, strategic goals, enterprise processes, and technology. We will take a look at these areas in the fol1owing section: • Enterprise Engineering Modeling (EEM), • Analyzing Enterprises, • Design of Enterprises, and • Implementation. 2.2 Enterprise Engineering Modeling Enterprise Engineering Modeling (EEM) is basically dealing with the abstraction of engineering aspects of enterprises and connecting them to other business systems. The model encompasses engineering organizations' products, processes, projects, and, ultimately, the ";engineered assets" to be operated and managed. EEM coordinates design and deployment of products and assets at the enterprise level. It integrates engineering information across many disciplines, allows engineering and business data to be shared through the combinatjon of enterprise IT (information technology) and engineering IT, and simulates the behavior of intelligent, componentbased models [5). 7 The selection and design of enterprise processes for effective cooperation is a prime objective of Enterprise Engineering. Enterprise models can assist the goal of Enterprise Engineering by helping to represent and analyze the structure of activities and their interactions. Models eliminate the irrelevant details and enable focusing on one or more aspects at a time. Effective models also facilitate the discussions among different stakeholders in the enterprise, helping them to reach agreement on the key fundamentals and to work toward common goals. Also it can be a basis for other models and for different information systems that support the enterprise and the business. The enterprise model will differ according to the perspective of the pers.on creating the model, including the visions of the enterprise, its efficiency, and other various elements. The importance of an enterprise model is that it wm provide a simplified view of the business structure that will act as a basis for communication, improvements, or innovations and define the Information Systems requirements that are \ necessary to support the business. The term business in this context is used as a broad term. The businesses or the activities that can be represented with Enterprise Engineering models do not have to be profit making. For example, it can be a research environment with the properties of an enterprise. Any type of ongoing operation that has or uses resomces and has one or more goals, with positive or negative cash flow, can be referred to as a business [6]. The ideal business model would be a single diagram representing all aspects of a business. However this is impossible for most of businesses. The business processes are so complex that one diagram cannot capture all the information. Instead, a business model is composed of different views, diagrams, objects, and processes: A business 8 model is illustrated with a number of different views, and each captu~cs infmmation about one or more specific aspects of the businesses. Each view consists of a number of diagrams, each of which shows a specific part of the business structure. A diagram can show a ~1ructure (e.g., the organization of the business) or some dynamic collaboration (a number of objects and their interaction to demonstrate a process). Concepts are related in the diagrams through the use of different objects and processes. The objects may be physical such as people, machines, and products or more abstract such as instructions and services. Processes are the functions in the business that consume, refine, or use objects to affect or produce other objects. There are cunently hundreds of modeling tools for enterprises, and many modeling techniques such as Integrated Definition Language (IDEF), Petri-Net, Unified Mode1ing Language (UML), and meta-modeling. Modeling involves a modeling language and the associated modeling tools. Different enterprises may need different modeling tools according to the nature of the enterprise. Before selecting the modeling tool, a detailed analysis should be made to select the most appropriate modeling language and the tool. For the software industry, UML has become the standard modeJjng language [7]. 2.3 Enterprise Analysis The increasing complexity of enterprises has stimulated the development of sophisticated methods and tools for modeling and analysis of today's modern enterprises. Recent advances in information teclu1ology along with significant progress in analytical and computational techniques have facilitated the use of such methods in industry. 9 Applying Enterprise Analysis methods results in a documentation that supports a number of programs, which are as follows: strategic information resource planning, information architecture, technology and services acquisition, systems design and development, and functional process redesign. Most organizations have a wealth of data that can be used to answer the basic questions supporting strategic planning: who, what, where, and bow much. By modeling with these data using an Enterprise Analysis toolset, the enterptise models can be built incrementally and in less time. The most important use of Enterprise Analysis is that it presents the organization's own business, demographic, and workload data in a compelling manner to tell the story. Whether they are used to support programs for acquisitions, information architectures, or systems development, Enterprise Analysis studies are rooted in the business of the organization and thus are easily understood and supported by executive management. 2.4 Enterprise Design The design of an enterprise deaJs with many issues, including development of a vision and a strategy, the establishment of a corporate cu.lture and identity, integration and improvement of the enterprise, and development of technology solutions. Optimization of several perspectives within an enterprise is the objective of Enterprise Design. Examples of enterprise perspectives include quality, cost, efficiency, and agility ,. and management perspectives s uch as motivation, culture, and incentives. For example, consider the efficiency perspective. The modeling task will provide ontologies (i.e., object libraries) that can be used to construct a model of the activities of a process, such as its resource usages, constraints, and time. Based on these models the efficiency 10 perspective will provide tools to design, analyze, and evaluate organizational activities, processes, and structures. These tools will also be capable to represent and model the current status of an enterprise and to analyze and assess potential changes. One issue is wbetber there exists sufficient knowledge of the process of designing and optimizing business activities/processes to incorporate in knowledge-based tools. The main goal of an Enterprise Design application is to deveJ~p a software tool that enables a manager to explore alternative Enterprise Designs that encompass both the stmcture and behavior of the enterprise over extended periods of time. lssues such as motivation, culture, and incentives are explored, along with other relevant parameters such as organizational structure, functions, activity, cost, quality, and information [8]. 3 STRATEGY FORMULATION FORE-BUSINESS Electronic commerce is becoming a growing part of industry and commerce. The speed of technological change is enabling corporations large and small to transact business in a variety of ways. Today, it is routine practice to transact some aspect of business electronically from e-mail to exchanging data via Electronic Data Interchange (EDI), World Wide Web (WWW), and various shades these technologies. Numerous benefits accrue to corporations when they use automated capabilities. In order to maximize such benefits, electronic enterprises must base their efforts on welJdeveloped strategies. In this manner, tbe probability of success is increased many folds. Embarking on electronic commerce or business should never be thought of as the sole quest of the information systems department. The following strategies are a synthesis of II best practices introduced to assist information systems departments to prepare the organization for the information age [9, 1 0]. 3.1 Strategy 1 - Improve Corporate System DeveJopment Skms In addition to developing technical skills, corporations must pay close attention to effective communication, eliminating cross-functional language barriers, and improving inadequate facilities in geographically dispersed systems. 3.2 Strategy 2 -Build a Proactive Infrastructure There must be a constant effort to keep up with technological changes. Frequently, these changes trickle down from the top as a result of various business strategies. For example, top managers may discover that they need video-conferencing capability, and the information technology people are under pressure to deliver it. This kind of approach will put the chief information officer(CIO) in a reactive posture, trying to put out fires as they appear. In putting out such fires, local resources may be used to satisfy higher level needs without any obvious benefits to local managers who may resent this fact and create barriers against success. CIOs should try to get the cooperation of all users in anticipating system needs. If users are not satisfied with an imposed system, they wiiJ try to build their bootleg systems for their own needs. Thus, project needs should be anticipated as far as possible and should be planned to meet both short-term goals of management and yield benefits for the development of the infrastmcture of the corporation in the Jong term. 12 3.3 Strategy 3 - Consolidate Data Centers A corporation embar1dng on developing an e-business system must realize that there do already exist semiautonomous data centers distributed throughout various geographical locations. There may have been a time when such data centers were desirable. Today, e-business demands integrated information systems, and the data centers must be consolidated. An integrated information system is far more effic ient in controlling corporate operations. Obviously, operating fewer facilities, maintaining minimum levels of inventory, and giving better service to customers will bring handsome returns to corporations. During the consolidation process, a number of problems of compatibility and standardization will occm, but tackling such problems is better than having semiautonomous data centers. 3.4 Strategy 4 - Standardize Data Structures As corporations grow, different data processing systems and data centers proliferate, especiaUy in transnational corporations. Consolidating data centers and systems as suggested in strategy 3 may not be sufficient. Corporations need to determine data needed at global levels and standarclize them. Standardization may not be possible for certain applications in an international setting since regulatory accounting of different countries may be a roadblock. However, this should not be taken as a signal for nonstandardization. Standardization will make useful information available throughout the corporation. For example, these days many corporations are adapting XML as part of data stmcture consolidation strategy. XML issues are addressed in the next section with more detail. 13 3.5 Strategy 5 - Accommodate Linkages with Cui-rent Strategic Allies and Provide Expansion for Future Str ategic Alliances Recent developments in globalization and Internet technology are spurring corporations to form sliategic alliances. Automobile manufacturers are, for example, forming alliances to influence prices and qualities of their raw materials and parts purchases. Similar alliances are growing at an accelerated pace in other industries. These alliances are designed to create not only purchasing power but also a variety of other mutual interests, from technological co-operation to joint production. 3.6 Strategy 6 - Globalize Human Resource Accounting As companies centralize their information systems through computerization, a global inventory of human skills should be developed. Frequent human resource problems arjse when Information Systems (IS) personnel focus locally rather than globally. Recmiting of specialists, for example, must be done not with a local perspective but with a global one. This will help eliminate possible redundancies with potential savings. 4 INTELLIGENT ENTERPRISES Enterprises competing in global markets assume complex organizational forms such as supply chain, virtual enterprise, Web-based enterprise, production network, e-business, and e manufacturing. Common traits of these organizations are willingness to cooperate, global distributed product development and manufacturing, and high coordination and communication. These traits have led the trend of transformation from 14 capital intensive to intelligence intensive entetprises [1 1]. Visions of the organization's future e-Business roles as an intelligent enterprise could be formulated as follows [12]: • Transparent - Intelligent enterprises will contain substantial amounts of information on capabilities, capacities, inventories, and plans that can be exchanged between tools, servers, and optimizing agents that will augment capabilities of their human masters. • Timely - Intelligent enterprises will be designed to meet a customer need exactly when the customer wants it. • Tuned - Through collaboration and sharing of knowledge, the intel1igent enterprise wiJl serve customer needs with a mjnimum of wasted effort or assets. 4.1 Knowledge Management and Integration with XML One important challenge for enterprises today is storing and reusing knowledge. For many organizations, up-to-dale knowledge of what is relevant and important to customers distinguishes their offerings. The challenge is to assimilate this rapidly changing knowledge about products and services quickly and distribute it rapidly to leverage it for improved performance and quality service. This means finding all knowledge that is embedded in and accessed through technologies and processes and stored in documents and external repositories and being able to share it quickly with the customers. The capital-based organization needs to transform into bigh-perforrn.ing, processbased, knowledge-based enterprises, characterized by agility, f lexibility, adaptability, and willingness to learn. To overcome the difficulties during the transformation, powetful tools are needed to manage the knowledge within the enterprise and to develop the 15 communication between the company and the customers. The key tool to be used within this process is XML, which will set the standards of communication and wm help to manage the knowledge [13]. To understand how XML will help us managing the knowledge, a def111ition of a knowledge-based business is needed. 4.2 Knowledge-Based Businesses The following six characteristics of knowledge-based business were defined in Davis and Botkin [14]. ~hese characteristics are actually guidelines for businesses to put their information to productive use. 4.2.1 The More You Use Knowledge-Based Offerings, The Smarter They Get This characteristic fits in the customer-defined offerings the companies give. For example, a credit card company can build a system that could understand the buying patterns of a customer that can protect the customer from fraud. A news agency can change the interface of its system to give the type of news that a newspaper or journal requests. Knowledge-based systems not only get smcuter but also enable their users to learn. For example, General Motors' computer-aided maintenance system not only helps novice mechanics to repair automobiles but also helps expe1t mechanics to refine their knowledge. As the technology advances, the amount of information that a mechanic needs to know expands rapidly. With tllis system a mechanic can leverage the knowledge of all mechanics using the system. As a result, the system continually improves, as does the service quality. 16 4.2.2 Knowledge-Based Products And Services Adjust To Changing Circumstances When knowledge is built into a product, the product may adjust itself in a smart manner to changing conditions. For example, a glass window that may reflect or transmit sunlight according to temperature is such a product. Producing tbese producl:s will not only be marketed well but also have important economical advantages. Tbe smart pr~ducts will guide their users as well. 4.2.3 Knowledge-Based Businesses Can Customize l1teir Offerings Knowledge-based products and servkes can determine customers' changing paltems, idiosyncrasies, and specific needs. For example, a smart telephony system can understand which language will be used on specific num bers~ also by using the voice recognition system, the need for telephone credit cards can be diminished. 4.2.4 Knowledge-Based Products A11d Services Have Relatively Short Life Cycles Many knowledge-based products have short life cycles, because they depend on the existing market conditions; their viability is short-lived. For example, the foreign exchange advisory services offered by a commercial bank are highly specialized and customized for corporate clients. Such services should be constantly upgraded to keep the profits and the proprietary edge. 4.2.5 Knowledge-Based Businesses Enable Customers To Act In Real Time Information becomes more valuable when it can be acted on constantly. A system that will deliver the tour book information while you are driving the car will have a great 17 value. An interactivity. added to the system will make the product's value even higher. Knowledge-based products can also act in real time. For example, a copier machine that calJs the maintenance provider when an error occurs wiJJ have a great value in this sense. 4.3 XML's Role in Business Applications The smallest cluster of knowledge is data. These are basic building blocks of information that come in four particular forms: numbers, words, sounds, and images. Manipulation of the data determines its value. The arrangement of data into meaningful patterns is information. For example, numbers can be arranged in tables, which is information; a series of sounds, which is music, can also be considered as information. Today, an important challenge for Internet-based businesses is using the information efficiently and in a productive way that will upgrade the information to knowledge. Thus, we say that knowledge is the application and productive use of information. The shift from the information to knowledge age will be via technology. The new enabling technologies of software development such as XML, J2EE, and Visual Studio are forcing e-businesses to build knowledge-based businesses. Here we will explain the most important enabling technology, XML, within the development of e~businesses. XML can be used effecti~ely for exchanging of business documents and information over the Internet. XML is a standard language that simultaneously presents content for display on the Intemet and describes the content so that other software can understand and use the data. Therefore XML can be a medium through which any business application can share documents, transactions, and workload with any other 18 business application [15]. In other words, XML can become the common language of ebusi. ness and knowledge management. One impmtant property of XML is providing .information about the meaning of the data. Thus, an XML-Jonnatted document could trigger a software application at a receiving company to launch an activity such as shipment loading. But to provide that level of data integration, trading partners would have to agree on definiti ons for the various types of documents as well as standard ways of doing business. In addition to facilitating e-commerce, having common defini tions and uses for data also enable an enterprise to better leverage the .knowledge ctmenrly stored in information silos. XML supports the searching and browsing of such information sHos [16]. It structures documents for granularity, such as alJowing access to sections within documents and fine-tuning retrieval Also, it annotates documents, which enables users to not restrict themselves to what is in the document. XML organizes documents by classifying documents into groups and supports browsing them. AdditionaiJy, it has Hyper Text Markup Language (HTML)-like linking options that help the information users to find the documents they arc seeking. Fig. I shows the tools that are common in the organization of information through XML. XML is the next evolution in knowledge management, and organizations are beginning to understand the potential of this technology to develop enterprise-wide information architectures. As a technology, XML does not bring any value to an organization. The value of XML wHI depend on how it js used within a company. The agreement on data definitions within an enterprise has always been a hard task. At rn.inlmum, XML should be implemented strategically within the organization. Ideally, the 19 Annotate Documents I RDF I Schemas J:: I XML I (.---, X-Poin- ter--, Fig. 1. Organization of information through XML. implementation should include strategic partners and other organizations that have a need to share data and information. XML is a majm advance in the standardization of information sharing across traditional information boundaries, both internal and external Information security and privacy issues are major concerns revolving around customer and corporate data flowing across wires. Successful knowledge management in a company often depends on having access to information outside the enterprise walls. XML can also be of value here by helping to improve the functioning of supply chains and the extranet. In conclusion, it becomes obvious that managing knowledge requires better tools. We need to create systems that manage documents, as people would do, and we know that better tools need better documents. Thus by building on a solid knowledge management strategy using XML, we believe an organization can gain competitive differentiation in the near future. 20 PART II INTERNET ENTERPRISE IMPLEMENTATION CONSIDERATIONS 1 INTRODUCTION In the first section of this module we introduced essential elements of enterprise engineering in abstract and general terms. Building on the notions explored in the first section, we will address here, specifics concerning designing and implementation of Internet enterprises. In this section, a review is provided of the key concepts and concerns an Internet enterprise engineering (IEE) project would encounter and need to address. Business engineering fundamentals, technologies, and strategies for the lrlternet such as Unified Modeling Language, Cosmos Model, Enterprise Maturity Model, Web Business . Models, Methods of Electronic Transaction, Online Contracts, Security Protocols, selected integrated development tools, Next Generation Internet, and Internet2 arc covered. Over 20 occupational roles within IEE are identified and described separately. A technology implementation platform and strategy are introduced, along with marketing and customer retention technologies and strategies on the Internet A detailed overview is provided of the various Internet business tools, technologies, and terminology for the systematic construction of new ventures on the Internet l7]. For convenience, all these issues are summarized in table fmm at the end of this section. 2 BUSINESS ENGINEERING FUNDAMENTALS 2.1 UML: Officially introduced in November 1997, UML has quickly become the standard modeling language for software development [6]. It bas a business model approach that provides a plan for engineering an orchestrated set of business functions. It 21 provjdes a framework by which business is to be performed, allowing for changes and various improvements in the process. The model is designed to be able to anticipate changes in business function in order to maintain an edge on the competition. One of the advantages of modeling in UML is that it can visually depict functions, relationships, and paradigms. UML is a recommended tool for business analysts to break down a large-scale business operation into its constituent parts. Capturing a business model in one diagram is not realistic, so it should be noted that a business model is actually composed of a number of different views. Each view is designed to capture a separate purpose or function without losing any important overall understanding of the business operation. A view is composed of a set of diagrams, each of which shows a specific aspect of the business structure. A diagram can show a structure or a kind of dynamic collaboration. The diagrams contain objects, processes, rules, goals, and visions as defined in the business analysis. Objects contain information about mechanisms in the business, and processes are functions that use objects to affect or produce other objects. Objectoriented techniques can be used to describe a business. There are similar concepts in business functions that mn parallel to object-oriented techniques of designconceptualization. Another advantage of UML is derived from the ability of business modelers and software developers to use the same conceplualization tools and techniques to achieve a common business end. Additionally, the power of UML is derived :from its ability to transcend tbe standard organizational chart [ 17]. 22 2.2 Cosmos Model: A generic approach for a business to manage change is through a holistic framework as described by Yeh in his three-dimensional model called Cosmos (Fig. 1). One of the important aspects of this model is that three dimensions exist interdependently because each dimension behaves as an enabler and an inhibitor to the other dimensions. The ";activity structure" dimension covers how work is structured in an organization, factoring in the steps and tasks that are taken to achieve an appropriate level of workflow. The ";infrastructure dimension" covers how resources are allocated and factors in the assets of an enterprise. The ";coordination dimension" covers how information is created, shared, and distributed. The cultural aspects of the enterprise are factored in here. The Cosmos model provides a conceptual space bounded by concrete factors for successfully navigating from one point of an organizational situation to another. Infrastructure Long-term vs. short-term objectives Activity Structure Stability vs. Flexibility Target Coordination Structure Modu]arity vs. Interconnectedness Fig. l. Cosmos model--holistic framework for managing change. [13) 23 The Cosmos model is an abstract tool for managers to guide their company along the best possible path. The trade-offs between the three dimensions at each point in the journey along the path are what the manager must determine to be most effective and best for the organization as a whole. In the case of work structure, there is an inherent tradeoff between stability and flexibility. In the case of a coordination structure, there is a tradeoff between strictly aligning of human resources with company objectives and providing each operating unit with sufficient autonomy. More autonomous organizations are generally organized with a greater degree of modularity, allowing for the ability to make rapid decisions by adapting to changing market conditions. In the case of infrastlucture, there is a trade-off between seeking short-term gain versus long-term gain. Overall, the Cosmos mode] provides an executive or project manager with another technique to visualize the overaJJ situation and path of an organization by laking into account the three dimensions that correspond to the three main forces that affect its future [ 18]. 2.3 Enterprise Maturity Model: In order to characterize a business in terms of its level of maturity, focus, activity, coordination, and infrastructure, please refer to Table l, provided by Yeh [18]. The table provides an overview of the various levels of enterprise maturity. 2.4 Web Business Models: Entrepreneurs who wish to start e-businesses need to be aware of e-business models and how to implement them effectively. The combination 24 of a company's policy, operations, technology, and ideology defines its business model. Table 2 describes in more detail the types of business models in existence today [6, 19]. 2.5 IVIethods of Elech·onic Transaction: There are various methods and mechanisms that merchants can collect income through electronic transactions. Table 3 provides the types of transactions covered such as credit card, e-walJets, debit cards, digital currency, peer-to-peer, smartcards, micro-payments, and e-billing [19]. 2.6 OnJine Contracts: An online contract can be accomplished throt1gh the use of a digital signature. Digital signatures are the electronic equivalent of written signatures. The Electronic Signatures in Global and National Commerce Act of 2000 (E-sign Bi11) recently passed into law were developed for use in public-key cryptography to solve the problems of authentication and integrity. The purpose of a digital signature is for electronic authorization. The U.S. government's digital authentication standard is called the Digital Signature Algorithm. The U.S. government also recently passed digitalsignature legislation that makes digital signatures as legally bindiqg as handwritten signatures. This legislation is designed to promote more activity in e-business by legitimizing online contractual agreements. 2.7 Security Protocols: Netscape Communkations developed the SSL protocol, developed as a non-proprietary protocol commonly used to secure communication on the Internet and the Web. SSL is designed to use public-key technology and digital 25 certificates to authenticate the server. in a transaction and to protect private information as it passes from one party to another over the Tnternet. SSL can effectively protect information as it is passes through the Internet but does not necessarily protect private information once stored on the merchant's server. An example of private information would be credit card numbers. When a merchant receives credit-card information with an order, the information is often decrypted and stored on the merchant's server until the order is placed. An insecure server wi th data that are not encrypted is vulnerable to unauthorized access by a third party to that information. SET protocol was developed by Visa International and MasterCard and was designed speci.tically to protect e-commerce payment transactions [20]. SET uses digital certificates to authenticate each party in an e-commerce transaction, including the customer, merchant, and the merchant's bank. In order for SET to work, merchants must have a digital certificate and special SET software to process transactions. Additionally, customers must have complementary digital certificate and digital walJet software. A digital wallet is similar to a real wallet to the extent that it stores credit (or debit) card information for multiple cards, as well as a digital certificate verifying the cardholder's identity. Digital wallets add convenience to online shopping because customers no longer need to re-enter their credit card information at each shopping site. 2.8 Integrated Tool Example: Drumbeat 2000: Macromedia Drumbeat 2000 is a tool capable of accepting and delivering complex infmmation and functionality through a web-interface [21]. The tool aids a visually skilled Web designer in competitively building a website without necessarily having to do any coding, which is useful in the 26 initial prolotyping phase. It is a tool that can interact with the back-end database with the ability to build a user-friendly client-side using Active Server Page (ASP) Web technology. ASP technology enables a real-time connection to the database, so any changes made to the database are immediately re flected on the client side. Macromedia D1umbeat 2000 claims to provide everything needed to build dynamic Web applications and online stores visually at a fraction of the typical development time and expense. The designers of Drumbeat 2000 also cl aim that the development environment can keep up with continuously evolving web technology, thus making it a future-oriented technology. 2.9 NGI: This initiatjve is a mulli-agency Federal research and development program began on October 1, 1997 with the participation of the following agencies: DARPA, DOE, NASA, NIH, NIST, and NSF (Table 4). These agencies arc charged with the responsibility of developing advanced networking technologies and revolutionary applications that require advanced networkjng. 2.10 Internet2: The Intemet2 is a consortium of over 180 uruversit ies leading the way towards a partnership with industry and government to develop advanced network applications and technologies in order to accelerate formation of a more advanced Internet. The primary goals of Internct2 are to create a leading edge network capability for the national research community, enable revolutionary Internet applications, and ensure the rapid transfer of new network services and applications to the broader Internet community. Through Intemet2 working groups and initiatives, Internet2 members are 27 collaborating on advanced app.lications, middleware, new networking capabilities, advanced network infrastructure, partnerships, and alliances [22). 3 OCCUPATIONAL ROLES IN illE In order to build, deploy, and maintain an Internet Enterprise, certain roles and positions most be filled for the organization to be effective. Table 5 lists and describes many of the relevant roles required within an enterprise initiative, such as Chief Privacy Officer (CPO), in addition to the more traditional organizational roles such as Chief Executive Ofilcer (CEO), Chief Technology Officer (CTO), and Chief Financial Officer (CFO) [20, 23]. 4 TECHNOLOGY IMPLEMENTATION AND STRATEGY 4.1 Microsoft Dotsmart Initiative: There are various approaches to imp.lementing strategic planning and technology implementations. For illustrative purposes, Microsoft is considered in this thesis to be one such approach for enterprise planning. Once the overall conceptualization and business pattern is created and a.ll the necessary occupational roles within the organization are identified, it is necessary to identify exactly which technology to utilize in order to build and implement the business venture. As the requirements of a business are analyzed, a useful guide is the Microsoft Dotsmarl Initiative. This mode of business analysis will help determine which business engineering concepts to use and what kinds of personnel are needed to 1un the operation. Additionally, the Microsoft Dotsmatt Initiative provides key points to address when building an Intemet operation from scratch. 28 4.2 Microsoft Technology Centers (MTCs): MTCs are areas designed for groups of entrepreneurs, Information Technology personnel, and businessmen for the rapid development. of robust e-commerce solutions. At these facilities, developers, entrepreneurs, and high-technology business persons use Microsoft Technology and the relevant knowledge to build enterprise solutions. The centers provide the essentials a team would need to develop an enterptise from the initial conception of the idea to launch. Microsoft provides essential equipment, support, and expe11ise, with an application of a ";best-practices" approach. These best practices have been tested before at MTCs, expediting the development progress and time to market. Laboratory sessions are designed to bring together an assortment of entrepreneurial individuals as they facilitate the development process using the latest Microsoft products. The MTCs offer customers wishing to capitalize on emerging Microsoft.NET technologies the service, infrastltlctme, and development environment to accelerate their projects and reduce thejr risk. The working laboratory is intended to help customers develop and test next-genera6on e-commerce technologies and demonstrate further the value of Windows platforms and other industry-standard systems for powering ebusiness. 4.3 Impact of XML: XML represents a more general way of defining text-based/ documents compared to Hypertext Markup Language (HTML). Both HTML and XML descend from Standard Generalized Markup Language (SGML). The greatest difference between HTML and XML is the flexibi lity of the allowable tag found in XML. An XMLbased document can define its own tags, in addition to including a set of tags defined by a 29 third-party. This ability may become very useful for those applications that need to deal with very complex data structures. An example of an XML-based language is the Wireless Markup Language (WML). WML essentially allows text pm1ions of Web pages to be displayed on wireless devices, such as cellular phones and personal digital assistants (PDAs). WML works with the Wireless AppHcation Protocol (W AP) to deliver this content. WML is similar to HTML but does not require input devi ces such as a keyboard or mouse for navigation. In the case of a PDA thal requests a Web page on the Intemet, a WAP gateway receives the request, translates it, and sends it to the appropriate Internet server. In response, the server replies by sending the requested WML document. The WAP gateway parses this document's WML and sends the proper text to the PDA. This introduces the element of device portability. 4.4 Microsoft.Net Initiative: Microsoft announced a new generation of software called Microsoft .NET. This software is intended to enable every developer, business, and consumer to benefit from the combination of a variety of new Internet devices and programmable Web services that characte1ize NGI. Microsoft is trying to create an advanced new generation of software that wiiJ drive NGI. This initiative is called Microsoft.NET and it.s key purpose is to make information available at any time, in any place, and on any device. 4.5 Microsoft BizTalk 0 1·chestration: For IEE purposes, BizTalk Server 2000 is the considered a nex t-generation software that plays an important role in forming the infrastructure and tools for building successful e-commerce communities. The core of 30 BizTalk Server offers business document routing, transformation, and tracking infras tructure that is mles based. BizTalk Server offers many services that allow for quickly building dynamic business processes for smooth integration of applications and business partners while utilizing pubJic standards to ensure interoperability. Essentially, BizTalk server provides a method to build dynamic business processes quickly. 4.6 Back-end Configurations Using Microsoft Technology: In the design of the backend of a website, special considerations must be given to security. This is done by providing a kind of safety buffer from the greater world of the Internet using a demiUtarized-zone (DMZ) strategy. The components of a DMZ such as the firewall, the front-end network, the back-end nelwork, and the secure network function as a security buffer from the outside world. 4.7 Rapid Economic Justification (RE.fl: The REJ framework makes it possible for IT and business executives to demonstrate how specific investments in IT will eventually benefit the business, ensuring in the process that the IT projects are aligned with the specific business strategies and priorities. IT investments play a critical role in Internet enterprises. Important decision-making at the early stages of any venture does require an effective methodology to identify the best strategic IT investments. Leaders in the upper echelon of organizations such as CEOs, CTOs, and CFOs are being overwhelmed with complex information. REJ may prove to be a reliable method to quickly evaluate the true value worth and potential of a company by taking into consideration its intangible IT assets. 31 In the past, companies developed metrics for the valuation of IT investments on the basis of cost improvements. Metric methodologies have focused on Total Cost of Ownership (TCO), whereas the strategic role of IT in boosting new opportunities for business has been largely ignored. Understandably, the benefits of IT can be traced to ways of measuring business value the traditional way. Unfortunately, current business practices are not necessarily adequately equipped to handle the complexities of the New Economy. Although the economic justification of IT projects has been researched extensively in the past decade, the problem is that these metiJods and techniques require too much data-crunching power and time to prepare. These unwieldy research techniques need to be replaced by a new and practical approach to quantify swiftly and accurately the true value of IT investments. 5 MARKETING AND CUSTOMER RETENTION 5.1 Online Marketing: The Internet provides marketers with new tools and convenience that can considerably increase the success of their marketing efforts. An Internet marketing campaign such as advertising, promotions, public relations, partnering and Customer Relationship Management (CRM) systems are all an integral prut of the marketing process. Table 6 describes the various techniques at the marketer's disposal when using the Internet as the medium of customer information delivery [19]. 5.2 CRM Systems: CRM is a general but systematic methodology using both business and technological techniques to maintain and grow a business's customer base. CRM systems enable a business to keep detaj led records on the activity of its c ustomers 32 by using new, sophisticated tracking systems on the Internet. Table 7 shows various areas where CRM technology and CRM business techniques can assist in managing a customer base [19]. 5.3 Web Design Technology Example: Dreamweaver Technology: Macromedia Dreamweaver is Web technology for building websites on the Internet without the need for programming directly in HTivlL [21]. Also, Web designers are easily able to create Web-based leaming content with Dreamweaver 4.0. A Web designer has the ability to create site maps of the website that can be easily maintained and enhanced. This is a very popular technology available on the market that can be used to make professional quality websites for marketing and promotional purposes. 5.4 Web Enhancement Technology Example: Flash Technology: Macromedia Flash is a multimedia technology for applications on the Web. This technology gives the user, especially one not artistically talented, the ability to develop interactive animations that can look quite impressive. A flash movie can be embedded into a Web site or run as a standalone program, and Flash is compatible with Dreamweaver. Flash movies can be made with sound and animation, so it is useful as a software tool to produce demonstrations at the user-interface. Flash can be used on CD-ROMs and allows for the construction of cross-platform audio/video animations and still jmages. 33 \ 6 SUMI\-IARY TABLES We would like to reiterate emphasis areas for Electronic Enterprise as listed in the introduction of this module. These are a) hardware (mechanisms associated with physical world), b) software (mechanisms associated with computational world), c) netware (mechanisms associated with communications), and d) peopleware (mechanisms associated with human element) [23, 24]. Following tables provide a useful Jist in all these areas. For convenience, we include all summary tables in following order: Table 1 Enterprise Maturity Levels Table 2 Web Business Models Table 3 Electronic Transactions Table 4 NGI Participating Agencies Table 5 Occupational Roles in lEE Table 6 Marketing Techniques on the Internet Table 7 Customer Relationship Management 34 Table 1 Enterprise Maturity Levels Levels Focus Activity Coordination Infrastructure 5. Whole Human-society Process Self-directed teams Long-term oriented; in engineering dominate orientation, harmony with methodology workplace; toLal personal mastery, nature, people institutionalized; alignment; open, heavy investments routinely do the Flexible and honest in IT, continuous right things: predictable communication improvement change is second process, right the channels institutionalized nature first time, value- throughout adderl activities only 4. Wise Stakeholders and Process monitored Organjzational Organi:z.ation community automatically for structure based on competency oriented in high performance; cross-trained case management; harmony with dominated by teams; vision continuing community; value-added al igned with the education; team-people routinely activities; high needs of the based structure; doing things right. degrl:e of society tenm-oriented HR Changes are concurrency; few policy planned and handoffs mannged 3. Mature Customer oriented; Process defined Vision defined Integrated customer's needs and is measured with extensive capacity, are anticipated; buy-ins, multi- con sol ida ted people are proud to functional project function; work here teams exist; investment in participatory training and work culture with force planning; managers as flattened coaches organization 2. Stable Competition- Process under Internal focus, Short-term focus, oriented reactive statistical control; control oriented, fragmented bench-marking as functional division capacity, little IT, a result of reaction, hierarchical, inflexible process, difficult to get has many information, no handoffs and a formal HR policy substantial number of non-value-added tasks I . Ignorant Disoriented- Fire-fighting Ad- No clear vision, Don' t know where chaotic hoc, unpredictable, resources exist fragmented Rumor mill rampant 35 e-Business Model Storefront Model Auction Model Portal Model Dynamic Pricing Model Comparison Pricing Model Demand-Sensitive Pricing Model Table 2 Web Business Models Description The~ storefront model is what many persons think of when they bear the word ebusiness. The storefront model combines transaction processing, security, online payment and information storage to enable merchants to sell their products on lhe web. This is a basic form of e-commcrce where the buyer and seller interact directly. To conduct storefront c-commerce, merchants need to organize an online catalog of products, take orders through their Web sites, accept pnyments in a secure envi ronment, send merchandise to customers, and manage customer data. One of the most commonly used e-commercc enablers is the shopping cart. This order-processing technology allows customers to accumulate items they wish to buy as they continue to shop. www.amazon.com is a good example. Forrester Research reveals that an estimated $3.8 billion will be spent on online person-to-person auctions in the year 2000 alone. This number is expected to rise to $52 billion for Business-to-Business (B2B) auctions. Usually auction sites act as forums through which Internet users can log-on and assume the role of either bidder or seller. As a seller, you are able to post an item you wish to sell, the minimum price you require to sell it, your item, and a deadline to close the auction. As a bidder, you may search the site for availability of the item you are seeking, view lhe current bidding activity and place a bid. They usually do not involve themselves in payment and delivery. www.ebay.com is a good example. Portal sites give visitors the chance to find almost everything they are looking for in one place. They often offer news, sports, and weather, as weU as the ability to search the Web. Search engines are h01i zontal portals, or portals that aggregate information on a broad range of topics. Yahoo! at www.yahoo.com is an example of a horizontal portal. America Online (AOL) www.aol.com is an example of a vertical portal because it is a community-based site. The Web has changed the way business is done and the way products are priced. Companies such as Priceline (www.pricelinc.com) and Imandi (www.imandi.com) have enabled customers to name their prices for travel, homes, automobiles, and consumer goods. The name-your-price model empowers customers by allowing them to choose their price for products and services. The comparison pricing model allows customers to polJ a variety of merchants and find a desired product or service at the lowest price (i.e. www.bottomdollar.com). The Web has enabled customers to demand bener, faster service at cheaper prices. It has also empowered buyers to shop in large groups to achieve a group rate (i.e., www.rnercata.com). Customers become loyal to Mercata because it helps them save money. 36 e-Business Model Bartering Model Advertising Model Procurement Model B2B Service Provider Model · Online Trading Model Online Lending Model Online Recruiting Model Online Travel Service Model TabJe 2 (Continued) Description A popular method of conducting e-business is bartering, offering one item in exchange for anotiier. If a business is looking to get rid of an overstocked product, iSolve ~isolve.com) can help sell it PotenHal customers send their pricing pre ferences to the merchant who evaluates the offer. Deals are often part barter and part cash. Examples of items typically bartered are overstocked inventory items, factory surplus, and unneeded assets. Forming business models around advertising-driven revenue streams is the advertising model. Television networks, radio stations, magazines, and print media usc advertising to fund their operations and make a profit. www.Iwon.com is a portal site that rewards users with raffle points as they browse the site's content. www.freemerchant.com offers free hosting, a free store builder, a free shopping cart, free traffic logs, free auction tools and all the necessary elements for running an e-commerce storefront. Frccmerchanl makes money from its strategic partnerships and referrals. The procurement model means acquiring goods and services with effective supply chain management via a B2B Exchange. ICG Commerce Systems (www.icgcommerce.com) is a site that enables businesses, customers, suppliers, purchasers, and any combination of these to interact and conduct transactions over the Internet. The system supports B2B, B2C, and all variations of these models. · B2B service providers make B2B transactions on the Internet easier. These e-businesscs help other businesses improve policies, procedures, customer service, and general operations. Ariba (www.ariba.com) is a B2B service provider. The online trading model is essentially securities trading on the Internet. Trading sites allow you to research securities and to buy, sell, and manage all of your investments from your desktop; they usually cost less. Charles Schwab (www.schwab.com) is a notable example. Companies are now making loans online. E-loan (www.eloan.com) offers creditcard services, home equity loans, and the tools and calculators to help you make educated borrowing decisions. Recruiting and job searching can be done effectively on the Web whether you are an employer or a job seeker. Refer.com (www.refer.com) rewards visitors for successful job referrals. Web surfers can search for and arrange for all their travel and accommodations online, and can often save money doing so. Cheaptickets (www.cheaptic kets.com) .is a similar site that helps customers find discount fares for airl.ine tickets, hotel rooms, cruise vacations and rental cars. 37 e-Business Model Online Entertainment Model Energy Distribution Model Braintrust Model Online Learning Model Click-and-Mortar Model Table 2 (Continued) Description The entertainment industry has recognized this and has leveraged its power to sell movie tickets, albums and any other entertainment-related content they can fit on a Web page. ICast.corn (www.icast.com) is a multimedia-rich entertainment site. A number of companies have set up energy exchanges where buyers and sellers come together to corrununicate, buy, sell, and distribute energy. These companies sell crude oil, electricity, and the products and systems for distributing them. Altranet (_www.altranet.com) also sells energy commodities. Companies can buy patents and other intellectual property online. Yet2 (www.yct2.com) is an e-business designed to help companies raise capital by selling intellectuaJ property such as patents and trademarks. Universities and corporate-training companies offer high-quality distance education directly over the Web. Click2learn ~www.click2 1earn.com) has created a database of products and services to elp mdtvtdunls and companies fi.nd the education they need. Brick-and-mortar companies who wish to bring their businesses to the Web must determine the level of cooperation and integration the two separate entities will share. A company that can offer its services both offline and o nline is called click-and-mortar, such as Barnes & Noble (www.bn.com). 38 Electronic Transaction T e Credit Card Transactions E-wallets Debit cards Digital Currency Table 3 Electronic Transactions Descrjption Merchant must have a merchant. account with a bank. Specialized Internet merchant accounts have been established to handle online credit card transactions. These transactions are processed by banks or third-party services. To faci litate the credit card process, many companies are introducing electronic wallet services. E-wallets allow you to keep track of your billing and shipping information so it can be entered with one click. Banks and businesses are also creating options for online payment that do not involve credit cards. There are many forms of digital currency; digital cash is one example. It is stored electronically and can be used to make online electronic payments. Digjtal cash is often used with other payment technologies such as digital wallets. Digital cash allows people who do not have credit cards to shop online, and merchants accepting digital-cash payments avoid creditcard transaction fees. 39 Examples Companies like Cybercnsh (www.cybercash.com) and ICat (www.icat.com) enable merchants to accept credit card payments online like www.Charge.com. www. visa.com offers a variety of ewallets. Entrypoint.com offers a free, personalized desktop toolbar that includes an e-wallct to facltitate one click shopping at its affiliate stores. In order to standardize e-wallet technology and gain wider acceptance among vendors, Visa, Mastercard, and a group of e-wallet vendors have standardized the technology with the Electronic Commerce Modeling Language (ECML), unveiled in June 1999 and adopted by many online vendors. Companies such as AroeriNet allow merchants to accept a customer's checking-account number as a valid form of payment. AmeriNet provides authorization and account settlement, handles distribution and shipping (fulfi11ment), and manages customer service inquiries. E-Cash Technologies (www.ccas.b.com) is a secure digitalcash provider that allows you to withdraw funds from your traditional bank account. Gift cash is another form of digital currency that can be redeemed at leading shopping sites. Web. Flooz (www.Jlooz.wm) is an example of gift currency. Some companies offer points-based rewards. www.beenz.com is an international, points-based currency system. Electronic Transaction Peer-to-peer Smart Cards Micropaymenls Table 3 (Continued) Description Peer-to-peer transactions allow online monetary transfers between consumers. A card with a computer chip embedded on its face is able to hold more information than an ordinary credit card with a magnetic strip. There are contact and contactless smartcards. Similar to smart cards, ATM cards can be used to make purchases over the Internet. Merchants must pay for each credit card transaction that is processed. The cost of some items could be lower than the standard transaction fees, causing merchants to incur losses. Micropayments, or payments that generally do not exceed $10.00, offer a way for companies offering nominal.ly priced products and services to generate a profit. 40 Examples cCash runs a peer-to-peer payment services that allows the transfer of digital cash via email between two people who have accounts at eCashcnablcd banks. Pay Pal offers a digital payment system known as X payments. PayPal allows a user to send money to anyone with an email nddress, regardless of what bank either person uses or whether the recipient is pre-registered with the service. EConnect has technology in the form of a device that connects to your computer and scrambles financial data, making it secure to send the data over the Internet. EpocketPay is another product developed by eConnect that allows a consumer to make secure purchases from the ePocketPay portable device. This device acts as a cell phone with a card reader built into it and will allow you to make secure purchases anywhere. Millicent js a micropayment technology provider. Millicent handles all of the payment processing needed for the operation of an e-busi ness, customer support, and distribution services. Millicent's services are especially useful to companies that offer subscription fees and small pay-per-download fees for digjtal content. c-Billi ng Electronic llill Presentment and payment (EllPP) offers the ability to present a company's bill on multiple platforms online. Payments arc generally electronic transfers from consumer checking accounts. 41 The Automated Clearing House (ACH) is the current method for processing electronic monetary transfers. Table4 NGI Participating Agencies _A~c~ro~t~1Y~n_l_ _~ E_x~p_a_n_si~n --- ~ --- ~--~ --- DARPA Defense Advnnced Research Projects Agency DOE Department of Energy (beg inning in PY 1999) NASA National Aeronautics and Space Administration NIH National Insti tutes of Health NIST National Institute of Standards and Tec hnology NSF National Science Foundation 42 Occupation Entrepreneur e-Commerce Program Manager Enterprise Architect Business and Infonnation Architect Table 5 Occupational Roles in illE Descdptjon An entrepreneur on the Internet is usually the person with the initial idea for the entire business and is involved in its early stages of inception before official management takes over. e-Commerce Program Managers are involved in enterprise-wide ecommerce initiatives and projects, managing e-cornmerce integration and overall business and technology architecture and infrastn1cture. Usually, they arc senior-level line managers who are effective at uniting the business and technology front by coordinating units within an organization and across the extended enterprise. Enterprise Arc hitects are involved in the definition, alignment, and refinement of the overall ente rprise architecture. Their responsibilities include seeing to it that many of the tasks of program management are can·ied out properly. More important, they must provide guidance so individual projects can make optimal use of infrastructure resources for e-Cornmerce. A balancing act between business requirements and tcchnologicnl capabilities is accomplished through their efforts . Enterprise Architects have a duty to identify the requirements, goals, and constraints of the project. They allocate responsibilities for each of the architectural elements. They are also responsible for lhe coordination of the modeling and design activities for the overall enterprise architecture. They are the chief e-commerce architects because they coordinate the work information, infrastructure and application architects. All architects and modelers should be completely capable in design patterns common to the many facets of business and technology. The design pattern movement has affected all aspects of analysis, design, and implementation of componentbased systems. Design patterns are the reusable material of architecture and have an important role in the complex distributed information systems lhat are conceived and developed today. Business and Information Architects have business domain knowledge, including business processes and logical information structures. They coordinate the work of business and technology analysts and modelers who develop abstract representations or business object models of the subjects, rules, roles, events, tasks, activities, and policies of the business domain. Application-neutral models that are built enable the reuse of business engineering analysis and design patterns and artifacts 43 Occupation Infrastructure Architect Application Architect Humru1 Factors Engineer Business Manager Internet Commerce Architect Table 5 (Continued) Description Infrastructure Architects identify the technical services required of the technology infrastructure to empower and support the logical busi ness and information architecture. They evaluate existing infrastructure services, s\~l ect those appropriate to a given project and acquire (via build or buy) new components needed in the infrastructure. They oversee the work of technical specialists in modeling the service architecture of the technical infrastmcturc. They maintain the technical components of the development repository. Application Architects coordinate the business process modeling activities across multiple projects and business domains. They coordinate the work of domain modelers and maintain the repository of business and component models. They evaluate existing business component services, sclectthose appropriate to a given project and (via build or buy) new components needed in the evolving business model. They maintain the business application components of thC development repository. Most importantly. tl1ey guide solution developers in blending the business object model with the infrastruchJre services needed to implement the models in an e~com merce platform. Human Factors Engineers are needed to design the next generation of user interfaces. While the graphical user Interface (GUD is recognized as the enabler of wide-spread personnl computing, task centered user interfaces provide assistance to end-users and can be a boon to productivity in the world of e-commerce. E-commerce transactions can involve a multitude of complex steps and processes. Well-designed user interfaces can help navigate and guide the user through these tasks, keeping track of the progress, and picking up where users leave off when transactions span multiple sessions of work. The Business Manager is responsible for the business approach on the Internet, creating and operating the Internet presence for the business, deciding what products and services are sold online, determining pricing, and establishing the key business relationships needed lo make a venture successful. This is primarily a business role, with particular attention paid to the success of the online business and bottom line. The Internet Commerce Architect is generally a systems analyst who turns the business requirements into a system design that incorporates the creation and management of content, the tnmsaction processing, fulfillment, and technical aspects of customer service 44 Occupation Solution Developer Content Designer Content Author Implementor Database Administrator Internet Sales and Marketing Customer Service Representative T~lble 5 (Continued) Description Solution Developers are application developers. They develop the use cases for the specific application at hand, compose solutions through extensive use of business object models, and use repositories. They assemble application components to implement c-commercc application. Unlike conventional programmers or programmer/analysts, they do not build or pmgram components. Instead, they assemble or glue together business solut ions from prefabricated components. They use highly integrated development environments (IDEs) such as IBM's VisuaiAge, Symantec's Visual Caf6, Sybase's PowcrJ, and Inprise's Jbuilder. Emerging Computer Assisted Software Engineering (CASE) tools and related methods will likely appear that tighten the link between business modeling and software development. Tools for understanding and managing business processes, such as Inte11icorp's LiveModel allows solution developers to build logical business that can automate the configuration and management of the SAP/R3 ERP system. The Content Designer is responsible for the look and feel of an Internet commerce system, including the graphic design, page layout, and user experience. The Content Author creates or adapts product information into a form that can be used for internet commerce, working within the design laid out by the content designer. The Impleme::ntor is responsible for creating any programs or software extensions needed to make the Internet commerce system work. For example, an Implementor might write the software or construct an ASP page using Drumbeat 2000 that takes product information from a database and dynamically renders it into a Web page. In the case that a database is used in the back-end, the Database Administrator (DBA) manages the creation and operation of the database to ensure its reliability, integrity, and performance. The Sales and Marketing team is responsible for focused efforts in promoting Internet-based commerce. Customer Service Representatives answer questions about products, assist buyers with registration or the purchasing of goods and services. 45 Occupation Component Developer Operations Manager System Supervisor System Administrator Security Officer Fulfillment Agent CPO Internet Lawyer Internet Accountant Table 5 (Continued) Description Component Developers usually build components in the form of coding projects. They are masters of component technology and know the intricacies of composition, delegation, and object-oriented systems analysis and design. They are proficient in component development languages (such as Java and C++), modeling standards (such as UMLand XMI), and distributed computing platforms (such as CORBA, DCOM, EJB). They understand and think in terms of architectural design patterns. In the meanti me, they will close the gap between business requirements and available components. Component developers must be highly qualified software engineers since quality'components do not just happen. They are carefully constructed using quality soflware engineering disciplines. Component Developers, therefore, must be highly trained specialists and masters of software quality processes such as CMM and ISO, as well as masters of component-based development methods. The Operations Manager is responsible for managing all service activities for the Internet commerce system. The System Supervisor manages the system staff. The System Administrator is responsible for the technical operations of the computer systems and networks. The Security Officer ensures that appropriate security measures have been taken in the design and implementation of the Internet commerce system. The Fulfillment Agent is responsible for shipping and handling of physical goods or delivery of services. In the case of digital goods, the fulfillment agent is responsible for overseeing the operation of the fulfillment system. The Chief Privacy Officer is io charge of measures for ensuring the security of vital company information, such as customer credit card numbers remains secure within the company network. An Internet Lawyer is a legal expert for Internet fu nctions. The .importance of this position cannot be overstated, because new laws and regulations could ki ll a company without legal assistance, prevention, or intervention. The Internet Accountant is responsible for ensuring that the proper accounting procedures have been followed for Internet-based transactions. 46 Technique Domain name FAQ Forum Networking Faci litation Promotions c-Business advertising Pay-per-click Pay-per-lead Pay-per-sale Webcasting Interactive Advertising Public Relations and press releases Trade shows Table 6 Marketing Techniques on the Internet Description The Universal Resource Locator (URL) represents the address of the domain name, which must be chosen with care because it reflects the company's values immediately and connotes immediate meaning to customers with its first impression. One can purchose a domain name at www.networksolutions.com. A frequently asked questions (FAQ) section contributes to a userfiiendly site. An onli ne forum on the website enables customers to congregate at a pre-de~ign at cd place on the site to post comments and to share ideas. This promotes site activi ty. It is important to make it easy for the customer to recommend a site to a friend. This can be accomplished with a quick button that brings up an email exchange. c-Business promotions can attract visitors to your s ite and can influence purchasing. Netcenlives.com is a company that can provide your business with customer reward programs. P ublicizing through traditional channels such as television slots, movies, newspapers, and magazines is effective. Pay-per-click is a mode of operation that calls for paying the host according to the number of click-throughs to a site. Pay-per-lead is a mode of operation that pays the host for every lead generated from the advertisement. Pay-per-sale is a mode of operation that pays the host for every sale resulting from a click through. Webcasting is a broadcasting technique on the Web that uses streaming media to broadcast an event over the Web. Interactive Advertising involves consumers in the advertising campaign. An example is WebRIOT, a game show on MTV. The game is aired on television, and viewers can join in the game at the same time by playing online. Public Relations (PR) and press releases keep customers and your company's employees current on the latest information about products, services, and intemal and external issues such as company promotions and consumer reactions. Trade shows arc excellent opportunities to generate site interest by speaking at conferences, which increases brand awareness 47 Table 7 Customer Relationship Management CR.M:Area Handling Sales tracking Transaction support Data-mining Call center Log-file analysis Cookie Customer registrntion Personalization One-to-one marketing Onsite Search engine Registering with Internet search engines Partnering Afffiiate Programs Culture management Description Handling is essentially the maintenance of out-bound and in-bound calls from customers and service representatives. Sales tracking is the process of tracing and recording all sales made. Transaction support entails technology and personnel used for conducting transactions. Data-mini ng is a wny to analyze information collected from visitors. Data-mining uses algorithms and statistical tools to find patterns in data gathered from customer visits. A call center gathers customer-service representatives who can be reached by an 800 number or through email, online text chatting, or real-time voice communications. A log-file analysis is a useful way to keep track of your visitors in tenns of site visits, including each visitor's location, IP address, time of visit, frequency of visits, and other key indicators. A cookie is a technology that keeps a profile on each visitor. Customer registration is an excellent method to create customer profiles because visitors fi ll out a form with personal information. Personalization technology can help a company understand the needs of its customers and the effectiveness of its website, thereby catering to the whims of the customer. One-to-one marketing such as e-mails confirms purchases and offers new products, showing customers that the business appreciates their patronage. Onsite Search engines allow people to find information relative to a subject of interest amidst the large amounts of information available on a personal website. Registering with Internet search engines is important because there are reportedly over 400 se::arch engines in usc on the Internet. This process makes a website known to the world by submitting the website as a searchable domain name in a sea of domain names. Partncring is a way of forming a strategic union with another company. Generally, legal contracts are usually written to define the relationship in a wf'ly to help a company provide customers with complimentary services and product<;. An Affiliate Program is an agreement between two parties that one will pay the other a commission based on a designated consumer action. Affi liate programs establish new income streams for companies and individuals that host the advertising affili ate websites. Culture management is the ability to understand and cater lo a target audience's patronage and culture, especially in global enterprises. 48 LIST OF REFERENCES [1] 0. Aktunc, ";The Role of Component Technologies on Enterprise Engineering,"; Masters Thesis, Department of Electrical and Computer Engineering, University of Alabama at Birmingham, 2002. [2] D.H. Liles, M.E. Johnson, L.M. Meade, and D.R. Underdown, ";Enterprise Engineering: A Discipline?"; Society for Ente1prise Engineering Conference Proceedings, June 1995. [3] L. Whitman, Enterprise Engineeiing IE8801 class webpage, http://webs.twsu. edu/enteng, 2002. [4] W.D. Barnett and M.K. Raja, ";Object-Oriented Enterprise Engineering,"; http:/ /webs. twsu .edu/enteng/papers/OOEE. pdf, 1999. [5] J. Orr, ";Enterprise Engineedng Modeling,"; http://www.cadinfo.net/editorial!eem. htm, 2002. [6] H. Eriksson and M. Penker, Business Modeling with UML, New York: Wiley, 2000. [7] G. Herzum and 0. Sims, Business Component Factory, New York: Wiley, 2000. [8] ";Enterprise Design and Engineering,"; http://www.eil.utoronto.ca/ent-eng/, 2002. [9] M. Segal, M. N. Tanju, 0. Aktunc, and M. M. Tanik, ";Strategy Formulation for E-Business ,"; in The fifth World Conference on Integrated Design & Process Technology, 2000, Proceedings CD. [10] E.M. Roche, ";Managing Information Technology in Multinational Corporations,"; Macmillan Publishing Company, New York, 1992. [11] C. Chandra and A.V. Smirnov, ";Ontology-Driven Knowledge Integration for Consumer-Focused Smart Companies,"; Proceedings of the Twelfth Annual Conference of the Production and Operations Management Society, POM-2001, Orlando FL, 2001. [12] G.J. Cross, ";Now e-Business is Transforming Supply Chain Management,"; Journal of Business Strategy, March/April, pp. 36-39, 2000. [13] S. Chincholikar, 0. Aktunc, and M.M. Tanik, ";TheN-Queens Test-Bed,"; Technical Report 2001-1 0-ECE-0 11, Department of Electrical and Computer Engineering, University of Alabama at Birmingham, 2001. [14] S. Davis and J. Botkin, ";The Coming of Knowledge-Bases Business,"; D. Tapscott, eds., Creating Value in the Network Economy, Boston: Harvard Business School Publishing, 1999. 49
Part one of an interview with Anna Mazzaferro. Topics include: Anna's grandparents lived in Italy. Her father moved to the United States around 1910, settled in Fitchburg, and joined the military in 1917. How her parents met. The work her father did. Her father's death from a brain tumor in 1947. How life changed for her mother after her father died. The importance of family meals. The food Anna's family would prepared and can with produce from the garden. The chickens her father kept. Neighborhood blackouts during World War II. What life was like during World War II. The importance of education to Anna's parents. Anna went to college after her children were grown. Memories of Fitchburg from her childhood. The band she played in. Her father's bocce games on Sunday afternoons. How Anna learned to drive and how she got her first car. The trip she took to Italy in 1998. Her mother's relatives in the United States. What her mother was like. Her father built the Marconi Club Hall in Fitchburg. Social clubs and the community created by parishes. The values Anna grew up with and how she carries on traditions. The family newsletters she writes. ; 1 LINDA: I can never remember the date. ANNA: It's the middle of November already. LINDA: I know. It's amazing. So this is Linda [Rosenwan] with the Center for Italian Culture. It's Wednesday, November 14th, we're with Anna Mazzaferro at 575 West Street in Leominster. This is actually her second interview. The first interview unfortunately didn't come through. There was a corrupted smartcard. So good morning, Anna. ANNA: Good morning, Linda. LINDA: So, we're going to try not to reinvent the second interview and just make believe this is the first one. So if I ask you the same questions, don't wonder, don't wonder why obviously. ANNA: Okay. LINDA: So I believe that you'd like to start with your grandparents. Is that true? ANNA: My grandparents never came to America, they were in Italy. And I have most of the information about my grandparents from my cousin who was living in Rome. She tells me how my grandfather, Alphonso [Guglielmi] was a great mason and bricklayer and a builder of homes. She tells me he built a little palace in Rome. The family, my sisters and I visited this area of um Italy, which is Pina Santovani in Lemarca, the province of Lemarca. And we saw the homes that were built in 1902 and 1913 that the family used out there. The homes were still standing; they're stone homes and they have -- the keystone has the dates on it, so this is how we can remember the dates that the houses were built. Now, my father and his father worked on the 1902 home, but my father had left for America in 1910 or 1911, so he never saw the 1913 home that his father and his brothers built. And from what my cousin tells me, they traveled a great deal between Pina Santovani and Rome to do construction work. Also my, my grandfather did other work like making olive oil. 2 They would go to Rome, make olive oil, and bring it back to Pina Santovani to sell. They did a lot of trading at that time. This was 1900 up to 1910 that my father was involved with. After that it was my grandfather and my uncles. So my father came to America in 1910, 1911, and that date is the date we think he came because going back to my grandfather, he kept a journal. Every day he would say, "Today I went to such a place," "Today my son Dario did this," "Today we bought shoes for Oreste." And he kept this journal. In 1910 there were no more entries pertaining to my father, so they felt that this was when he left for America. LINDA: It's strange that that wasn't an entry. ANNA: I know. I know. I haven't seen that part of the journal, and maybe it's there and maybe pages have torn out; it's a very old one. But in 1918, the journals relating to my father appear again, and they say that they received money from America that my father had sent back to his family. So this was of course during the First World War, and my father… LINDA: Did your father join the service? ANNA: Yes, my father was here in 1910 or 1911. He became a United States citizen, and he entered the war in October of 1917. I have a copy of the newspaper article that it said the second 40 depart from Fort Devens. And the 40 I think refer to a 40 percent. I think each area had to send a certain percentage of the males to Devens, and Fitchburg sent their second 40 percent, and the picture was in the newspaper. My father of course is the most handsome man in that picture. But how we happened to find that newspaper, my husband Aldo was at a meeting at the City Hall in Fitchburg, and at that time in the waiting room the walls were being painted, and all the framed pictures from the wall were on the floor. And waiting for his turn my husband saw this newspaper that was framed on the floor. He picked it up and started reading it, and the date was October 8, 1917. And he's looking down the 3 list of about 40 or 50 names that were in that picture, and he comes across the name Oreste Guglielmi. So he knew that my father's picture was in that newspaper. And I did go up to the City Hall and ask for a copy of it so that I could make copies of that, and I have one now. So it's quite a nice… LINDA: A nice treasure, yeah. ANNA: A treasure, a great remembrance. LINDA: Now, getting back to your grandfather, how many children were there in the family? ANNA: Five children, I believe there were four boys -- there were six, two girls and four boys. Some of them died in infancy. LINDA: Four girls and… ANNA: Four boys and two girls. LINDA: Okay. Now, was your father the only one… ANNA: He was the oldest. He was the oldest boy in the family. LINDA: Now, did he ever have contact with his brothers and sisters again? ANNA: Yes, he would always write to them, but he never got back to see them. In 1917, 1918 when he was sent to France, from what my cousin tells me, he requested permission to go to Italy, and apparently it was not granted. He never went back to Italy. LINDA: And they never followed him? ANNA: Well, one of the journal entries from my grandfather's journal said that he prepared passports for himself, his wife, and the children. The whole family was to come to America. But shortly after that my grandfather became ill, then my grandmother became ill, and they never came. They both died. LINDA: Now, do you remember any stories that your father may have told you about Italy? ANNA: My father died in 1947, and we were quite young. We really didn't get into too many stories about Italy. But he said he had come because the streets of the United States were supposed to be paved in gold and there 4 wasn't much work other than their own construction, and they felt that he could do better if he came to Italy. And he was to come and see how it is and then fly back. I do have some of the letters that my father wrote to his parents when he got back from the war in the 1920s. When he was married, he would send money to them. In fact some of the entries in my grandfather's book show that in 1920 he would send over 10,000 lira to Italy. And at one point in April of 1920, he sent back to ask his parents to get a marriage certificate that he had married in the United States, and I guess they wanted it recorded in the church out there where he was born. So that's in my grandfather's journal. LINDA: Interesting. Now, how did your father meet your mother? ANNA: My father came and boarded on Third Street. The Lily family had a boarding house. Apparently there were other young men that had come from Italy, and they came from the area that the Lily family had come, and they knew that there was a boarding house here in Fitchburg, and they did board with them. Now, when my mother came, which was in 1919 -- I recall her saying that she landed in New York on Labor Day, September 1919. Her brother was here already, was married, and lived on Second Street in Fitchburg. And my mother came from New York to Fitchburg and lived with her brother and his family, and I'm sure there because Second Street and Third Street were only a block away, my father and mother met. And they were married in April of 1920. So my mother was here about six months, six or seven months before she married. LINDA: Seems unusual that your father was here about nine years, eight to nine years, although he spent a few years, I guess… ANNA: In the war, right. LINDA: Yes. So what kind of jobs did your father have?5 ANNA: He had construction work. He was an artist in building fireplaces, chimneys, brick homes, stucco work, plastering, and he was very much in demand. Many contractors would call and ask my father to work for them; and as far as I can remember he worked just about every single day, except Sundays, of course. But it was always beautiful work. And as children, during summer vacation if he worked in any area that was within walking distance we would carry his lunch to him at noontime, and we would sit with him and have a sandwich while he ate his lunch. They would have a half an hour for a break at noontime, and my mother would make sure that we were there by twelve o'clock so he got time to eat his lunch. He was a wonderful man; I have great memories of my father, and my mother, but especially my father. I seemed to be closer to him probably because I was the middle daughter. The oldest one, my sister, who's only a year and a half older than I am, but she helped my mother more. And my other two sisters were twins, and they were probably two or three years younger than I, and they were always considered younger. So I was the middle one, and I was the boy of the family more or less. LINDA: Now, did he ever teach you anything about laying brick? ANNA: No. No, I never did any of that work. LINDA: But do you suppose if you were a boy you would have? ANNA: I would have been, I definitely would have been. I know many young men that were taught under my father. He always had an apprentice with him, somebody who was learning the trade. In fact my brother-in-law, my sister's husband, learned the trade under my father. And there are other men that worked with my father and then they brought their sons in to learn the trade. There are many people that still remember my father and his work, and they speak to me about telling me well, the fireplace is still in my home that your father built, or the chimney is still standing that my father built. He died in 1947, so that's quite a few years ago. 6 In fact he died as a result of an accident on work. He and an apprentice were working on a roof this particular day, and they were carrying pails and bricks and other things up to the roof, up and down the ladder. Well, at this particular time my father was at the bottom of the ladder and the apprentice was climbing and dropped something, which hit my father in the back of the ear on his head. And shortly after that my father started experiencing dizziness, and he thought it was his eyes or his teeth, and everything checked out fine, but apparently it was a start of a tumor. So when this became obvious that he was having this dizziness was the month of July. And my father had one cousin, only one cousin that came from Italy; all the rest of the family stayed out there. So my father and this cousin were very close, it was David [Potheti] who lived in Quincy, which was at that time maybe an hour and a half or two-hour drive from Fitchburg to Quincy, and we would often visit. But this particular day in July, my father wanted to go to visit his cousin, and my sister Helen was preparing for a wedding in October, for her wedding, and my sister Lena was already married. So my father asked me to go with him to Quincy and he asked me to drive, which is very unusual, especially going out of town. He would never have asked me to drive, so I sort of thought he wasn't feeling well. But he and I went to Quincy, and on the way back he was telling his cousin that when he looks up into chimneys and all he gets dizzy, so he was going to have his eyes checked, thinking there was something wrong with his eyes that was causing the dizziness. And on the way back from Quincy he told me, he says, "Well, I'm going to go to the doctor and have my eyes checked because this dizziness is bothering me." 7 So that was the month of July, but he never complained. He did end up getting reading glasses, but everything seemed to check out okay. And apparently the test was not as thorough as they are today, because there was a tumor growing in the back of his head on the side behind his ear, and they didn't discover that until October. It was at my sister's wedding reception that my father collapsed. He had gone through the wedding ceremony, the dinner, the receiving line, and during the reception he just collapsed on the floor. And the next day when he saw the doctor, after a few days they admitted him to the hospital for tests, and they found that he had a tumor in his brain. And from October to the time he died in March, he never got out of bed. I recall him saying, I drove him to the hospital and he said, "You know," he says, "I never packed a suitcase for a vacation." He says, "But here I am packing it to go to the hospital." He said that when he got out of the hospital he and my mother were going to take a nice vacation. Then he went to the Burbank Hospital in Fitchburg, and from there to Mass General in Boston, back to Burbank, back home and from October to March he never got on his feet again. So he died the end of March, March 29, 1947. LINDA: So 1947 or '48? ANNA: '47, 1947. LINDA: Okay. How was life different for your mother, let's say, after that? ANNA: Well, she relied a lot more on me, because I was driving and my other sisters were not. My sister Lena was married, and my other two sisters were at home, the three of us were at home. Well, Helen had just got married in October, so she wasn't there. But my sister Mary and I were at home with my mother. So it was different, it certainly took a lot out of my mother because she aged, I think, 10 years in just a few months. LINDA: Now, how was she able to get money to live?8 ANNA: Well, we were working, and there was Social Security that my father had left for her. And we owned our home. This was the home that my father built when I was two years old, and we'd been living in that house all that time. He built the house in 1924, and it was a stucco house with shingles on top and a two-family house. LINDA: Now, why did he build a two-family house? ANNA: For economy, I think, you know, collect the rent, and it paid for your own. LINDA: He rented to other Italians? ANNA: We rented to one family that lived with us until their family got too big and left. That was the [Mendosi] family. They remained close friends all the time. Then we rented to a family, the Levanti family, and they stayed there for 60 years. LINDA: Sixty? ANNA: Fifty years, yeah they liked it so much that they stayed. They have a small family, so they were able to -- they had two boys, and there's four rooms upstairs, and they loved the house so they just stayed there. Downstairs we had four girls, so it started out to be a four-room house, but he added on a two-car garage and made two rooms above that garage, so he had an extension to the first floor where we lived. So, the six of us were very comfortable there. We felt very comfortable. You know, we weren't rich, but my father had a car and worked every day. We never felt any want for things that we could not have. There was always food on the table. It was different than it is nowadays I think, my mother would be at home, she'd have supper ready at five o'clock, you know, for my father when he came home. And the family always ate together. We would all be home from work at that time. So it was a nice family. LINDA: Do you think it's important to eat together? ANNA: I think so, I think it is. Although I could not do it when my children were growing up and my husband had very bad hours as far as getting home, he 9 never got home at five o'clock, you know. And my children, when they were in school, they were involved in sports, and one would have a four o'clock game, the other one would have five o'clock, the other one at six, you know, pick one up, drop the other one off and always had something to eat, but it was never sitting together. It was a rare occasion rather than the common thing to have supper all together. LINDA: So how did you keep your family together? ANNA: Well, it was a challenge, but we managed to do that. We stayed together, certainly. Just took care of all their sports, all their school activities, all their sports activities. There was always a time where we would come together Saturdays, Sundays we'd be together, holidays. LINDA: Did you keep those days sacred? One day? ANNA: Sundays. Sundays was always a church day; we'd go to church as a family all together. LINDA: And then share a meal after? ANNA: Yes, yes. LINDA: Was it a traditional Italian meal? ANNA: Usually, yes. It was always pasta and chicken on Sundays. Then as they got older, Aldo was at home at that time and after mass we would go for breakfast in some restaurant, and that would be a family affair. We did this quite often with my own family, of course not when I was a child because we didn't get into restaurants in those days, you know. But my family, I recall almost every Sunday going to breakfast at Howard Johnson's or someplace, you know, that they would pick. LINDA: So getting back to growing up in Fitchburg, you had told me what street that you had lived on and there were gardens, perhaps? ANNA: Yes, our house was the last house on the street. And beyond that, there were gardens and woods. And the neighbors would lease a lot of land from whoever owned the property, and they would grow their tomatoes and beans and potatoes, carrots, all the vegetables they could fit there, lettuce and all kinds of produce. And this would be their activity during 10 the summer. They would go up there and take care of their garden and collect whatever fruits there were. And the children early in the morning, all the children of the neighborhood would meet say at 6:30 in the morning and go pick blueberries up in the woods. We'd come back and we'd be making blueberry pancakes or muffins or something like that, you know, with our blueberries. And even freeze, not freeze them in those days, you had to can them, so we would do that. And many of the vegetables that were grown in the garden, tomatoes and all, would be canned. They would be bottled for the winter. It was not unusual to find a cellar that had all the provisions for the winter, the homemade tomato sauce and all that all packed. LINDA: Did you ever sell any of the produce? ANNA: Yes, if you had too many tomatoes you would call one of the markets and see if they could use some of the fresh fruit, some of the tomatoes, green peppers, green beans. If you had too much you would sell it to the stores; they would give you something for it, and they would sell it to other people. LINDA: So who was in charge of the garden? For example, who was responsible to weed it and plan for its harvest? ANNA: My mother and father did most of it. I would say they did all of it, yeah. We would probably help a little but not that much. I don't recall doing too much. We also had chickens, and I do recall that as my job to go get the eggs and to feed the chickens every day, and I did that until the rooster sniffed me one day and then I wouldn't go in there anymore. LINDA: Now, where were these chickens kept? ANNA: We had another garage that my father built, and we had that as a chicken coop. We made a chicken coop out of that garage, yeah. LINDA: Someone had told me that sometimes at these gardens someone would build a shack. ANNA: Yes.11 LINDA: And I forgot, there's an Italian term of course, and I can't remember what it was called, but evidently sometimes there was a woodstove in there so that people could cook their sauce. Did you have anything like that on your property? ANNA: No, we didn't. No, we had that garage that my father had built. That was not the two-car garage that he built for our cars with the bedrooms over; this was another garage separated from the property. There was also another two-car garage, and one of them we used as the chicken coop. LINDA: So it must have been abutting your land? ANNA: No, it was on our land but it was separated from the house. LINDA: Is it still there? ANNA: It's still there, yeah. And now it's used for a garage, you know. My sister lives in the house now, my sister and her husband, and they rent the garage. They have a car, one car, and the other three stalls are rented. So the stalls were very well built; they're still being used today. LINDA: Now, did your family have another kitchen, maybe in the basement, a stove? ANNA: Yes, yes, we had -- not a stove, we had a sink down in the cellar so that when vegetables or whatever was brought in, we'd be -- in fact this is funny, but we had this sink with a mirror on it, and many times there were four daughters, we had four girls in the house. And he would go downstairs to shave so that we could use the bathroom; he was very accommodating. He would go down into the cellar where the sink and this mirror were set up, and he would shave down there. LINDA: Did your family ever use the cellar in the basement to eat? ANNA: No, no. No, it was just for storage. It was cold; a cold cellar, so you could keep vegetables down there, you could have a barrel full of apples that would last you all winter. We'd have a wine barrel, but it was cool enough to store apples. And I recall many times we'd go down, fill up our fruit bowl with apples from the cellar. We didn't have to go to the store or to the farm to buy apples. We'd do it once, and it would last for the winter.12 LINDA: I'm noticing that different regions where Italians are from, that Southern Italians rarely utilize their basement. They actually have a kitchen in the basement, but I think it's probably because it's so much warmer in Southern Italy, so they just grab that tradition here. ANNA: Yes, probably. Ours was just storage. In fact my father built cabinets down there that -- one of them he made like a cedar cabinet that we would put our woolens in there and keep our clothes there that were out of season. And with four daughters, he provided all this for us. But we had the furnace down there, you know, then -- and for a while it was coal, and then it was converted to oil, you know. So it wasn't a place to have a meal, but it was a place for washing your vegetables and anything that wasn't clean enough to come upstairs, you have to wash it first downstairs. LINDA: Now, do you feel as though because there were four daughters that perhaps come of you did what would be called a boy's jobs? ANNA: Yes. Yes. And I was the one to do that. Yeah. Yeah. LINDA: Well, tell me about that. ANNA: Well, I recall during the Second World War when we had blackouts in the area, you know, they would put all the lights out in homes and in streets, then they would assign people to join the civil defense, and they would have various jobs to do. Well, my father and a few of the men from that neighborhood had to go out and patrol the streets to make sure that everything was all right during these blackouts, and I would go with my father. I would accompany him on these blackouts. Then also women were asked to do things. We had Rosie the Riveter at that time, and we also had a motor corps, which is what I joined. They would teach us how to change tires, how to look under the hood to see if anything was wrong with the car, and things that, you know, might go wrong with cars and they weren't -- the men were all in the war, so the women were supposed to know how to do these 13 things. But today I wouldn't change a tire. [Unintelligible - 00:31:42] I wouldn't know what to do today, but in 1941, '42, we did that. LINDA: So let's get back to the blackouts. Was that typically what a son would do? ANNA: Yes. Yes. LINDA: Accompany his father? ANNA: Yeah. Mm-hmm. Yeah. It's the men that did that. Yeah. LINDA: Mm-hmm. So what would happen if you noticed the neighbor wasn't turning off the lights? ANNA: You'd have to go tell them turn off your lights, you know, you got to knock on the door and tell them. It's blackout. And most of them, I think, most of the people really cooperated. If there was a blackout, you'd find the street black, you know, and all the lights were out. LINDA: Mm-hmm. So do you feel that your generation was defined by World War II and the Depression? ANNA: I think so. World War II was -- started right after I got out of high school, and the boys from my class went to war, and the women were doing the work around that the men should have been doing if they were there, but there weren't any men around. I worked for an attorney at that time, Thomas [Duling], in the Park building in Fitchburg, and I started working -- well, the day after I got out of school I started working at Fitchburg State College in the registrar's office. They were taking summer registration, and I was asked if I could go up there and help with the registrations, and I did for about two weeks but then Attorney Duling's secretary was going on vacation, so he called to see if I would help him out for two weeks, and that sounded interesting, you know, to work in the law office. And I did, but those two weeks extended to nine years. I stayed there with him for nine years and really helped him with the legal work. I would go to court with him, take down a lot of the 14 testimony in [unintelligible - 00:33:49] like quote stenography and worked on many cases. The hours were long. There was no 9 to 5 job. It was like get there at maybe eight o'clock in the morning. You might still be working at eight o'clock at night if there were a case that were coming up the next day, a new trial, or you'd have to be there interviewing witnesses and getting ready for the next day. I did a lot of traveling with him between Worcester and Boston to go to the various courts. LINDA: Was there ever a time that you wished that you had gone to Washington? ANNA: Yes. Yes. There was. [Unintelligible - 00:34:32] get there. LINDA: But you had mentioned before that your parents thought that education was very important. ANNA: He did. Yes. But they also felt that they could not send me to college. The money was not around for a college education, and I think at that time too it was felt that a girl was going to marry, raise a family, and stay at home. It wasn't as necessary for a girl to have the college education as it was for a son. And that was the situation when I got out of high school. There wasn't any money for college. But when my sisters, my two youngest sisters got out, he was -- he wanted to send them to college. They were -- I think they got out three years after I did, but they didn't want to go. So I always felt that I wanted go further into education, and I went back to school after I married, and I had six children. One of them died in infancy. But after the five children were grown up, the youngest was then in junior high school, I did got back to Fitchburg State College, and that was in 1973, I believe it was. LINDA: So you were about 51 or so? ANNA: Yes. Yes. Yep. I would call -- the math teacher in one class was showing averages. And he says, "Now, the average student, the average age of this class is," and he's going up and down the aisle, you know, and this one 15 was 18, that was 19, and I was 20 now, and he got to me and I said 50. And I brought that average way up there. So they laughed at that. LINDA: Well, good for you though. And I bet you were an inspiration to all of them. ANNA: I enjoyed going. I found -- you know, there was a lot of young people that, you know, sometimes they have the reputation that they're just going to college for the fun of it, but there were some there that were really into getting an education, and it was nice to see that. LINDA: So during the time that you were going to college, did you have children in college? ANNA: Yes, I did. Yeah. My oldest son had already started. He was, I think, in his sophomore year, and my second son was in his last year of high school. He was ready to start the following September. And my other two children were in high school, and my last daughter was just going to start high school. She was in her last year at junior high. She was in the 8th grade. She was going to go in the 9th grade. So I had a 9th grade, 10th grade, 11th grade, 12th grade, and one in college. LINDA: Well, did you take a full course load? ANNA: Yes. I did. In fact, I took an accelerated course because I wanted to get through as quickly as possible knowing that I had family responsibility. So I did finish in three and a half years. I got through in December of '76. LINDA: That must have been a big family graduation party? ANNA: No. LINDA: No. ANNA: I didn't want any party. I was just glad that I had finished, and I did graduate magna cum laude, so I felt good about that. That was good. LINDA: So did you feel as though you growing up in a household of girls and your parents really didn't have enough money, and they thought you're a woman, maybe didn't need an education, how did you feel that you had two daughters and three sons? ANNA: Three sons. Yes. 16 LINDA: Did you treat them differently? ANNA: No, we wanted education for them. They knew from day one they were going to go to college, and knowing that they were so close in age that I knew that I had to prepare for this, you know, and I did. My husband, of course, knew how to save money, too. He knows how to spend it, but he knows how when it's necessary to save it and start investing, and we were able to do it. There were four in college and one in graduate school all at the same time. So that was quite a hefty bill to pay, you know. But we managed it. LINDA: So getting -- I want to still talk about your childhood in Fitchburg. I remember you talking about a sled and a tricycle. ANNA: Yes. We had one sled and one tricycle, and it was passed down to all four of us. Yep. Yeah, there were no bikes. No, nothing. Nothing else, you know. We had this one tricycle, and that was it. Lena had it first, I would have it second, and then the two twins had to share it. Yeah. And the sled the same. SPEAKER 1: Hello. Good to see you. LINDA: So actually, more about the sled and tricycle. I was just wondering if you could tell me a little bit about your leisure time. We know that your generation had to work so hard, you know, just to make ends meet. But what did you do [unintelligible - 00:40:03]? ANNA: Just in our last years of high school when I formed an all-girls band. I think I -- I don't know if I mentioned that before, but we called ourselves the Melody Maids. And we played for our church events, the dances that they would have, the Catholic youth dances, at that time. We played for that. The girl scouts held a prom, and they hired us to play at their prom. I think we got paid a dollar for the evening. One dollar. LINDA: A dollar apiece. ANNA: A dollar apiece. Right. And there were six of us. We had a piano, violin, a saxophone, a trumpet, an electric guitar, and the drums. So we had a nice band. We would practice at my house, open all the windows. The 17 neighbors wanted us to -- they heard us practicing and they wanted to hear the music. So we would play in our living room and entertain as much as -- if they call it entertainment. But we played for the neighbors. Then that didn't last too long, long enough for us to have a few jobs and have somewhat of a reputation around the churches that we could play for them. LINDA: Are you referring to a few years, or… ANNA: Yes. A few years. But then, with the war and girls going off with boyfriends and getting married, we didn't continue anymore. LINDA: So was it typical for your generation to learn a musical instrument? Was that considered important? ANNA: I think it was, especially among the Italians. In our neighborhood, there were mostly Italian families, and there were several that played violin that I know. If they happened to have the piano, somebody would always play the piano. But again, it costs money, and many families could not afford the lessons. In our Melody Maids band, the only Italians -- that were not Italians in the band were -- there were three of us Italian, my two sisters and myself. My sister Lena had her boyfriend, and she didn't want to play with us, so she felt we were too young for her. And she was only a year and a half older, but she didn't want to play with us. So we had another pianist who was very good. But we all played in the high school band. And I didn't play in the band; I played in the orchestra because I played the violin. My sisters both played in the band. One played the sax and one played the drums. And they happened to pick up those instruments because when I was forming my band, I didn't have a sax player and a drum player. So I got the two of them to take lessons and learn our songs quickly. So they did, and they played with us. We had lots of courage, I guess, to get out and play like that. LINDA: Yeah. Did you know of any other girls who [unintelligible - 00:43:40] could play in bands? 18 ANNA: No. That wasn't even in style at that time. They had all boys, you know, they had -- some boys would get together and play in groups. You know, they have jazz bands and things like that, but no girls. I says, well, why not? So we formed the all-girls band. LINDA: What kind of music were you playing? ANNA: Well, our favorites were Glenn Miller songs. It was just the time of Glenn Miller. So we would play many of his songs, and then it was the Polka, "Roll out the Barrel." I don't know if you're familiar with that song. I remember one New Year's Eve; this was all they wanted to hear. The people wanted "Roll out the Barrel," and we had to play it a dozen times. LINDA: Now, did anyone sing? ANNA: Not in our group. No. LINDA: Now, you talk about having money for lessons. Were lessons given at the high school level? ANNA: I took lessons from third grade through high school, and then I didn't take lessons anymore. I gave up playing for about 50 years, and then I got back to it. LINDA: [Unintelligible - 00:44:53] and I hope you want to do that again. But getting back --I don't think that I phrased that question correctly. Did the school's department offer lessons? ANNA: Offer lessons. No. Not that I know of. They probably did, but I don't know. I took lessons from some Joseph Scilano, who is a violinist, and a very good violinist, played with many symphonies in the area. LINDA: So why is it that you chose the violin? ANNA: There was a group, a conservatory that came through the neighborhood to see if there were children in that age group that wanted to take up a violin. And I think that's how it started. I started going to this conservatory for about a year. They would give lessons uptown in Fitchburg, and that's how we started. And a year after that, Joseph Scilano was giving lessons, and he was related to the family too. He was a good friend of ours, and I took lessons from him. 19 LINDA: Yeah. How did you recruit some of these band members? LINDSEY : I put an ad in the paper for an all-girl band, and I received these other three calls for a piano player, the electric guitar, and a trumpet. So it was a good start. It was encouraging to get the girls to answer the ad. LINDA: And then they would join you at your home? ANNA: At my home, right. And we played. Yeah. That was fun. LINDA: I bet. Did anyone every make a tape of you playing? ANNA: No. LINDA: No. ANNA: In fact, one fellow did. He came to the house one time, and he had just got this microphone and he was going to record us. Well, every time someone came to the melody, he would put it on bass. He didn't know who he was recording, and the tape was so awful. He didn't -- he would just pass around from one to the other no matter what we were playing. If we were playing, you know, just an accompaniment, he would record that. So he didn't know what he was doing. But anyway, we don't have that tape. We didn't want it. LINDA: You didn't want it. So tell me about Sundays. I think that Sundays were special days for you and your family. I'm talking about your mom and dad. ANNA: Yes. LINDA: And siblings. ANNA: Yes. It was going to church every Sunday, and Sunday afternoons my father had a bocce court in his backyard, and many of the men from -- his friends would come to our house, and they would play bocce, and this was a favorite game among the Italians. And this would be two or three hours on Sunday afternoon. However, we would always end up going out for a Sunday afternoon ride. My father would take the whole family out for a Sunday afternoon, and before we got home, we would stop and buy three pints of ice cream, which was a special treat in those days. Go home, slice 20 the ice cream boxes, and everybody would have half-pint of ice cream. Half of a pint. LINDA: Wow. ANNA: So that was a special treat. But every Sunday, on Easter Sunday, and then still came up to play bocce, but they would play with hard-boiled eggs. And the one who could play bocce and not get his egg cracked was the winner. So the four daughters would be up on the porch saying, "Pa, are we going for our ride today?" "Yes, we'd go for our ride," and he would have to dismiss the men at one point, and he would take his family out for a ride. It was very special. I think we were the only family on the hill that had a car. So that was quite nice. He needed the car for his work. He always had to carry a truckful of tools with him, and to get to his job he always needed a car. So he always had a car. Every two years he would buy a Chevrolet. And when I was married, he would buy a Chevrolet at Matthew's Garage, and Mr. Matthew knew me through my father, and that was where I had taken the motor car course. So when I was married he had a car for me. This was 1949, and you could not buy cars. I don't know if you recall that. You had to put your name on the list and wait for cars to come in because there was such a demand for cars, you have to [unintelligible - 00:49:55]. So in 1949, he knew I was getting married. So about two weeks before I was married he called and says, "I have a car for you." So that was quite special, and I was working for Judge Duling at that time, and I think my car cost me, like, $800 or $900. It was a nice Chevy. LINDA: Now, was it unusual for you to have your license? ANNA: Yes. It was. Yeah. I worked for Judge Duling, and my father was working building a gas station, very close to the park building and my cousin, [Claude Gimarino], was not working at that time. So he said, 21 "Why don't you and I teach Anna how to drive?" He says, "I'll pick your car up while you're working, she gets out of work," and at that time I'm getting out at four o'clock. He says, "And then we'll be back at five o'clock to give you your car," he would say to my father. So that was arranged. So he gave me a total of three lessons, about three hours, and then he took me out for my driver's license. And I passed. I passed the test. So I had my license immediately, you know. There were no learner's permits at that time. LINDA: And how old were you then? ANNA: I was just working. I must have been 18. It was 1941, so I [unintelligible - 00:51:28] high school and started working for Judge Duling. So I got my license right away. LINDA: Sound like quite the trailblazer in many ways. ANNA: Yeah. So Claude will talk about that now. He said, "My cousin could drive in three hours." LINDA: Now getting back to your parents, did they both speak English? ANNA: My mother spoke broken English, but my father spoke very well. Yeah. I don't recall my father ever having an Italian accent. He spoke very well. LINDA: Now, were they both citizens? ANNA: Yeah. Yes. LINDA: Do you remember hearing of any stories of them going to the American… ANNA: No, I don't. My father, of course, before he was married he was a citizen here because he went into the war. He probably became a citizen very soon after he got to the United States. I haven't been able to find any records on him from Ellis Island. I don't know why, but they don't seem to have his name there at all. They have many Guglielmis, but nothing within their time frame I think he came. I did find some records on my mother, [Carmela Gimarino], but they have the wrong date. They have her coming in 1909 when she was probably 16 years old, and she tells me she came 1919, so her record isn't there either. Not accurate anyway. So I have to do some research on that to see if I can find anything. 22 LINDA: I don't remember what you said, did you check the website? ANNA: Yes, I did. LINDA: You have. And… ANNA: No. I got this wrong information. So I've written to my mother's two sisters in Italy to see if they can tell me anything. And they're -- one of them is in her 90s; the other one is late 80s, so I don't know how much they can tell me. But when I met them in Italy they seemed to be -- they have it all together, so I'm hoping that they can come up with some dates. LINDA: So explain that to me -- the trip to Italy, in what year was that? ANNA: This was in '89. Well, '98. My three sisters and I went to Italy for that express purpose, to meet my aunts, my mother's sisters, and my father's relatives. And this is when we went to Salerno, which is where my aunt lives, my mother's sister, and her other sister lives in Milan, but she was going to visit with her in Salerno during the time that we were there, so we saw both sisters, and they were wonderful. These two sisters are the youngest in the family. My mother was the oldest of the first mother who died at my mother's birth, my mother's. Very soon after my mother was born, her mother died and her father remarried. He had had eight or nine children with his first wife, and he eight or nine children with a second wife. So there are about 18 of them. And now only these two are left, these two sisters. So we met them, and they were a joy to meet. They were wonderful, this 92-year-old, the oldest one, would have her supper and then go out and have her cigarette. The younger sister, who was probably 88, would say, "You're not supposed to be smoking." She says, "It hasn't hurt me for 92 years," she said, "well, why should I stop now?" So she was quite modern. And the other sister was wonderful too, the one that's in her 80s. They have a family out there that I've met, two cousins, you know, are out there, but 23 they're not planning to come to America. Maybe the next generation will. But they all [unintelligible - 00:55:49]. LINDA: Now, did your aunts look like your mother, or did they have any characteristics that were familiar? ANNA: Yeah, they did. One of them, the one in Salerno that I had met probably two years before that when my son Anthony and I went to Bologna for a trade show for our [unintelligible - 00:56:10] business. We went to Bologna. He needed an interpreter, so he thought I would be good to have along there. So I did go with him to Bologna, and then we took the train from there down to Rome and then down to Salerno to meet this aunt, and my son told me, my son thought he was seeing his grandmother all over again, you know. He could see such a resemblance in her to my mother. So that was nice. The other one, too, you can see the family resemblance, but she looked probably more like my grandfather, the old man up on the wall there. Yeah, that's my mother's father. He lived to be in his 90s. My mother had come here in 1919, and she never went back to see him until 1953. All those years. Then she made her first trip back to Italy, and he said at that time, he says, "Now I can die." He says, "I waited for you to come back." And he did. He died. LINDA: [Unintelligible - 00:57:24] ANNA: Yeah. Yeah. He died a few years after that, or a short while after that. LINDA: So did your mother just go back to visit? ANNA: To visit. LINDA: She didn't return to live there? ANNA: No. She just went back to visit her family. LINDA: Did she ever talk about missing her homeland? ANNA: No. I don't think she -- well, she would write to her family, her parents and her -- not her mother, her mother had died. But her father and her sisters and brothers, they would correspond. But there was never a trip, never talked about going back until in '53 when, you know, I was married. All my sisters were married, and she felt she could go back, and she did. 24 There's always a question of priorities. Where is the money going, you know? So in '53 it got to be easier for her when we were all on our own. LINDA: She made the trip by herself? ANNA: Yes, she did. LINDA: So she had only a brother here. So the brother…? ANNA: No. She had more. She had one brother in Fitchburg. But she had another brother in Springfield who had a family out there and we would visit between Quincy, my father's cousin, and Springfield in Massachusetts. We would spend many Sundays going to visit one or the other. Yeah, so they remained close. She also had a sister who lived in Brooklyn, New York, and that wasn't a trip that we made too often but we did make that trip as, you know, six of us in the car, the four girls and my mother and father, we'd go to visit her, the aunt in New York. And she would take a bus and come up to Fitchburg and stay with us for a while. LINDA: Now, I imagine life was very different for the aunts that stayed in Italy compared to here. ANNA: Yes. Yes. LINDA: But I doubt that the aunt living in Brooklyn also had a much different experience. ANNA: A very different experience. She was very modern. We would love it when she would come from New York to visit us, and she would always bring sometime from New York, either some clothes or some scotch. I think it's -- not pantsuit, they were more like pajamas. They started wearing them in New York, and she would come for a summer [unintelligible - 00:59:59] that we would have here in Fitchburg, and she would be dressed with a big hat on, the big sun hat and the pajamas, and she would show up at these outings. I said that's my sister from New York, my mother would say. She would have beautiful jewelry on, you know. She wasn't married at that time. She married later in life. And her husband died in a very sad accident. They had no children. 25 They were both married later in life, but he was working for the trains, and it was 4th of July and his friend who was scheduled to work, said, "It's a holiday. Could you take my place?" because he was going to take his children somewhere. And Aunt Rachel's husband Sal says, "Why, sure. I don't have any children at home." Apparently one train hit another train, and he was caught in-between. So he was decapitated. Very sad. Yeah. So that was the end of their married life. They hadn't been married very long. LINDA: So tell me what kind of person your mother was. ANNA: Well, she stayed at home, always did housework. Always took care of the family; didn't drive. She had twins. I recall many times she would have to go uptown to pay a bill, maybe, and she would have the double carriage with the twins in it, you know, one of these wide carriages. She'd push it all the way uptown, which was a good mile or more, you know, but didn't faze them at all to do that walking. I recall I was going to take my violin lessons, walking more than a mile to go take my lessons. I was given a scholarship when I was in the 8th grade to go to the art museum to take some lessons, and this was on Saturday morning—and that was probably two miles away from my house, or almost two miles—and I would walk on Saturday mornings to go up there and have those lessons, walk back, you know. It didn't faze us at all to do this walking, and -- but then when winter came my mother said I had better stop going to the art museum, so those lessons didn't last too long, so. LINDA: Did your mother have any friends in the neighborhood? ANNA: Yes. They were all friends. Yes. Every house on the hill, we would know them. You know, and many times they would just gather on one another's porch, and most of the times it would be up on our porch because we did have a front porch then, and we were the last house on the hill. They would walk up the hill, and they would gather there. There was a 26 streetlight right across from our house, and all the children would play under that streetlight, hide and seek or anything you could think of that, you know, you could see with the one streetlight. But because there was no traffic, they would just play out there. And as children, all the neighborhood children played together. They all went to the same school because it was their neighborhood school. All belonged to the same parish. So whatever came up as a social event, just have your whole neighborhood doing it, you know. LINDA: So I hear you refer to the neighborhood as "the hill." Did people in Fitchburg refer to it as that? ANNA: It was Belmont Street, and we lived up at the top of the hill. Yeah, it was. It was our hill. And ours was the last house. LINDA: Now, were there a lot of Italian families living in that area? ANNA: Yes. Yes. Everyone in that -- very few other families, there were some. There was on O'Connor family. There was a [Ketteridge] family that I recall, but all the others would be Italian. LINDA: Now, were they basically from the same region? ANNA: No. Somewhere, in fact, they built -- my father built a place anyway. He built the Marconi Club Hall. They called it the Marconi Club because these were people that came from [Le Marche] in Italy. And they all seemed to congregate in this St. Anthony's Parish of Fitchburg in the Water Street, and then coming up the hill they would come up to where the parish, the church, and the school was, which was Salem Street; and then going up the hill a little further you'd come up to where we lived on Belmont Street, and going further on, Hayward Street. But this whole area was Italian area, and this was the Italian parish, and most of the children in the school were Italian. And they formed a Marconi club for the people that came from Le Marche. I think Water Street had another club for people that came from another area also, in Fitchburg. But the Marconi Club was right there behind our church, 27 behind our school, and the people they called the [Marchedioni], they would meet there, they would have all sorts of events there. They would rent the hall out for dances, weddings; wedding receptions would be in this hall. They even had a restaurant, would go in and have their Italian supper, and the club still exists today. Not the club. The clubhouse exists today. I don't think the Marconi Club exists. But it was a place where these people would have picnics. They would -- at least an annual picnic would be up at [Sima] Park, and all the ladies would cook their Sunday specialties or what. It wasn't sandwiches, you know; they would bring their pasta and their chicken or whatever they were going to cook for Sunday dinner, and they would go eat outdoors at the Sima Park. They would have a band up there. They would have dancing. There was just a day out for that whole group that belonged to the Marconi Club. LINDA: What does Marconi refer to? ANNA: Guglielmo Marconi, who invented radio, the wireless. In fact, all the wireless things we use today probably originated from the first wireless, and they called it Marconi in honor of Guglielmo Marconi. LINDA: He was obviously from this Le Marche region? ANNA: Yes. I think so. I'm not sure if he was, but he was from Italy. LINDA: There's a beach on Cape Cod, Marconi Beach. ANNA: Marconi Beach. Yes. LINDA: And that's named after him. ANNA: After Guglielmo Marconi? LINDA: Mm-hmm. I wanted to talk about the boundaries of neighborhoods, let's say, in Fitchburg. Was there ever a period of time where people didn't get along with each other depending on where they lived or what ethnic group they were? ANNA: I don't think -- it wasn't that they didn't get along with each other. I think they felt closer to the ones that came from their own region. But I can't 28 recall, you know, anyone being looked down on. I think if there was any group that was looked down on, it might have been the Sicilians. At that time, they probably felt, you know, he's a Sicilian. But tenant that I spoke of that lived in our house was a Sicilian, and he was a wonderful person. But I don't think anyone, you know, had any hard feelings, or it was -- you're closer to your own region but friendly with the others too. LINDA: It seems like these neighborhood clubs or these region clubs helped bring people together? ANNA: Yes. LINDA: Did the parish also do this? ANNA: Yes. The parish did. The parish had societies for women, for men, for their unmarried women, from the time they made their first communion, which would probably be seven or eight years old, up until the time they married they belonged to the Children of Mary Society. Once they married they joined the Our Lady of Marcomo Society. And the men always had the Sacred Heart Society for the men. Then once the kids get into high school, they would have the Catholic Youth Organization, and they would have functions to keep them, you know, which, you know, many parishes today don't have that. They may have a society or a men's group, but I think the youth are probably more reliant on schools, on their high school, to have group activities rather than the parish. Maybe because the shortage of priests, no time, you know, that could be it. I know our parish today doesn't have anything for youth. LINDA: And what is your parish today? ANNA: St. Anna's Parish here in Leominster. They do have the ladies group, and they do have the men's group, men's club. LINDA: Now growing up though, you belonged to St. Anthony's. ANNA: St. Anthony's in Fitchburg. Yes. And I belonged to The Children of Mary's [unintelligible - 01:10:10] until I married. 29 LINDA: So what kinds of things would you do as part of the…? ANNA: There would be picnics. There would be outings. We would form a group to go to an amusement park. In the winter we would go skating. Probably get a group to go up to near a lake at [Cod Shaw Park], and even younger than the Catholic youth, when you were in the earlier years, the summer activities were keyed around the parish. We had the Venerini nuns there, and the girls would go up there to learn how to do embroidery or cutwork or crochet, any of that work. When the youngsters would go on what they call the [asilo], the kindergarten, and they would learn the, you know, writing and songs or how to write their name, things like that. But this is like a summer school so you didn't look for other things to do in the summer. Your family planned your going to the convent and take these lessons. LINDA: Now, who would teach the lessons? ANNA: The nuns, the Venerini sisters. LINDA: The Venerini sisters. ANNA: Yeah. Yeah. LINDA: Now, are they still present? Do they still have a presence in…? ANNA: Yes, they do. They do. Yes. They -- some of them. I don't know if they still teach, but they did teach at St. Anna's School. We don't have any nuns there now. And they did teach at St. Anthony's School, and they might have one or two nuns teaching there now. But there is a shortage of nuns, too. Yeah. I think now we have two Venerini nuns that are working with the Beacon of Hope here in Leominster, which is a respite care for challenged adults, I think they call them, and mentally retarded. The two nuns take them for outings. Take them to games, take them on swimming in the summertime, and they try to give the families some free 30 time, you know, because it's a constant 24-hour care, you know, you have to -- they need that attention, and they need the activities too. So they take them to dances and to suppers, and they invite them to play games. So, two nuns are doing that here in Leominster. They have their mother house in Fitchburg on Prospect Street, and I'm not sure what activities they have there. I think they're still quite active. They're certainly active in ministry, in teaching religious education, in visiting nursing homes, things like that. LINDA: Okay. So what are the values that you grew up with and you tried to keep those traditions? ANNA: Yes. Our family, my mother, father, the four children, always went to Mass on Sundays. Holy days and Sundays. It was a family thing. We would go to Mass all together. And I did that with my family, too. You know, we'd go to Mass all together as they were growing up. Now, they go on their own. They go. They don't go. They, you know, but some of my family are still keeping that up with their own children, Mass every Sunday and holy days. Some of them break away which is sad, you know. It's sad to have that happen, but you hope that they will get back. But faith and family was foremost in my mother and father's time than it was in my time and my husband's time. Education was very important, and I always feel that you never get enough education. Even if you have a college degree I feel, you know, get more because there's so much out there, you know. If it isn't in the college. It's other things that you can learn, you know, in the arts and music and things like that. There's so much. And don't ever feel that there's a limit to what your brain can absorb. You know, I think if you can do it, this is the time to do it while you're still young enough to do it, you know. LINDA: What kinds of messages do you try to send to your grandchildren? ANNA: That faith -- I write a newsletter every week. I think I'm over, like, 112th newsletter that I've written, so it goes over a two-year period now. LINDA: And this is a family newsletter?31 ANNA: A family newsletter, and I send it to all five families. My children. And I always try to put a message in there—birthdays are coming up, it's a family affair, you know, and if someone had accomplished something, like this week my granddaughter, Laura, got the MVP in soccer. She's a sophomore in high school. So she got the MVP. So I sent that in my newsletter and let everyone know. And if someone has played football and is, you know, scored a touchdown, I tell them that. I always tell them what's going on at church. I always try to bring something in that has to do with faith, you know, and values, you know. Things that you look for, you know, and things that would be good for them to do. And they're very young. The grandchildren, I think, always looks forward to that letter. In fact, if I should mail it one day too late, they're, "Where is it?" you know. If the mail is one day too late in arriving, they look for it. And I try to keep them abreast of what is happening in the family because they're all so busy that they don't communicate like they did when they were younger, you know. They see each other quite often, but now, one has a game and the other one is going somewhere, and now one family lives in New York, so. But they're doing -- I like to help the others here in Leominster what's going on. LINDA: Did you ever foresee that? ANNA: No. To write a newsletter? LINDA: Not just that, but that your family would be so widespread and so busy that you had to write a newsletter to keep up. ANNA: To keep up. Right. Yeah. No. But I think it was bound to happen, because the two boys are now running the two businesses, and they're as busy as they can be. And my daughter has her own little business, my daughter, Rose Mary, which is just a small phase of the comb business. She has the side combs, the decorative combs that they use in their hair, 32 bridal salons, especially. And my daughter Mary Ann is in real estate, and she is busy with that. And the grandchildren, living in different parts of the city, go to different schools, so they don't see each other as often. And of course, the one in New York comes out for holidays usually. If the children have an extra day off from school, they'll make a trip, or we can get out there, we visit them. But they also -- they look forward to the newsletter. And as long as they like it, I'll keep writing it, you know. LINDA: I think it's a wonderful idea. ANNA: Yeah. LINDA: What do you think your parents would think of the new generation? [Unintelligible - 01:18:43] ANNA: Yes. I think they would say that it certainly is different. At that time, they'd go to school, they'd come home from school, and mother and father would be at home at supper time, and mother would be at home all the time. But we didn't have the cars that they have nowadays, so any activities would be within your area. You had to walk to it. Now it's from Leominster you can get to Worcester in no time. You can get to Boston. Drive to New York. So I think they would say times have changed. LINDA: You think they'd be happy about it? ANNA: Yes. I think they would because it seems to be better. We have more opportunities, but it's, you know, I hope it is better. Sometimes they have too much and they appreciate less. If you can get everything, you know, nothing means too much to you. AT/pa/my/mfb/es
