The Application of IT for Competitive Advantage at Keane, Inc.

2000 ◽  
pp. 24-38
Author(s):  
Mark R. Andrews ◽  
Raymond Papp
Keyword(s):  
Project Management ◽  
The United States ◽  
Class Discussion ◽  
Technology Strategy ◽  
The United Kingdom ◽  
Major Player ◽  
Software Service ◽  
To Come ◽  
Written Assignments ◽  
Business Technology

The Keane Company, founded in 1965 by John F. Keane, has grown from a local software service company into a national firm which has three operating divisions and over 45 branches throughout the United States, Canada and the United Kingdom. Within these operating divisions are multitudes of consulting opportunities, ranging from supplemental staffing, project management and application outsourcing. This case will focus on Keane’s approach to Project Management and how they provide this service to their clients. This includes not only how Keane is hired for Project Management but how they train their clients on how they too can implement the Keane philosophy of Productivity Management. Instead of focusing on any one client of Keane, their overall technology strategy will be highlighted, from their early days through the present to illustrate how Keane has successfully incorporated information technology and Project Management to become a major player in the software service and consulting field. The goal of this case is to provide the student with an example of business-technology strategy in action and allow them to explore future paths that Keane may take based on how they use technology today and in the decade to come. Several discussion questions are included which focus on Keane’s IT strategies and their implementation. These questions can be used to stimulate class discussion or given as written assignments to be handed in.

The Application of IT for Competitive Advantage at Keane, Inc.

2011 ◽  
pp. 16-31 ◽  
Author(s):  
M. R. Andrews ◽  
R. Papp
Keyword(s):  
Project Management ◽  
The United States ◽  
Class Discussion ◽  
Technology Strategy ◽  
The United Kingdom ◽  
Major Player ◽  
Software Service ◽  
To Come ◽  
Written Assignments ◽  
Business Technology

The Keane Company, founded in 1965 by John F. Keane, has grown from a local software service company into a national firm which has three operating divisions and over 45 branches throughout the United States, Canada and the United Kingdom. Within these operating divisions are multitudes of consulting opportunities, ranging from supplemental staffing, project management and application outsourcing. This case will focus on Keane’s approach to project management and how they provide this service to their clients. This includes not only how Keane is hired for Project Management but how they train their clients on how they too can implement the Keane philosophy of productivity management. Instead of focusing on any one client of Keane, their overall technology strategy will be highlighted, from their early days through the present to illustrate how Keane has successfully incorporated information technology and project management to become a major player in the software service and consulting field. The goal of this case is to provide the student with an example of business-technology strategy in action and allow them to explore future paths that Keane may take based on how they use technology today and in the decade to come. Several discussion questions are included which focus on Keane’s IT strategies and their implementation. These questions can be used to stimulate class discussion or given as written assignments to be handed in.

The Application of IT for Competitive Advantage at Keane, Inc.

2000 ◽  
pp. 214-232
Author(s):  
Mark R. Andrews ◽  
Raymond Papp
Keyword(s):  
United States ◽  
Project Management ◽  
The United States ◽  
Technology Strategy ◽  
The United Kingdom ◽  
Major Player ◽  
Software Service ◽  
Productivity Management ◽  
To Come ◽  
Business Technology

The Keane Company, founded in 1965 by John F. Keane, has grown from a local software service company into a national firm which has three operating divisions and over 45 branches throughout the United States, Canada and the United Kingdom. Within these operating divisions are multitudes of consulting opportunities, ranging from supplemental staffing, project management and application outsourcing. This case will focus on Keanes approach to Project Management and how they provide this service to their clients. This includes not only how Keane is hired for Project Management but how they train their clients on how they too can implement the Keane philosophy of Productivity Management. Instead of focusing on any one client of Keane, their overall technology strategy will be highlighted, from their early days through the present to illustrate how Keane has successfully incorporated information technology and Project Management to become a major player in the software service and consulting field. The goal of this case is to provide the student with an example of business-technology strategy in action and allow them to explore future paths that Keane may take based on how they use technology today and in the decade to come.

scholarly journals YouTube: An international platform for sharing methods of cheating

2011 ◽  
Vol 7 (1) ◽  
Author(s):  
Christopher M Seitz ◽  
Muhsin M Orsini ◽  
Meredith R Gringle
Keyword(s):  
United States ◽  
High School ◽  
The United States ◽  
Instructional Videos ◽  
Video Sharing ◽  
The United Kingdom ◽  
The World ◽  
Traditional Technologies ◽  
Written Assignments ◽  
Age Range

This study investigated the video sharing website www.youtube.com for the presence of instructional videos that teach students how to cheat on academic work. Videos were analysed to determine the methods of cheating, the popularity of the videos, the demographics of viewers and those uploading the videos, and the opinions of viewers after watching these types of videos. A total of 43 videos were included in this study. Those featured in the videos taught viewers how to cheat on exams, homework, and written assignments using modern and traditional technologies. The far majority of those featured in the videos, and their viewers, were males within the age range of those who attend middle school, high school, and college. Videos were watched by people from several different nations, including the United States (US), Canada, Australia, India, and the United Kingdom (UK). The study's results suggest that instructional cheating videos are popular among students around the world. Positive viewer feedback indicates that the videos have educated and motivated students to put the methods of cheating found in the videos to use. Educators should consider YouTube as a resource in order to become familiar with various methods of cheating.

Secretariat

1950 ◽  
Vol 4 (1) ◽  
pp. 121-122
Keyword(s):  
The United States ◽  
Secretary General ◽  
General Assembly ◽  
Administrative Practices ◽  
Staff Members ◽  
The United Kingdom ◽  
Draft Statute ◽  
To Come ◽  
Disciplinary Committee ◽  
Administrative Tribunal

Establishment of an Administrative Tribunal: On November 8, 1949, the administrative and budgetary committee of the General Assembly recommended establishment of an administrative tribunal for the Secretariat to come into force on January 1, 1950. Discussion in the committee was based on a report of the Secretary-General proposing the discontinuance of the Appeals Board. The representative of Belgium (Lebeau) favored creation of the tribunal but urged the continuance of the Appeals Board to handle disciplinary measures. Iran, Poland, Netherlands, New Zealand, Philippines, and Yugoslavia supported this view; the United Kingdom and the United States suggested postponing the question of an administrative tribunal. The chairman of the Staff Committee (Epstein) expressed the view that the joint disciplinary committee proposed by the Secretary-General to replace the Appeals Board did not fulfill the rights guaranteed by the provisional staff regulations. After consultation the Secretary-General and the Staff Committee agreed upon a revised draft statute, subsequently approved by the administrative committee, which provided for internal appeals machinery to advise the Secretary-General in disciplinary as well as contractual cases, and on administrative practices. The administrative tribunal was not to have jurisdiction in disciplinary cases but was to pass judgment upon applications from staff members alleging non-observance of contracts on terms of appointment.

The History and Growth of Judicial Review, Volume 2

2021 ◽  
Author(s):  
Steven Gow Calabresi
Keyword(s):  
Judicial Review ◽  
Common Law ◽  
Civil Law ◽  
The United States ◽  
The European Union ◽  
The United Kingdom ◽  
Positive Account ◽  
Court Of Justice ◽  
European Court ◽  
To Come

This second volume builds on the story of Volume I as to the origins and growth of judicial review in the key G-20 constitutional democracies, which include the United States, the United Kingdom, France, Germany, Japan, Italy, India, Canada, Australia, South Korea, Brazil, South Africa, Indonesia, Mexico, and the European Union. In addition to discussing the judicial review systems of the major civil law countries in this Volume, I also discuss the birth and growth in power of the European Court of Justice and of the European Court of Human Rights, both of which hear cases ffrom common law as well as civil law countries. This Volume considers the four major theories that help to explain the origins of judicial review, which I discussed as to common law countries. Volume II identifies which theories of the origination and growth in power of judicial review apply best in the various countries discussed. Volume II considers not only what gives rise to judicial review originally, but also what leads to the growth of judicial power over time. My positive account of what causes the birth and growth of judicial review in so many very different countries over such a long period of time may have normative implications for those constitution writers who want a strong form of judicial review to come into being.

Preventive Pediatrics: The Promise and the Peril

PEDIATRICS ◽  
1987 ◽  
Vol 80 (3) ◽  
pp. 415-422
Author(s):  
Leon Eisenberg
Keyword(s):  
Government Policy ◽  
Premature Death ◽  
The United States ◽  
Primary Motivation ◽  
Medical Specialists ◽  
The United Kingdom ◽  
The Us ◽  
To Come ◽  
Primary Focus ◽  
Do So

I was deeply honored to have been invited by the Canadian Paediatric Society to serve as its 18th Queen Elizabeth II Lecturer. Even as I relished the honor, I found it daunting, given the distinction of my predecessors. Having considered at length how best to respond, I chose to address prevention, a field with which pediatrics has been concerned since its inception as a specialty. Although the commitment of pediatrics to disease prevention has been unswerving, the diseases that have been the target of its efforts have necessarily changed as the distribution of disease in the population has changed and as scientific advances have created new opportunities for intervention. What pediatricians were once almost alone among medical specialists in emphasizing has now become the target of government policy in Canada,1 the United States,2 and the United Kingdom.3 This, however, is not quite the triumph it may seem. Physicians who advocate prevention do so in the hope of avoiding unnecessary suffering and premature death for their patients. Politicians who do so may not be unmindful of these goals, but their primary motivation is controlling the costs of medical care. The US Forward Plan for Health2 was unabashed about it: "the primary focus of our program is a major attack on cost escalation." The differences in motivation between physicians and politicians have important consequences for health policy, consequences that imperil the promise of prevention. Let me, then, begin with a few words of history, move on to the promise of preventive pediatrics in the years to come, and conclude by discussing the hazards associated with the use of prevention as a political rather than a medical slogan.

A Comparison of Four Premier Academic Law Libraries in the United States and the United Kingdom: The Findings of a Valuable International Placement

2003 ◽  
Vol 31 (3) ◽  
pp. 520-534
Author(s):  
David Gee
Keyword(s):  
United States ◽  
New York ◽  
The United States ◽  
Law School ◽  
Columbia University ◽  
New York University ◽  
Central Park ◽  
Perpetual Motion ◽  
The United Kingdom ◽  
To Come

Every night for ten nights last May, I returned to room 128 in the Westside YMCA (West 63rd Street, New York City — just off Central Park) armed with more behind the scenes insights, professional secrets and first hand accounts of US law library operation and management than one slim A5 notebook could hope to hold. I was fortunate to be in the United States on a two-week placement at Columbia University, visiting some of America's great law libraries — the law school libraries of Columbia itself, New York University and Yale University. Each morning after an orange juice, toasted cream cheese bagel and cappuccino, I would head out with the commuters to join the subway at Columbus Circle — uptown for Columbia or downtown for NYU. Every evening I would admire the energy of the mostly silver-haired athletes in brightly colored lycra returning to the Westside “Y” after numerous circuits of the Jackie “O” reservoir on the upper east side of Central Park. The park is 843 acres of creative space bound by impressive hotels, apartment blocks and the streets of Harlem. In May it is in perpetual motion from dawn to dusk with joggers, roller-bladers and cyclists weaving their way around the trees, fountains and numerous statues. Indeed it appears to be a huge magic garden, complete with beautiful street lamps that seem to come from C.S. Lewis's Narnia — another world, like the City itself, at once familiar and fascinatingly different.

scholarly journals Religious Education and the Challenge of Modernity

ICR Journal ◽  
2010 ◽  
Vol 1 (4) ◽  
pp. 713-716
Author(s):  
Tengku Ahmad Hazri
Keyword(s):  
United States ◽  
Religious Education ◽  
The United States ◽  
Spiritual Needs ◽  
George Washington ◽  
Modern Education ◽  
The United Kingdom ◽  
Education Today ◽  
To Come ◽  
Muslim Religiosity

Religious education today confronts modernity in more complex ways than is readily acknowledged. The flourishing of Islamic educational establishments in the West - the newly-founded Cambridge Muslim College in the United Kingdom and Zaytuna College in the United States come to mind - inevitably raises fundamental questions pertaining to Muslim religiosity. The survival of religious education distinct from the modern one is, so the criticism goes, suggestive of the failure of Islam to come to terms with modernity, as it clings resiliently to the relic of a bygone era. At the other end of the spectrum, Muslims often express their dismay at the failure of modern education to address their spiritual needs. It was Seyyed Hossein Nasr (b. 1933) - Professor of Islamic Studies at George Washington University in the United States, one of the world’s foremost Islamic philosophers and a renowned scholar of comparative religion – who once lamented over the ease with which modern education instils doubt in the faith of the Muslims. Is reconciliation then possible? We think in the affirmative, and the solution is to be found by inquiring into the philosophical underpinnings that support these systems.  

Organizing: Should the Employer Have a Say?

2016 ◽  
Vol 17 (1) ◽  
Author(s):  
Pnina Alon-Shenker ◽  
Guy Davidov
Keyword(s):  
Real Life ◽  
Freedom Of Speech ◽  
The United States ◽  
Relative Strength ◽  
Freedom Of Association ◽  
The United Kingdom ◽  
The Supreme Court ◽  
Current Context ◽  
To Come ◽  
Current Experience

Israeli courts were recently faced with the question whether an employer is allowed to voice objections to unionization during an organizing drive. Since the legislation fails to provide an answer to this question, it was up to the courts to come up with a solution. The National Labor Court in Histadrut v. Pelephone held that employers have no say and must refrain from any communications whatsoever with the workers regarding the decision whether or not to join the union. The Supreme Court later affirmed this decision. This Article explores this legal question and examines whether this decision was justified, and whether it should be adopted in other countries as well. It first discusses the justifications for the conflicting freedoms in this scenario — the workers’ freedom of association and the employer’s freedom of speech — to appreciate their relative strength in the circumstances. It then examines whether it is possible to achieve a certain balance. To this end, the Article critically reviews the legal mechanisms adopted by other legal jurisdictions (the United States, Canada and the United Kingdom) in this regard, shedding light on their effectiveness and the difficulties of organizing in practice in each jurisdiction. The main argument advanced in this Article is that the solution has to be purposive — to advance the goals of labor law, specifically freedom of association — and that the purposive analysis must be contextual. A rule prohibiting the employer from voicing opinions is surely an infringement of freedom of speech, and strong reasons are needed to justify it. Whether strong enough reasons exist depends on several contextual factors. Essentially, the question is whether it is possible, given the current context, to secure real freedom of association without such a rule. By context we mean two main things: first, the real-life current experience concerning the struggles of organizing; and second, the existence of alternative legal mechanisms that might address this problem.

International Refugee Organization

1947 ◽  
Vol 1 (2) ◽  
pp. 359-360
Keyword(s):  
United States ◽  
The Netherlands ◽  
Dominican Republic ◽  
United Nations ◽  
The United States ◽  
General Assembly ◽  
United Nations General ◽  
The United Kingdom ◽  
United Nations General Assembly ◽  
To Come

In December 1946, the United Nations General Assembly voted to submit to member countries the draft constitution of the International Refugee Organization, the provisions of which stipulated that the IRO was to come into existence after acceptance by fifteen countries, whose contributions would provide at least 75 per cent of its operational budget. By February, 1947, eleven governments had signed the Constitution, pending subsequent ratification for effective participation: Canada, Dominican Republic, France, Guatemala, Honduras, Liberia, the Netherlands, Norway, the Philippine Republic, the United Kingdom and the United States.

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