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Nicholas Piramal is one of India's largest companies that provide innovative healthcare solutions to address prevention, diagnosis and treatment of diseases. Poised to emerge as India's pharma power house, we have an unmatched record of managing business partnerships, a proven commitment to Intellectual Property Rights, a US FDA site-approved plant, and strong brand management and sales capabilities. Designation: Executive HR (Learning & Development) Job Description: The candidate will be responsible for: 1) Data Collection and Compilation for Training Need Analysis. 2) Designing of the Training Calendar. 3) Coordinate for Nominations, Venue, and Training material. Assist in feedback analysis. 4) Ensuring implementation of Developmental Assessment Plan. 5) Processing of the bills for all the training related activities. 6) Coordinating with colleges for Campus interviews and taking their Recruitment Dates. Assist in smooth functioning of campus interviews. 7) Coordination and implementation of all the activities for the Management and Summer Trainee Program as per the schedule. 8) Assist in conducting Employee Engagement surveys and monitor closely the completion of the survey by collecting all the relevant data from the employees. 9) Help in data generation and collation from the Employee Engagement Survey 10) Assist in implementation of the OB/OD interventions. 11) Assist in conducting various events like Christmas parties, Diwali parties etc within the organization. Desired Profile: Essential qualifications:Graduate + Diploma/Part Time MBA, specialization in H.R would be preferable. Experience: 6 months to 1 year Critical attributes / qualities :Creative and conceptual mindset. Willing to learn new things. Good Communication skills and interpersonal skills. High Enthusiasm and high result orientation. Only local candidates need apply. Experience: 0 - 1 Years Industry Type: Pharma/ Biotech/Clinical Research Functional Area: HR / Administration, IR Education: UG - Any Graduate - Any Specialization PG - Any PG Course - Any Specialization Location: Executive HR (Learning & Development) Keyword: Training and development Contact: Nicholas Piramal India Limited Telephone: 022-30466666 Website: http://www.nicholaspiramal.com Read more! buy software cheap oem software

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http://www.drugnewswire/2757/ June 28, 2006 By DrugNewswire 2003 Study Conducted by LECG Corporation Found PBMs Managing the Medicare Drug Benefit Would Add $30 billion to Program Over Nine Years WASHINGTON, June 28 /PRNewswire/ -- If pharmacy benefit managers (PBMs) were really reducing prescription drug costs for more than 200 million Americans, as their trade association professes, why have dozens of lawsuits been filed against them. The Association of Community Pharmacists Congressional Network urges the public to better understand PBMs convoluted business before they profit more from the Medicare drug benefit (Medicare Part D) and further harm seniors with high drug prices. "Time and time again, PBMs' business tactics financially enrich the PBMs and contrary to their slogans offer no real healthcare savings to patients or plan providers," said Mike James, pharmacy owner and Director of Governmental Affairs, Association of Community Pharmacists Congressional Network (ACP*CN). "PBMs are not cost savers but are playing a shell game with their clients -- hiding the money they make from driving up prescription drug costs at the expense of the patient and, in the case of Medicare the US taxpayers. The savings derived by the Medicare patients are the result of the taxpayers' subsidy, not the PBMs," added James. Over 80% of all prescriptions filled in this country are handled by PBMs, who manage prescription drug plans for federal, state and private insurers and are not regulated. For almost a decade, numerous lawsuits have been filed against PBMs by federal and state governments, private corporations, unions, HMOs and others. Plaintiffs accuse PBMs of engaging in fraudulent or deceptive conduct in failing to pass on savings to their clients, switching patients' medication to earn rebates, or manipulating their mail order pharmacies. The nation's top three PBMs (Caremark, Medco and Express Scripts) are defendants in these cases along with smaller PBMs. Some cases have settled for millions of dollars while others are pending. Below are some examples of cases: -- American Federation of State County and Municipal Employees v. Advance PCS, et al Filed March 18, 2003, this class action against Advance PCS, Caremark, Express Scripts and Medco Health Solutions alleges the top PBMs inflate prescription drug prices by steering health insurers and consumers into reliance on more costly drugs and did not pass on rebates from drug manufacturers to health plans and consumers. -- US Department of Justice vs. Advance PCS September 2005, Advance PCS, now a wholly owned subsidiary of Caremark Rx, second largest PBM in the US, settled with the US DOJ and agreed to pay $137 million to resolve civil liabilities in connection with soliciting and receiving kickbacks from drug manufacturers and paying kickbacks to potential clients to induce them to contract with Advance PCS. -- United States of America v. Merck-Medco Managed Care LLC, et al. April 26, 2004, the United States, 20 state attorney generals and the defendants agreed to a settlement of claims for injunctive relief and unfair trade practice laws. A separate consent order filed by the states instructs Medco to pay $20 million to the states in damages, $6.6 million to the states in fees and costs, and about $2.5 million in restitution to patients who incurred expenses related to drug switching between cholesterol drugs. Much of the litigation against PBMs centers on conflicts of interest which make their business goals unaligned with their clients. Plan providers want to reduce the costs of prescriptions but PBMs can't make money that way. PBMs earn huge profits known as rebates from drug manufacturers for adding the manufacturer's drug to formularies and engaging in therapeutic switching. Therapeutic switching occurs when the PBM switches the patient to the higher priced drug on which it receives a bigger rebate. Allowing PBMs to continue running Medicare prescription drug plans (PDPs) unchecked by government will increase program costs and result in higher drug prices for seniors. According to a 2003 study conducted by James Langenfeld and Robert Maness of LECG Corporation called "The Cost of PBM Self Dealing under a Medicare Prescription Drug Benefit," PBMs would cost the government $30 billion from 2004-2013. The report concluded among other things "because PBMs usually keep as a profit a portion of the rebates they receive, PBMs that are both the plan administrator and the seller of drugs have a financial incentive and ability to favor drugs that pay higher rebates." Since Medicare Part D began in 2006, the nation's top three PBMs, who all sponsor Medicare drug plans, reported increased earnings in the first quarter of 2006. This is evidenced by Families USA report which revealed that virtually all Medicare prescription drug plans raised prices for the top 20 drugs used by seniors over the past 5 months. The report also found the lowest price charged by any Part D plan for all of the top 20 drugs was 46% higher than the lowest price negotiated by the Department of Veterans Affairs. According to Ron Pollack, executive director of Families USA, "... plans are quietly raising the prices that they charge. As a result, seniors will pay more and more as will America's taxpayers." Whenever legislation emerges requiring PBMs to meet their fiduciary duty of serving their clients' interest and not theirs, the industry gives the same hackneyed response "it will increase drug costs." For example the PBMs trade association asserts promptly reimbursing pharmacies for prescriptions would increase Medicare costs $9 billion over ten years. This makes no sense. Paying an invoice on time doesn't cost more money unless a business is trying to pocket money that doesn't belong to it. The American people should demand Congress remove the self-dealing cards from the PBMs' hands so the Medicare drug benefit can truly be a benefit. Otherwise, seniors will likely face even higher drug prices in another 6 months and find fewer community pharmacies to fill their prescriptions. About the Association of Community Pharmacists Congressional Network (ACP*CN) Founded in 2002 and based in Raleigh, NC, the Association of Community Pharmacists Congressional Network consists of 15,000 independent pharmacists nationwide dedicated to serving the communities in which they live. ACP*CN is dedicated to the survival and growth of the independent pharmacy owner, who often times is the only pharmacy operating in rural towns across America, where access to pharmacies is extremely limited. Our network of pharmacists do more than just fill prescriptions, they counsel patients on medication use and many times act as the front line healthcare provider for individuals and families who can't afford or don't have direct access to a doctor. Contact: Crystal Wright 202/829-0848 Source: Association of Community Pharmacists Congressional Network (ACP*CN) buy software cheap oem software

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  Scrums are the most dangerous phase in rugby, since a collapse or improper engage can lead to a front row player damaging or even breaking his neck. — Wikipedia When I was growing up, cholesterol used to be bad for you. It was easy to remember. Fat, bad. Cholesterol bad. Salt, bad. Everything, bad. Nowadays, though, they differentiate between "good" cholesterol and "bad" cholesterol, as if we're supposed to be able to distinguish them somehow. And it was weird when they switched it up on us, because it was as if the FDA had suddenly issued a press release announcing that there are, in fact, two kinds of rat poison: Good Rat Poison and Bad Rat Poison, and you should eat a lot of the Good kind, and none of the Bad kind, and definitely not mix them up or anything. Up until maybe a year ago, I had a pretty one-dimensional view of so-called "Agile" programming, namely that it's an idiotic fad-diet of a marketing scam making the rounds as yet another technological virus implanting itself in naive programmers who've never read "No Silver Bullet", the kinds of programmers who buy extended warranties and self-help books and believe their bosses genuinely care about them as people, the kinds of programmers who attend conferences to make friends and who don't know how to avoid eye contact with leaflet-waving fanatics in airports and who believe writing shit on index cards will suddenly make software development easier. You know. Chumps. That's the word I'm looking for. My bad-cholesterol view was that Agile Methodologies are for chumps. But I've had a lot of opportunity to observe various flavors of Agile-ism in action lately, and I now think I was only about 90% right. It turns out there's a good kind of Agile, although it's taken me a long time to be able to see it clearly amidst all the hype and kowtowing and moaning feverishly about scrums and whatnot. I have a pretty clear picture of it now. And you can attend my seminar on it for the low, low price of $499.95! Hahaha, chump! No, just kidding. You'll only find seminars about the Bad kind of Agile. And if in the future you ever find me touring around as an Agile Consultant, charging audiences to hear my deep wisdom and insight about Agile Development, you have my permission to cut my balls off. If I say I was just kidding, say I told you I'd say that. If I then say I'm Tyler Durden and I order you not to cut my balls off , say I definitely said I was going to say that , and then you cut 'em right off. I'll just go right ahead and tell you about the Good Kind, free of charge. It's kinda hard to talk about Good Agile and Bad Agile in isolation, so I might talk about them together. But I'll be sure to label the Good kind with a happy rat, and the Bad kind with a sad dead rat, so you'll always know the difference. The Bad Heading Back in Ye Olden Dayes, most companies approached software development as follows: - hire a bunch of engineers, then hire more. - dream up a project. - set a date for when they want it launched. - put some engineers on it. - whip them until they're either dead or it's launched. or both. - throw a cheap-ass pathetic little party, maybe. This step is optional. - then start over. Thank goodness that doesn't happen at your company, eh now? Whew! Interestingly, this is also exactly how non-technical companies (like, say, Chrysler) handled software development. Except they didn't hire the engineers. Instead, they contracted with software consultants, and they'd hand the consultants 2-year project specs, and demanded the consultants finish everything on time plus all the crap the customer threw in and/or changed after signing the contract. And then it'd all fall apart and the contractors wouldn't get paid, and everyone was really miffed. So some of the consultants began to think: "Hey, if these companies insist on acting like infants, then we should treat them like infants!" And so they did. When a company said "we want features A through Z", the consultants would get these big index cards and write "A" on the first one, "B" on the second one, etc., along with time estimates, and then post them on their wall. Then when the customer wanted to add something, the consultant could point at the wall and say: "OK, boy . Which one of these cards do you want to replace , BOY? " Is it any wonder Chrysler canceled the project? So the consultants, now having lost their primary customer, were at a bar one day, and one of them (named L. Ron Hubbard) said: "This nickel-a-line-of-code gig is lame. You know where the real money is at? You start your own religion." And that's how both Extreme Programming and Scientology were born. Well, people pretty quickly demonstrated that XP was a load of crap. Take Pair Programming, for instance. It's one of the more spectacular failures of XP. None of the Agileytes likes to talk about it much, but let's face it: nobody does it. The rationale was something like: "well if ONE programmer sitting at a terminal is good, then TEN must be better, because MORE is ALWAYS better! But most terminals can only comfortably fit TWO programmers, so we'll call it PAIR programming!" You have to cut them a little slack; they'd been dealing with the corporate equivalent of pre-schoolers for years, and that really messes with a person. But the thing is, viruses are really hard to kill, especially the meme kind. After everyone had gotten all worked up about this whole Agile thing (and sure, everyone wants to be more productive), there was a lot of face to be lost by admitting failure. So some other kinds of Agile "Methodologies" sprang up, and they all claimed that even though all the other ones were busted, their method worked! I mean, go look at some of their sites. Tell me that's not an infomercial. C'mon, just try. It's embarrassing even to look at the thing. Yeah. Well, they make money hand over fist, because of P.T. Barnum's Law, just like Scientology does. Can't really fault 'em. Some people are just dying to be parted with their cash. And their dignity. The rest of us have all known that Agile Methodologies are stupid, by application of any of the following well-known laws of marketing: - anything that calls itself a "Methodology" is stupid, on general principle. - anything that requires "evangelists" and offers seminars, exists soley for the purpose of making money. - anything that never mentions any competition or alternatives is dubiously self-serving. - anything that does diagrams with hand-wavy math is stupid, on general principle. And by "stupid", I mean it's "incredibly brilliant marketing targeted at stupid people." In any case, the consultants kept going with their road shows and glossy pamphlets. Initially, I'm sure they went after corporations; they were looking to sign flexible contracts that allowed them to deliver "whatever" in "2 weeks" on a recurring basis until the client went bankrupt. But I'm equally sure they couldn't find many clients dumb enough to sign such a contract. That's when the consultants decided to take their road show to YOU. Why not take it inside the companies and sell it there, to the developers? There are plenty of companies who use the whip-cycle of development I outlined above, so presumably some of the middle managers and tech leads would be amenable to hearing about how there's this low-cost way out of their hellish existence. And that, friends, was exactly, precisely the point at which they went from "harmless buffoons" to "potentially dangerous", because before they were just bilking fat companies too stupid to develop their own software, but now the manager down the hall from me might get infected. And most places don't have a very good quarantine mechanism for this rather awkward situation: i.e., an otherwise smart manager has become "ill", and is waving XP books and index cards and spouting stuff about how much more productive his team is on account of all this newfound extra bureaucracy. How do we know it's not more productive? Well, it's a slippery problem. Observe that it must be a slippery problem, or it all would have been debunked fair and square by now. But it's exceptionally difficult to measure software developer productivity, for all sorts of famous reasons. And it's even harder to perform anything resembling a valid scientific experiment in software development. You can't have the same team do the same project twice; a bunch of stuff changes the second time around. You can't have 2 teams do the same project; it's too hard to control all the variables, and it's prohibitively expensive to try it in any case. The same team doing 2 different projects in a row isn't an experiment either. About the best you can do is gather statistical data across a lot of teams doing a lot of projects, and try to identify similarities, and perform some regressions, and hope you find some meaningful correlations. But where does the data come from? Companies aren't going to give you their internal data, if they even keep that kind of thing around. Most don't; they cover up their schedule failures and they move on, ever optimistic. Well if you can't do experiments and you can't do proofs, there isn't much science going on. That's why it's a slippery problem. It's why fad diets are still enormously popular. People want fad diets to work, oh boy you bet they do, even I want them to work. And you can point to all these statistically meaningless anecdotes about how Joe lost 35 pounds on this one diet, and all those people who desperately want to be thinner will think "hey, it can't hurt. I'll give it a try." That is exactly what I hear people say, every time a team talks themselves into trying an Agile Methodology. It's not a coincidence. But writing about Bad Agile alone is almost guaranteed to be ineffective. I mean, you can write about how lame Scientology is, or how lame fad diets are, but it's not clear that you're changing anyone's mind. Quitting a viral meme is harder than quitting smoking. I've done both. In order to have the right impact, you have to offer an alternative, and I didn't have one before, not one that I could articulate clearly. One of the (many) problems with Bad Agile is that they condescendingly lump all non-Agile development practices together into two buckets: Waterfall and Cowboy. Waterfall is known to be bad; I hope we can just take that as an axiom today. But what about so-called Cowboy programming, which the Agileers define as "each member of the team does what he or she thinks is best"? Is it true that this is the only other development process? And is Cowboy Programming actually bad? They say it as if it's obviously bad, but they're not super clear on how or why, other than to assert that it's, you know, "chaos". Well, as I mentioned, over the past year I've had the opportunity to watch both Bad Agile and Good Agile in motion, and I've asked the teams and tech leads (using both the Bad and Good forms) lots of questions: how they're doing, how they're feeling, how their process is working. I was really curious, in part because I'd consented to try Agile last Christmas ("hey, it can't hurt"), and wound up arguing with a teammate over exactly what metadata is allowed on index cards before giving up in disgust. Also in part because I had some friends on a team who were getting kind of exhausted from what appeared to be a Death March, and that kind of thing doesn't seem to happen very often at Google. So I dug in, and for a year, I watched and learned. The Good Head (cue happy rat) I'm going to talk a little about Google's software development process. It's not the whole picture, of course, but it should suffice for today. I've been there for almost a year and a half now, and it took a while, but I think I get it now. Mostly. I'm still learning. But I'll share what I've got so far. From a high level, Google's process probably does look like chaos to someone from a more traditional software development company. As a newcomer, some of the things that leap out at you include: - there are managers, sort of, but most of them code at least half-time, making them more like tech leads. - developers can switch teams and/or projects any time they want, no questions asked; just say the word and the movers will show up the next day to put you in your new office with your new team. - Google has a philosophy of not ever telling developers what to work on, and they take it pretty seriously. - developers are strongly encouraged to spend 20% of their time (and I mean their M-F, 8-5 time, not weekends or personal time) working on whatever they want, as long as it's not their main project. - there aren't very many meetings. I'd say an average developer attends perhaps 3 meetings a week, including their 1:1 with their lead. - it's quiet. Engineers are quietly focused on their work, as individuals or sometimes in little groups or 2 to 5. - there aren't Gantt charts or date-task-owner spreadsheets or any other visible project-management artifacts in evidence, not that I've ever seen. - even during the relatively rare crunch periods, people still go get lunch and dinner, which are (famously) always free and tasty, and they don't work insane hours unless they want to. These are generalizations, sure. Old-timers will no doubt have a slightly different view, just as my view of Amazon is slightly biased by having been there in 1998 when it was a pretty crazy place. But I think most Googlers would agree that my generalizations here are pretty accurate. How could this ever work? I get that question a lot. Heck, I asked it myself. What's to stop engineers from leaving all the trouble projects, leaving behind bug-ridden operational nightmares? What keeps engineers working towards the corporate goals if they can work on whatever they want? How do the most important projects get staffed appropriately? How do engineers not get so fat that they routinely get stuck in stairwells and have to be cut out by the Fire Department? I'll answer the latter question briefly, then get to the others. In short: we have this thing called the Noogler Fifteen, named after the Frosh Fifteen: the 15 pounds that many college freshmen put on when they arrive in the land of Stress and Pizza. Google has solved the problem by lubricating the stairwells. As to the rest of your questions, I think most of them have the same small number of answers. First, and arguably most importantly, Google drives behavior through incentives. Engineers working on important projects are, on average, rewarded more than those on less-important projects. You can choose to work on a far-fetched research-y kind of project that may never be practical to anyone, but the work will have to be a reward unto itself. If it turns out you were right and everyone else was wrong (the startup's dream), and your little project turns out to be tremendously impactful, then you'll be rewarded for it. Guaranteed. The rewards and incentives are too numerous to talk about here, but the financial incentives range from gift certificates and massage coupons up through giant bonuses and stock grants, where I won't define "giant" precisely, but think of Google's scale and let your imagination run a bit wild, and you probably won't miss the mark by much. There are other incentives. One is that Google a peer-review oriented culture, and earning the respect of your peers means a lot there. More than it does at other places, I think. This is in part because it's just the way the culture works; it's something that was put in place early on and has managed to become habitual. It's also true because your peers are so damn smart that earning their respect is a huge deal. And it's true because your actual performance review is almost entirely based on your peer reviews, so it has an indirect financial impact on you. Another incentive is that every quarter, without fail, they have a long all-hands in which they show every single project that launched to everyone, and put up the names and faces of the teams (always small) who launched each one, and everyone applauds. Gives me a tingle just to think about it. Google takes launching very seriously, and I think that being recognized for launching something cool might be the strongest incentive across the company. At least it feels that way to me. And there are still other incentives; the list goes on and ON and ON ; the perks are over the top, and the rewards are over the top, and everything there is so comically over the top that you have no choice, as an outsider, but to assume that everything the recruiter is telling you is a baldfaced lie, because there's no possible way a company could be that generous to all of its employees, all of them, I mean even the contractors who clean the micro-kitchens, they get these totally awesome "Google Micro-Kitchen Staff" shirts and fleeces. There is nothing like it on the face of this earth. I could talk for hours , days about how amazing it is to work at Google, and I wouldn't be done. And they're not done either. Every week it seems like there's a new perk, a new benefit, a new improvement, a new survey asking us all if there's any possible way in which life at Google could be better. I might have been mistaken, actually. Having your name and picture up on that big screen at End of Quarter may not be the biggest incentive. The thing that drives the right behavior at Google, more than anything else, more than all the other things combined, is gratitude . You can't help but want to do your absolute best for Google; you feel like you owe it to them for taking such incredibly good care of you. OK, incentives. You've got the idea. Sort of. I mean, you have a sketch of it. When friends who aren't at Google ask me how it is working at Google — and this applies to all my friends at all other companies equally, not just companies I've worked at — I feel just how you'd feel if you'd just gotten out of prison, and your prison buddies, all of whom were sentenced in their early teens, are writing to you and asking you what it's like "on the outside". I mean, what would you tell them? I tell 'em it's not too bad at all. Can't complain. Pretty decent, all in all. Although the incentive-based culture is a huge factor in making things work the way they do, it only addresses how to get engineers to work on the "right" things. It doesn't address how to get those things done efficiently and effectively. So I'll tell you a little about how they approach projects. Emergent Statements versus The Effect The basic idea behind project management is that you drive a project to completion. It's an overt process, a shepherding: by dint of leadership, and organization, and sheer force of will, you cause something to happen that wouldn't otherwise have happened on its own. Project management comes in many flavors, from lightweight to heavyweight, but all flavors share the property that they are external forces acting on an organization. At Google, projects launch because it's the least-energy state for the system. Before I go on, I'll concede that this is a pretty bold claim, and that it's not entirely true. We do have project managers and product managers and people managers and tech leads and so on. But the amount of energy they need to add to the system is far less than what's typically needed in our industry. It's more of an occasional nudge than a full-fledged continuous push. Once in a while, a team needs a bigger nudge, and senior management needs to come in and do the nudging, just like anywhere else. But there's no pushing. Incidentally, Google is a polite company, so there's no yelling, nor wailing and gnashing of teeth, nor escalation and finger-pointing, nor any of the artifacts produced at companies where senior management yells a lot. Hobbes tells us that organizations reflect their leaders; we all know that. The folks up top at Google are polite, hence so is everyone else. Anyway, I claimed that launching projects is the natural state that Google's internal ecosystem tends towards, and it's because they pump so much energy into pointing people in that direction. All your needs are taken care of so that you can focus, and as I've described, there are lots of incentives for focusing on things that Google likes. So launches become an emergent property of the system. This eliminates the need for a bunch of standard project management ideas and methods: all the ones concerned with dealing with slackers, calling bluffs on estimates, forcing people to come to consensus on shared design issues, and so on. You don't need "war team meetings," and you don't need status reports. You don't need them because people are already incented to do the right things and to work together well. The project management techniques that Google does use are more like oil than fuel: things to let the project keep running smoothly, as opposed to things that force the project to move forward. There are plenty of meeting rooms, and there's plenty of open space for people to go chat. Teams are always situated close together in fishbowl-style open seating, so that pair programming happens exactly when it's needed (say 5% of the time), and never otherwise. Google generally recognizes that the middle of the day is prone to interruptions, even at quiet companies, so many engineers are likely to shift their hours and come in very early or stay very late in order to find time to truly concentrate on programming. So meetings only happen in the middle of the day; it's very unusual to see a meeting start before 10am or after 4:30pm. Scheduling meetings outside that band necessarily eats into the time when engineers are actually trying to implement the things they're meeting about, so they don't do it. Google isn't the only place where projects are run this way. Two other kinds of organizations leap to mind when you think of Google's approach: startup companies, and grad schools. Google can be considered a fusion of the startup and grad-school mentalities: on the one hand, it's a hurry-up, let's get something out now, do the simplest thing that could work and we'll grow it later startup-style approach. On the other, it's relatively relaxed and low-key; we have hard problems to solve that nobody else has ever solved, but it's a marathon not a sprint, and focusing requires deep concentration, not frenzied meetings. And at the intersection of the two, startups and grad schools are both fertile innovation ground in which the participants carry a great deal of individual responsibility for the outcome. It's all been done before; the only thing that's really surprising is that Google has managed to make it scale. The scaling is not an accident. Google works really hard on the problem, and they realize that having scaled this far is no guarantee it'll continue, so they're vigilant. That's a good word for it. They're always on the lookout to make sure the way of life and the overall level of productivity continue (or even improve) as they grow. Google is an exceptionally disciplined company, from a software-engineering perspective. They take things like unit testing, design documents and code reviews more seriously than any other company I've even heard about. They work hard to keep their house in order at all times, and there are strict rules and guidelines in place that prevent engineers and teams from doing things their own way. The result: the whole code base looks the same, so switching teams and sharing code are both far easier than they are at other places. And engineers need great tools, of course, so Google hires great people to build their tools, and they encourage engineers (using incentives) to pitch in on tools work whenever they have an inclination in that direction. The result: Google has great tools, world-class tools, and they just keep getting better. The list goes on. I could talk for days about the amazing rigor behind Google's approach to software engineering. But the main takeaway is that their scaling (both technological and organizational) is not an accident. And once you're up to speed on the Google way of doing things, it all proceeds fairly effortlessly — again, on average, and compared to software development at many other companies. The Tyranny of the Vocabulary We're almost done. The last thing I want to talk about here is dates . Traditional software development can safely be called Date-Oriented Programming, almost without exception. Startup companies have a clock set by their investors and their budget. Big clients set target dates for their consultants. Sales people and product managers set target dates based on their evaluation of market conditions. Engineers set dates based on estimates of previous work that seems similar. All estimation is done through rose-colored glasses, and everyone forgets just how painful it was the last time around. Everyone picks dates out of the air. "This feels like it should take about 3 weeks.""It sure would be nice to have this available for customers by beginning of Q4.""Let's try to have that done by tomorrow." Most of us in our industry are date-driven. There's always a next milestone, always a deadline, always some date-driven goal to it. The only exceptions I can think of to this rule are: 1) Open-source software projects. 2) Grad school projects. 3) Google. Most people take it for granted that you want to pick a date. Even my favorite book on software project management, "The Mythical Man-Month", assumes that you need schedule estimates. If you're in the habit of pre-announcing your software, then the general public usually wants a timeframe, which implies a date. This is, I think, one of the reasons Google tends not to pre-announce. They really do understand that you can't rush good cooking, you can't rush babies out, and you can't rush software development. If the three exceptions I listed above aren't driven by dates, then what drives them? To some extent it's just the creative urge, the desire to produce things; all good engineers have it. (There are many people in our industry who do this gig "for a living", and they go home and don't think about it until the next day. Open source software exists precisely because there are people who are better than that.) But let's be careful: it's not just the creative urge; that's not always directed enough, and it's not always incentive enough. Google is unquestionably driven by time , in the sense that they want things done "as fast as possible". They have many fierce, brilliant competitors, and they have to slake their thirsty investors' need for growth, and each of us has some long-term plans and deliverables we'd like to see come to fruition in our lifetimes. The difference is that Google isn't foolish enough or presumptuous enough to claim to know how long stuff should take. So the only company-wide dates I'm ever aware of are the ends of each quarter, because everyone's scrambling to get on that big launch screen and get the applause and gifts and bonuses and team trips and all the other good that comes of launching things with big impact at Google. Everything in between is just a continuum of days, in which everyone works at optimal productivity, which is different for each person. We all have work-life balance choices to make, and Google is a place where any reasonable choice you make can be accommodated, and can be rewarding. Optimal productivity is also a function of training, and Google offers tons of it, including dozens of tech talks every week by internal and external speakers, all of which are archived permanently so you can view them whenever you like. Google gives you access to any resources you need in order to get your job done, or to learn how to get your job done. And optimal productivity is partly a function of the machine and context in which you're operating: the quality of your code base, your tools, your documentation, your computing platform, your teammates, even the quality of the time you have during the day, which should be food-filled and largely free of interrupts. Then all you need is a work queue. That's it. You want hand-wavy math? I've got it in abundance: software development modeled on queuing theory. Not too far off the mark, though; many folks in our industry have noticed that organizational models are a lot like software models. With nothing more than a work queue (a priority queue, of course), you immediately attain most of the supposedly magical benefits of Agile Methodologies. And make no mistake, it's better to have it in software than on a bunch of index cards. If you're not convinced, then I will steal your index cards. With a priority queue, you have a dumping-ground for any and all ideas (and bugs) that people suggest as the project unfolds. No engineer is ever idle, unless the queue is empty, which by definition means the project has launched. Tasks can be suspended and resumed simply by putting them back in the queue with appropriate notes or documentation. You always know how much work is left, and if you like, you can make time estimates based on the remaining tasks. You can examine closed work items to infer anything from bug regression rates to (if you like) individual productivity. You can see which tasks are often passed over, which can help you discover root causes of pain in the organization. A work queue is completely transparent, so there is minimal risk of accidental duplication of work. And so on. The list goes on, and on, and on. Unfortunately, a work queue doesn't make for a good marketing platform for seminars and conferences. It's not glamorous. It sounds a lot like a pile of work, because that's exactly what it is. Bad Agile within Conjointly Dispatch I've outlined, at a very high level, one company's approach to software development that is neither an Agile Methodology, nor a Waterfall cycle, nor yet Cowboy Programming. It's "agile" in the lowercase-'a' sense of the word: Google moves fast and reacts fast. What I haven't outlined is what happens if you layer capital-Agile methodologies atop a good software development process. You might be tempted to think: "well, it can't hurt!" I even had a brief fling with it myself last year. The short answer is: it hurts. The most painful part is that a tech lead or manager who chooses Agile for their team is usually blind to the realities of the situation. Bad Agile hurts teams in several ways. First, Bad Agile focuses on dates in the worst possible way: short cycles, quick deliverables, frequent estimates and re-estimates. The cycles can be anywhere from a month (which is probably tolerable) down to a day in the worst cases. It's a nicely idealistic view of the world. In the real world, every single participant on a project is, as it turns out, a human being. We have up days and down days. Some days you have so much energy you feel you could code for 18 hours straight. Some days you have a ton of energy, but you just don't feel like focusing on coding. Some days you're just exhausted. Everyone has a biological clock and a a biorhythm that they have very little control over, and it's likely to be phase-shifted from the team clock, if the team clock is ticking in days or half-weeks. Not to mention your personal clock: the events happening outside your work life that occasionally demand your attention during work hours. None of that matters in Bad Agile. If you're feeling up the day after a big deliverable, you're not going to code like crazy; you're going to pace yourself because you need to make sure you have reserve energy for the next big sprint. This impedance mismatch drives great engineers to mediocrity. There's also your extracurricular clock: the set of things you want to accomplish in addition to your main project: often important cleanups or other things that will ultimately improve your whole team's productivity. Bad Agile is exceptionally bad at handling this, and usually winds up reserving large blocks of time after big milestones for everyone to catch up on their side-project time, whether they're feeling creative or not. Bad Agile folks keep their eye on the goal, which hurts innovation. Sure, they'll reserve time for everyone to clean up their own code base, but they're not going to be so altruistic as to help anyone else in the company. How can you, when you're effectively operating in a permanent day-for-day slip? Bad Agile seems for some reason to be embraced by early risers. I think there's some mystical relationship between the personality traits of "wakes up before dawn", "likes static typing but not type inference", "is organized to the point of being anal", "likes team meetings", and "likes Bad Agile". I'm not quite sure what it is, but I see it a lot. Most engineers are not early risers. I know a team that has to come in for an 8:00am meeting at least once (maybe several times) a week. Then they sit like zombies in front of their email until lunch. Then they go home and take a nap. Then they come in at night and work, but they're bleary-eyed and look perpetually exhausted. When I talk to them, they're usually cheery enough, but they usually don't finish their sentences. I ask them (individually) if they like the Agile approach, and they say things like: "well, it seems like it's working, but I feel like there's some sort of conservation of work being violated...", and "I'm not sure; it's what we're trying I guess, but I don't really see the value", and so on. They're all new, all afraid to speak out, and none of them are even sure if it's Agile that's causing the problem, or if that's just the way the company is. That, my friends, is not "agile"; it's a just load of hooey. And it's what you get whenever any manager anywhere decides to be a chump. Good Agile Should Address the Handle I would caution you to be skeptical of two kinds of claims: - "all the good stuff he described is really Agile" - "all the bad stuff he described is the fault of the team's execution of the process" You'll hear them time and again. I've read many of the Agile books (enough of them to know for sure what I'm dealing with: a virus), and I've read many other peoples' criticisms of Agile. Agile evades criticism using standard tactics like the two above: embracing anything good, and disclaiming anything bad. If a process is potentially good, but 90+% of the time smart and well-intentioned people screw it up, then it's a bad process. So they can only say it's the team's fault so many times before it's not really the team's fault. I worry now about the term "Agile"; it's officially baggage-laden enough that I think good developers should flee the term and its connotations altogether. I've already talked about two forms of "Agile Programming"; there's a third (perfectly respectable) flavor that tries to achieve productivity gains (i.e. "Agility") through technology. Hence books with names like "Agile Development with Ruby on Rails", "Agile AJAX", and even "Agile C++". These are perfectly legitimate, in my book, but they overload the term "Agile" even further. And frankly, most Agile out there is plain old Bad Agile. So if I were you, I'd take Agile off your resume. I'd quietly close the SCRUM and XP books and lock them away. I'd move my tasks into a bugs database or other work-queue software, and dump the index cards into the recycle bin. I'd work as fast as I can to eliminate Agile from my organization. And then I'd focus on being agile. But that's just my take on it, and it's 4:00am. Feel free to draw your own conclusions. Either way, I don't think I'm going to be an Early Riser tomorrow. Oh, I almost forgot the obvious disclaimer: I do not speak for Google. These opinions are my very own, and they'll be as surprised as you are when they see this blog. Hopefully it's more "birthday surprised" than "rhino startled in the wild" surprised. We'll see! cheap oem software buy software

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Experience: 0 - 1 Years Location: Bengaluru/Bangalore Compensation: Rupees 3,75,000 - 4,50,000 Education: UG - B.Tech/B.E. - Any Specialization PG - M.Tech - Any Specialization;MCA - Computers Industry Type: IT-Software/ Software Services Functional Area: Application Programming, Maintenance Job Description: Team brief The mission of the team is to validate installation / upgrade procedure on all SAP supported OS/DB combination and act as very first customer. Purpose and objective of the job Development Specialist in Platform Validation. Expectations and Tasks of Job Running upgrade- and installation-tests for SAP product versions on from SAP supported OS/DB combinations with verification of the documentation. Analysis of errors, error reporting, monitoring the code changes. Documentation of the tests and results. Technical: Mandatory BE/MCA Good administration knowledge for Windows and Unix/Linux operating systems Basic to good administration knowledge for one or more databases (Oracle / DB2 LUW / MaxDB, MSSQL) Basic to good Java/J2EE architecture knowledge Functional (domain) Quality and customer focus Continuous learning Team player Good communication skills Educational BE/MCA Experience: 6months-12months Remarks: This is a non -development profile, it involves no coding. Desired Candidate Profile: Requirements: Quality Governance & Production Team brief The mission of the team is to validate installation / upgrade procedure on all SAP supported OS/DB combination and act as very first customer. Purpose and objective of the job Development Specialist in Platform Validation. Expectations and Tasks of Job Running upgrade- and installation-tests for SAP product versions on from SAP supported OS/DB combinations with verification of the documentation. 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About The Royal Bank of Scotland Group is one of the world's leading financial services company. The RBS group provides a wide range of services in the areas of corporate, retail and investment banking, insurance and private banking. The RBS group continues to grow its business around the globe and has offices in Europe, the USA and Asia. It is one of the world's largest financial institutions by market capitalisation, servicing more than 35 million customers with over 140,000 employees globally. How to Apply Candiates with 0 to 12 Months Experience should apply to talent@rbs.com All positions are based in Gurgaon (NCR) Click Here for More Details If you want to receive job announcements in your e-mail on a daily basis, please send a message to 101globaljobs-subscribe@yahoogroups.com. Read more! cheap oem software buy software

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Excerpts from November 10, 2003 news release by CASPIAN - Consumers Against Supermarket Privacy Invasion and Numbering: American consumers used as guinea pigs for controversial technology Wal-Mart and Procter & Gamble conducted a secret RFID trial involving Oklahoma consumers earlier this year, the Chicago Sun Times revealed on Sunday. Customers who purchased P&G's Lipfinity brand lipstick at the Broken Arrow Wal-Mart store between late March and mid-July unknowingly left the store with live RFID tracking devices embedded in the packaging. Wal-Mart had previously denied any consumer-level RFID testing in the United States. The Chicago Sun Times also reported that a live video camera trained on the shelf allowed Procter & Gamble employees, sometimes hundreds of miles away, to observe the Lipfinity display and consumers interacting with it. "This trial is a perfect illustration of how easy it is to set up a secret RFID infrastructure and use it to spy on people," says Katherine Albrecht, Founder and Director of Consumers Against Supermarket Privacy Invasion and Numbering (CASPIAN). "The RFID industry has been paying lip service to privacy concerns, calling for notice, choice and control. But companies like P&G, Wal-Mart and Gillette have already violated all three tenets when they thought nobody was looking. This is exactly why we oppose item-level RFID tagging and have called for mandatory labeling legislation." Disclosure of the Broken Arrow trial is only the latest scandal to hit the privacy plagued RFID industry. Early this year, CASPIAN called for a worldwide boycott of Italian clothing manufacturer Benetton when the company announced plans to equip women's undergarments with live RFID tracking tags (see Boycott Benetton). This summer, CASPIAN uncovered an RFID-enabled Gillette "smart shelf" in a Brockton, Massachusetts Wal-Mart and helped disclose Gillette's scheme to secretly photograph consumers picking up Mach3 razor blades in UK Tesco stores (see Boycott Gillette). The group also revealed confidential industry plans to "pacify" consumers and "neutralize opposition" in the hope that consumers will be "apathetic" and "resign themselves to the inevitability" of RFID product tagging (see: CASPIAN). CASPIAN encourages consumers to contact Wal-Mart, P&G and the UCC to voice their opinion about the use of RFID spy chips in consumer products. Contact information for these companies is provided on the group's RFID website. cheap oem software buy software

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Greg Giles opened his Grease Monkey auto lubrication franchise in Durango just more than a month ago. But on Saturday, Giles said he could never have suspected that it would involve him in a ransom scheme. The company's huge inflatable monkey was stolen from Giles' business Friday night or Saturday morning. "I'm a new member of the community here, and I love it, but I can honestly say I never expected anything like this," Giles said. The case exceeded routine mischief when Giles found a ransom note in a cutout-letter style where his 20-foot monkey, Seymore, used to sit on the roof at his business on River Road, south of Home Depot. The note instructed Giles to deliver $1,500 to the Durango Harley-Davidson dealership at 750 South Camino del Rio, and implied the police would be of no help. The note is now evidence and the exact wording is being withheld while the investigation continues. "The strangest part of it all is the time it must've taken to plan this," Giles said. He said officers from the Durango Police Department surmised that the thieves used a ladder to access the roof, had to fold the huge monkey and its accompanying compressor/inflator into a manageable size and load it into a truck. That doesn't even address the time it took to create the ransom note, which was comprised of letters cut from newspapers and magazines. Durango Police Officer Travis Carpenter responded to the larceny call, and quickly eliminated the Harley-Davidson business and its employees as suspects. "I checked it out because we have to look at everything, but they were very cooperative. It was obvious they knew nothing about it," Carpenter said. "They were eager to assist, and needless to say, they were as amused as the rest of us." Giles said he doesn't know anyone at the dealership and believes those employed there are blameless in the caper. He said he had no idea why the ransom note would mention the dealership by name. Giles doesn't expect the theft of Seymore to rank high on the priority list, but he wanted the authorities to realize the case is more serious than it seems on the surface. The inflatable monkey is owned by Grease Monkey's corporate headquarters and is valued at more than $5,000. That makes the crime a Class 4 felony, which could result in a two- to six-year prison term and thousands of dollars in fines, Carpenter said. "It is a felony case, and as humorous as some of the aspects may be, we still have the duty to pursue it fully. Someone took his property, and someone needs to be held responsible for it," Carpenter said. Giles agreed, knowing full well that the monkey-napping will be a highly discussed matter at coffee shops and bars around town. "I think it's entertaining news, too, and let's get a good laugh out of it, but then let's get serious and just bring Seymore back - please," he said. Story here . monkey Labels: inflatable, monkey, stolen cheap oem software buy software

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Experience: 0 Years Location: Hyderabad / Secunderabad Education: UG - Any Graduate - Any Specialization PG - MBA/PGDM - Any Specialization Industry Type: IT-Software/ Software Services Functional Area: Other Job Description: Excellent English communication (both spoken and written) Good interpersonal skills Team Player and can work in team environment Good technical writing and documentation skill is a must. Good Convincing skills Desired Candidate Profile: Job Title: Management Trainee - Positions Open: 12 HR / Recruitment - 4 Positions Finance - 4 Positions Marketing / Business Development 4 Positions Business Skills Required: Excellent English communication (both spoken and written) Good interpersonal skills Team Player and can work in team environment Good technical writing and documentation skill is a must.* Good Convincing skills Qualification:MBA with HR / Finance / Marketing Preferably Passed outs of 2007 or students who are completing MBA in 2008 Location: Hyderabad IF INTERESTED PLEASE FORWARD YOUR UPDATED CV IN WORD FORMAT WITH THE FOLLOWING DETIALS Educational Qualification: Salary Expected: Available for Personal Round of Interview (Date and Time): Contact Number: PLEASE PUT A WORD AMONG YOUR FRIENDS AND COLLEAGUES WHO MAY SUIT THE ABOVE REQUIREMENT Company Profile: With over 900 employees, 12 relationship offices in 5 countries, 2 Software engineering Centers and Business Continuity Centers, Verinon is right sized for providing maximum value to its customers. Verinon works with an attitude of providing service with excellence. We are experts in providing IT solutions & professional staffing services. We work with an innovative offshore development approach. Our far reaching contributions has helped us to establish ourselves as an ISO 9001:2000 certified company. Our vision is to excel and serve our clients with exceptional services and quality standards. The blend of industry-leading products, domain knowledge, project management skills and extensive experience has helped Verinon deliver complete solutions that can help organizations improve quality of service while building customer loyalty. Our contributions with one of the best IT technology solutions, has prompted firms to work with us to optimize their technology investment, saving millions of dollars over the course of the relationship. Verinon's product suite offers comprehensive solutions that can be seamlessly integrated into the existing systems and technologies of any Government and non-Government organizations. Verinon offers solutions in all domains '' Validation Service Practices, Financial Services, Banking, Insurance, Telecom, Manufacturing, Marketing, Documentum, Data Warehousing, Content Management, Software Testing Skills, Legacy Systems. Verinon's Outsourcing models are flexible, with an appropriate solution for every customer at any evolutionary stage of offshore development. Its physical and information security practices meet the stringent security standards of the world's top most firms. Verinon offers Onsite, Offshore and Hybrid models of project development. Verinon's hybrid delivery model combines onsite and offshore delivery for superior results at highly reduced costs. Typically, the discovery and planning stages of a project are executed onsite at the client's office. The subsequent development and support phases are the carried out offshore at a Verinon's development center. The hybrid model maximizes efficiency in terms of both resources and costs. Contact Details Company Name: Verinon Technology Solutions Website: http://www.verinon.com Executive Name: Praveena Nellore Address: Verinon Technology Solutions 403, Saptagiri Towers Begumpet-500016 Hyderabad - Andhra Pradesh ,INDIA 500016 Email Address: praveena.nellore@verinon.com Telephone: 91-040-66484141 Fax: 66484142 Keywords: MBA with HR / Finance / Marketing Preferably Passed outs of 2007 or students who are completing MBA in 2008 Reference ID: Management Trainee 21st Apirl 2008 If you want to receive job announcements in your e-mail on a daily basis, please send a message to 101globaljobs-subscribe@yahoogroups.com. Read more! buy software cheap oem software

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Welcome to another edition of Blawg Review -- where bloggers come for their legal news every Monday. It's good to be hosting another edition of Blawg Review at the Health Care Law Blog. However, it's even better to be done. First off, thanks to all who submitted posts to this edition. There was wonderful material to work from. Much of the information that I regularly consume online is related to my practice as a health lawyer and I enjoy the opportunity to step outside of that specialty and be a part of a larger legal discussion going on in the blogosphere. As an active participant in the blogosphere and Live Web I am constantly amazed by the knowledge, skills and imagination of those who create electronic content (written, audio and video) for public consumption. Not just lawyers -- but every profession imaginable. The volume of information conveyed online today through electronic social networking is mind boggling. How much you say? Technorati is now tracking approximately 69.4 million blogs with 175,000 new blogs created per day. The world live web is being updated with 1.6 million new posts per day, for an average of 18 per second. Could Johannes Guttenberg have ever imagined this phenomenal transformation in communication. Lately I've been thinking and posting more about the impact that blogging and web 2.0 is having on the health care industry. It is a time of change for the health care industry. Likewise, I think many of you will agree that fundamental changes are occurring in the delivery of legal services as a result of the rise of the new social networking technology movement. For more of what this may mean for health care check out some of my materials from a presentation I did to introduce health lawyers to the basics of Health Care Blogging and Web Health 2.0. [Note: I'd also suggest watching (if you haven't already) "Web 2.0 . . . The Machine is Us/ing Us," created by Michael Wesch , Assistant Professor of Anthropology Kansas State University. The video visually explaining Web 2.0 and how today's digital technology influences human interaction.] To begin with let's highlight a few of the submissions that reflect some of these fundamental technology changes which we are all experiencing as a result of the social networking phenomenon, the availability of new technology tools and the shift toward living our lives out on the web. Bruce MacEwen gives us a tour of the The Law Library of the Future? at Adam Smith, Esq showing us all the differences that exist within today's firms. From the traditionalists/silent generation to the Boomers to theGenXers to the Millennials. Online political social networking hits full speed at My.BarackObama.com covered by Susan Cartier Liebel at Marketing Genius - the "Obama Principle" and suggests that lawyers have something to learn from observing the process as it unfolds. Mike Madison and Denise Howell will be hosting a public conference call today, February 26 at 1:00 p.m. PST to gain insight on ownership considerations and issues of governance and liability that are critical to the creation, maintenance and long term health of business communities (corporate use of Web 2.0 technologies). The call is being held to help them prepare for the upcoming Community 2.0 Conference. Overlawyered looks at the liability of curb cuts and wheelchairs vs. jaywalkers in Jury blames hit-run death on wheelchair curb cut (fascinating to me is the comment discussion and the use of Yahoo Maps to support user comments on whether the jury made the right decision). Brent Trout at Blawg IT touts the ideas of Seth Godin and the application of his concepts to the practice of law in his post Law Firms - Small is the New Big. Scott Felsenthal at The Legal Scoop, a new law student collaborative blog by three students from Tennessee law schools, provides a look at the what's happening across campuses as a result of students living their lives out online in Facebook and MySpace- Quickly Becoming Breeding Grounds For Disciplinary Actions and Arrests. If you or your kids are on the edge of becoming the next one hit wonder, don't miss reading So you want to be a Recording Artist . . . by another of The Legal Scoop team members, Tim Bishop. David Lat examines a recent survey at UVA Law School and my question is -- what about Tennessee law schools? Watch and read the post on Prosecutorial Indiscretion (or the lack thereof) at Sui Generis--a New York law blog. She looks at a Virginia "rage road" incident that resulted in an ice throwing felony conviction. The video clip also includes a discussion of a series of posts on the newly promulgated lawyer advertising rules in New York which forbid the use of a nickname, moniker, motto or trade name that implies an ability to obtain results in a matter." The post series uses actual video clips of lawyer advertising clips from various jurisdictions to demonstrate application of the new rules. Dmitriy Kruglyak founder of Trusted.MD reports on two articles appearing in the East Bay Business Times. One about Kaiser's ongoing encounters with blogging and social media and the other examining how hospital administrators and executives should use blogs. On February 8, 2007, Wendy Seltzer in In My First YouTube: Super Bowl Highlights or Lowlights conducted an experiment to determine whether copyright overreach would trump her fair use rights when exercised to teach about copyright overreach. Five days later she received the DMCA Takedown Complaint courtesy of the NFL and YouTube. If you're an RSS fan don't miss Justia Federal Court Filings which allows you to see new filings by state, court or subject matter. Reported at Robert Ambrogi's Lawsites and The IllinoisTrial Practice Weblog. And now on with the rest of the submissions for this week's Blawg Review. The most highly talked about topic this past week was the Supreme Court's ruling on punitive damage awards in Philip Morris USA v. Williams. SCOTUSBLOG reports that the 5-4 decision found that it is "unconstitutional for a jury to award punitive damages out of a desire to punish a company for harming individuals other than those directly involved in the lawsuit -- that is 'strangers to the litigation'". The Court held that punishing a defendant for harming persons who are not before the court amounted to a taking of property from the defendant without due process of law. EricTurkewitz of New York Personal Injury Law Blog covers the decision in Court Tosses Philip Morris Verdict, And Further Confuses Punitive Damages Issue and Philip Morris Punitive Damage Decision - Why It Was Good For Plaintiffs indicating that the decision requires judges to now tell the jury in a punitive damage case that they can consider the reprehensibility of the defendant's conduct toward others, but not the harm to them. The South Carolina Appellate Law Blog says the decision creates an unworkable standard in After Philip Morris: What can a jury consider for punitive damages purposes? SCOTUS sets an unworkable standard and sets out some options that trial judges have when considering evidence of harms to non-parties. More on the decision from Law Prof on the Loose with Tobacco Verdict Goes Up In Smoke. Bill Watkins at South Carolina Appellate Law Blog looks at a the interplay of the Controlled Substance Act and a recent South Carolina senate bill proposing that Marijuana be considered a prescription drug in South Carolina lawmakers review bill to legalize marijuana for medical use. Ilya Somin at The Volokh Conspiracy disagrees with a recent Slate column that contended that split decisions make bad law and, in the specific context of the current Supreme Court, undermine the Chief Justice's admirable goal to promote unanimity amongst the justices. The HR Lawyer's Blog looks at the continuing trends on alternative billing arrangements in Alternative Billing - Clients Want It - Big Law Firms Hate It.The post highlights that a recent survey of corporate counsel indicate that 90% of outside counsel still resist the suggestion to consider alternative fee arrangements. Kevin Jon Heller at Opinio Juris covers a running battle between Glenn Reynolds and Paul Campos, law professor at University of Colorado, over one of Instapundit's posts arguing that selective assassination of Iranian nuclear scientists is both legal and advisable. Eugene Volokh also weighs-in with some worthwhile comments. Charles Green questions the "legal tip" included in Business Week's SmallBiz magazine which suggests that retail sales slips should include a written statement to protect the interests of your business in his post From Our Legal Experts... posted at Trust Matters. David Maister gives interesting insight into his experience as a juror in a 5 day trial involving a pastor, a parishioner and $80,000 in Jury Duty posted at Passion, People and Principles. He offers some simple lessons for litigators to remember. Charlie Weis, Notre Dame's football coach, appears headed back for seconds in his trial over an allegedly botched gastric bypass surgery. Quizlaw has an entertaining post about the events that lead to the mistrial. Only one can speculate what would have happened if the physicians chose not to respond. Are you an avid T.J. Maxx or Marshalls shopper? If so, check out Law Practice Management's post Identity Theft Begins with Access to Your Information discussing on of the latest electronic data breaches. The post offers practical advice on how to better protect your personal information in this growing age where everything is electronic. Overlawyered writes about Dr. Vatura who saved the life of a 400 pound man thrown from a motorcycle in a high speed accident in Treating the morbidly obese (redux). Due to his obesity it was impossible to stabilize the man with typical cervical spinal precautions and as a result he ended up a quadriplegic. One of my favorite medical bloggers, Kevin, M.D., covers this same topic and what he believes the impact these events have everyday on doctors. For another perspective on the impact of medical malpractice on physicians, consider hospital CEO and blogger Paul Levy's recent post The Shame of Malpractice Lawsuits at Running a Hospital. Also, Kevin, M.D. mentions an interesting issue coming before the Virginia Supreme Court of Appeals in his post Should academic physicians be protected against malpractice suits? Don't miss Quizlaw's Wacko gets Jacko'd providing evidence that you can be sued for almost anything -- the family of a 73 year old woman is suing Michael Jackson and Marian Medical Center claiming that the hospital's VIP treatment of Jackson resulted in the death of the woman. PointofLaw Forum links to David Rossmiller's Insurance Coverage Law Blog which covered Mississippi Attorney General Hood's press conference call where State Farm was called "a cult,""decadent" and "robber barons".Rossmiller questions much of what was said during the call and makes a good point -- if you think that that much of the company why would you want them to stay and provide insurance to citizens of Mississippi. If you regularly draft contract language you shouldn't miss That" and "Which" by Ken Adams at AdamsDrafting who looks at the confusion over the distinction between that and which and a New York case, AIU Insurance Co. V. Robert Plan Corp. that considered the differences. Ben D. Manevitz who writes IP Notions looks at Mike Carroll's "Fixing Fair Use" made at the Some Modest Proposals 03 Conference in Fair Use and Fee Shifting and adds a suggestion that the proposal needs to be given teeth by tying the payment of attorneys feed to the process. A reason to let your associates get sleep from Davit Lat at Above the Law. Mike Madison at madisonian.net reports in IP and Insurance on a breakthrough partnership among insurers, the Standford Fair Use Project and a network of practitioners willing to discount their rates to documentary filmmakers to lower the cost of insurance for documentary filmmakers who rely on fair use doctrine for portions of their content. Lessig Blog has additional details of the announcement. This week Eugene Volokh notes that Ohioans are presumptively protected from being fired for off employer property (and presumably off duty and lawful) possession of guns. The decision in Plona v. UPS involved the termination of a UPS employee who was found to have a handgun in his vehicle wile at work. The gun was disassembled, unloaded and locked in his care in a public access parking lot used by UPS employees and customers of UPS. The court held that the public policy permitting Ohio citizens the right to bear arms under the Ohio constitution was enough to form the basis of a wrongful termination claim. More on the Second Amendment from Jacob Sullum who notes that the FAA has revised its thinking on its justification for its ban on carrying firearms aboard spaceships. My Hosting Blawg Review #97 post mentioned Kevin O'Keefe's post about the term "blawg" and the fact that it is still facing an uphill road at being recognized and understood. The post relates that Wikipedia editors have again dropped the term "blawg" (but, Blawging is still listed but redirets to Blog). Another Wikipedia term that I have referenced in the past has also been dropped by the Wikipedia editors -- Live Web. Hmmmm . . . is a Wiki-conspira-edia going on? David A. Giacalone at f/k/a says, "move over Anonymous Lawyer," and suggests I introduce Blawg Review readers to BabyBarista, an anonymously written account of the "pupillage" of a pupile barrister in London. May I suggest TidySum and Scandal. At shlep Giacalone provides a link to Babysitting and the Law in his post about when can you leave your children at home? In SOX Slaps Lawyers Leon Gettler looks at the tough rules of Sarbanes-Oxley the the impact on attorneys. Suddenly lawyers are going down like nine pins because of the crackdown on backdating. Likewise, the Wired GC discusses how the perceptions of the general counsel's responsibility are changing in the wake of the backdating scandals. Ann Althouse considers the wisdom of Eric Alterman's passing suggestion that the blogosphere needs a council of bloggers to police what's being said on the most controversial subjects. Kaimipono Wenger at Concurring Opinions looks at Anna Nicole Smith's will as a real-life law school exam. That's all for this edition. Blawg Review has information about next week's host, and instructions how to get your blawg posts reviewed in upcoming issues. Tags: blawgreview, Blog, blawg cheap oem software buy software

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PORTLAND, Ore.--(BUSINESS WIRE)--Jan. 31, 2005--Providence Health Plan and The Partners Group, one of Oregon's largest independent benefit consulting firms, today announced a new insurance plan to address one of the most significant concerns of businesses today -- escalating health care costs. After three years in research and development, the two companies are launching Dependent Solutions(SM), the first group insurance plan designed to address the high cost of dependent health care for children and spouses of employees. The plan ensures basic coverage while helping families save as much as $250 a month. It's available for the first time to Oregon businesses through The Partners Group. "With premiums rising an average of 12-15 percent annually, one of the most costly benefits is coverage for dependents," said Rod Cruickshank, president of The Partners Group. "While most employers pay the majority if not the full premium for employee health care benefits, they're forced to pass on the cost of dependent coverage. For an average family, the monthly expense can exceed $500." The typical monthly dependent care premium can force dependents off company plans in search of less expensive individual coverage. Often healthy dependents looking for the cheapest option settle for catastrophic coverage, which ensures benefits only for significant health emergencies. Unlike a traditional plan, this option includes high deductibles with no preventative care or prescription coverage. "People deserve better -- and more affordable -- coverage," said Jack Friedman, chief executive, Providence Health Plan. "Together with The Partners Group, we were able to develop a plan that allows dependents to be covered at a level that is more affordable without sacrificing the basic elements of a solid health plan. It's a breakthrough for the industry -- the first effective attempt to curb premiums for a targeted group of people." To keep costs low, Dependent Solutions raises deductible limits but does so without sacrificing coverage, ensuring competitive medical and prescription drug benefits for employees' spouses and children. It also enables families to stay within the same health insurance company, eliminating the hassle of finding alternative individual coverage. The plan is available exclusively through The Partners Group in 2005 to large employers (51+ employees) located in the Providence Health Plan service area in Oregon. cheap oem software buy software

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Some of the headlines behind today's links: Beat Alzheimer's with exercise Low-level exercise delays heart failure, markedly extends lives, even with hypertension Uncontrolled high blood pressure means more cognitive problems in old age Alagebrium may prevent arterial aging in patients with systolic hypertension 'Survival' genes hold key to healthy brains in babies and the elderly Federal Government Begins Pandemic Planning with States Older Workers: Labor Can Help Employers and Employees Plan Better for the Future Employer-Backed Health Care Is Here to Stay, for Lack of a Better Choice Sales of Impotence Drugs Fall, Defying Expectations In Appalachia, senior citizens charged with selling [prescription] drugs Republicans Find They Have to Sell Drug Benefit Plan Telephone Doctors Worry Medical Industry Professor Loses Weight With No-Diet Diet Scott buy software cheap oem software

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Experience: 0 - 4 Years Location: Visakhapatnam Education: UG - Any Graduate - Any Specialization PG - Any PG Course - Any Specialization Industry Type: Recruitment/ Employment Firm Functional Area: HR / Administration, IR Job Description: 1. Read and understand job descriptions and verbal instructions, both in English 2. Source candidate resumes and candidate information using various, internet sources; e.g. search engines, referrals, networking, etc. 3. Create internet search strings based on the job descriptions in order to locate appropriate resumes, candidates and leads 4. Find, read, and assess candidate resumes on various public and in-house resume databases 5. Develop a pipeline of candidates through job board searches using key words, Boolean search, and agent search 6. Upload resumes by job family and other mandatory fields (i.e. name, title) into Applicant Tracking System Communicate with US counterparts. Desired Candidate Profile: Desired Profile: 1. Excellent English communication skills: spoken and written 2. Ability to use MS office, e-mail and internet tools effectively 3. Experience: 0-4 yrs experience 4. Proficient computer skills and with experience in data mining and internet research Company Profile: Kenexa (NASDAQ: KNXA), founded in 1987, is a leading end-to-end provider of software, proprietary content, services and process outsourcing that enable organizations to more effectively recruit and retain employees. Kenexa employs more than 1,300 people in the U.S., Canada, UK, Germany, The Netherlands, Taiwan, Hong Kong, Singapore, Malaysia, Australia and India. Kenexa has a client list of nearly 3,000 customers, which vary in size and industry, and include 160 of the Fortune 500 and half of the Dow 30. Kenexa brings the most powerful and state of-the-art technology available to the world of Human Capital Management. Whether it's the latest research applications, vast database hosting capabilities, cutting-edge web and software product development or talent acquisition and employee performance management solutions, our ability to bring the best technology has made us a leader in the HCM industry. Kenexa has a history of growth. The space our company occupies is rapidly growing, with a growth rate of about 15-20% a year. Kenexa's products and services help fit people into jobs that match their skills and abilities and create a working environment that is nurturing and encourages growth and development. Everyone who works for Kenexa has the opportunity to navigate their own careers and professional growth. We, as an organization, are committed to rewarding our employees' performance. Continuous learning is valued at Kenexa. This allows employees to learn about cutting-edge technologies that may be applied to Kenexa's services and solutions. Kenexa-Vizag Vision Vishakapattanam is the fifth-fastest growing Industrial metropolis in the Asian subcontinent. Vizag is soon to be the next IT destination. Kenexa's vision for Vizag is to become the hub of innovation and intellectual space. Kenexa's new state-of-the-art Vizag facility is spread across 25 acres on the picturesque Rushi Konda Hill, with amazing amenities coming, such as a research lab, library, full- cafeteria, gymnasium, auditorium, game room, entertainment room, concierge services, transportation services and so much more. Kenexa-Vizag will be a key component for growth, research and developmenta place for people to come to think and innovate. Contact Details Company Name: Kenexa Website: http://www.kenexa.com Executive Name: Mr. Srinivas Address: Not Mentioned Telephone: Not Mentioned Keywords: MS office, internet sources, search engines Reference ID: 31067 If you want to receive job announcements in your e-mail on a daily basis, please send a message to 101globaljobs-subscribe@yahoogroups.com. Read more! cheap oem software buy software

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