The Amplifier - v. 6, no. 5

In this issue...Civil Service Commission, Dr. R. Byron Bird, Y.M.C.A., Library-Museum Hall, international Club, U.S. Air Force, Butte Civic Center Orchestra

Reliabilität von retrospektiven Berufsverlaufsdaten. Ein Vergleich zwischen dem öffentlichen Dienst und der Privatwirtschaft anhand von Panel-Daten

Im vorliegenden Beitrag wird die Zuverlässigkeit retrospektiver Angaben der Befragten zu beruflichen Tätigkeiten in ihrem Berufsverlauf untersucht. Insbesondere ist ausgehend von einem Befund von De Graaf und Wegener (1989) zu klären, ob generell Beschäftigte des öffentlichen Dienstes ihren Berufsverlauf unzuverlässiger erinnern als Staatsbeschäftigte. Es wird davon ausgegangen, dass gerade Beamte aufgrund der institutionellen Besonderheiten ihrer Beschäftigung größere Schwierigkeiten haben, ihren Berufsverlauf konsistent zu rekonstruieren als andere Befragte. Empirische Analysen von Panel-Daten erhärten diese Vermutung, was die Anzahl der beruflichen Tätigkeiten anbelangt. Jedoch machen Beamte zu anderen Attributen ihres Berufsverlaufs ebenso zuverlässige Angaben wie andere Befragte auch. Diese beamtenspezifischen Erinnerungsprobleme sind bei zukünftigen Erhebungen mittels ereignisorientierter Befragungsinstrumente zu berücksichtigen.

A proposal for a model-based approach for adapting software configuration to runtime environments

Las metodologías de desarrollo ágiles han sufrido un gran auge en entornos industriales durante los últimos años debido a la rapidez y fiabilidad de los procesos de desarrollo que proponen. La filosofía DevOps y específicamente las metodologías derivadas de ella como Continuous Delivery o Continuous Deployment promueven la gestión completamente automatizada del ciclo de vida de las aplicaciones, desde el código fuente a las aplicaciones ejecutándose en entornos de producción. La automatización se ve como un medio para producir procesos repetibles, fiables y rápidos. Sin embargo, no todas las partes de las metodologías Continuous están completamente automatizadas. En particular, la gestión de la configuración de los parámetros de ejecución es un problema que ha sido acrecentado por la elasticidad y escalabilidad que proporcionan las tecnologías de computación en la nube. La mayoría de las herramientas de despliegue actuales pueden automatizar el despliegue de la configuración de parámetros de ejecución, pero no ofrecen soporte a la hora de fijar esos parámetros o de validar los ficheros que despliegan, principalmente debido al gran abanico de opciones de configuración y el hecho de que el valor de muchos de esos parámetros es fijado en base a preferencias expresadas por el usuario. Esto hecho hace que pueda parecer que cualquier solución al problema debe estar ajustada a una aplicación específica en lugar de ofrecer una solución general. Con el objetivo de solucionar este problema, propongo un modelo de configuración que puede ser inferido a partir de instancias de configuración existentes y que puede reflejar las preferencias de los usuarios para ser usado para facilitar los procesos de configuración. El modelo de configuración puede ser usado como la base de un proceso de configuración interactivo capaz de guiar a un operador humano a través de la configuración de una aplicación para su despliegue en un entorno determinado o para detectar cambios de configuración automáticamente y producir una configuración válida que se ajuste a esos cambios. Además, el modelo de configuración debería ser gestionado como si se tratase de cualquier otro artefacto software y debería ser incorporado a las prácticas de gestión habituales. Por eso también propongo un modelo de gestión de servicios que incluya información relativa a la configuración de parámetros de ejecución y que además es capaz de describir y gestionar propuestas arquitectónicas actuales tales como los arquitecturas de microservicios. ABSTRACT Agile development methodologies have risen in popularity within the industry in recent years due to the speed and reliability of the processes they propose. The DevOps philosophy and specifically the methodologies derived from it such as Continuous Delivery and Continuous Deployment push for a totally automated management of the application lifecycle, from the source code to the software running in production environment. Automation in this regard is used as a means to produce repeatable, reliable and fast processes. However, not all parts of the Continuous methodologies are completely automatized. In particular, management of runtime parameter configuration is a problem that has increased its impact in deployment process due to the scalability and elasticity provided by cloud technologies. Most deployment tools nowadays can automate the deployment of runtime parameter configuration, but they offer no support for parameter setting o configuration validation, as the range of different configuration options and the fact that the value of many of those parameters is based on user preference seems to imply that any solution to the problem will have to be tailored to a specific application. With the aim to solve this problem I propose a configuration model that can be inferred from existing configurations and reflect user preferences in order to ease the configuration process. The configuration model can be used as the base of an interactive configuration process capable of guiding a human operator through the configuration of an application for its deployment in a specific environment or to automatically detect configuration changes and produce valid runtime parameter configurations that take into account those changes. Additionally, the configuration model should be managed as any other software artefact and should be incorporated into current management practices. I also propose a service management model that includes the configuration information and that is able to describe and manage current architectural practices such as the microservices architecture.

Regulación y marcos de trabajo para la gestión de sistemas de Tecnologías de la Información

En la actualidad, a través de los sistemas de Tecnologías de la Información (TI) se ofrecen servicios muy diversos que tienen requisitos cada vez más específicos para garantizar su funcionamiento. Con el fin de cumplir dichas garantías, se han estandarizado diferentes normativas, así como marcos de trabajo, también llamadas recomendaciones o manuales de buenas prácticas, que permiten al proveedor de servicios verificar que se cumplen dichos requisitos y ofrecer tanto al cliente final como a la propia organización un servicio de calidad que permita generar valora todas las partes. Con la aplicación de dichas recomendaciones y normativas, las empresas y Administraciones Públicas garantizan que los servicios telemáticos que ofrecen, cumplen estándares de calidad permitiendo así ofrecer al usuario final una plataforma estable y adecuada al servicio prestado. Dichas normas y marcos hacen referencia tanto al servicio TI propiamente dicho como al propio sistema de gestión del servicio TI, de tal forma que, a través de una operación adecuada del sistema que gestiona el servicio, podemos hacer que dicho servicio esté continuamente mejorando. En concreto nos centramos en la norma más empleada, ISO 20000, y en el marco de trabajo o referencia de buenas prácticas, ITIL 2011, con el fin de dar una visión clara de los diferentes procesos, actividades y funciones que ambas definen para generar valor en la empresa a través de los sistemas de TI. Con el fin de ayudar a la comprensión tanto de ITIL como de ISO 20000, se ha desarrollado a modo de ejemplo la implementación tanto de ITIL inicialmente y luego ISO 20000 sobre de un servicio que ya está en funcionamiento definiendo para cada una de las cinco fases del ciclo de vida que, tanto en la norma como en el marco se utilizan, los procesos y funciones necesarias para su implementación, y su posterior revisión. ABSTRACT. Today, we’ve got a lot of different services thanks to Information Technologies (IT) service management: they have increasingly specific requirements to ensure a good operation on the service they support. In order to meet these requirements, it has been released different standardized regulations and frameworks, also called recommendations or good practice guides. They allow the service provider to verify that such requirements are met and offer both to the end customer and to the own organization that manage this system, a quality service that will generate value to both parts. In the end, with the implementation of these recommendations and regulations, companies and public authorities ensure that the telematics services offered meet the quality standards they seek, allowing the end user to offer a stable and appropriate service platform. So these standards and reference frames both implies on the IT service itself and on the IT service management, so that, through proper operation of the parts implied on the process that manages the service, we can offer a better service. In particular we focus on the most widely used standard, ISO 20000, and the reference framework or best practices, ITIL 2011, in order to give a clear overview of the different processes, activities and functions that define both to create value in the company through IT service management. To help the understanding of both ITIL and ISO 20000, it has been developed an example of an ITIL and then ISO 20000 implementation on a service that is already in operation defining for each of the five phases of the life cycle, both in the standard as used in the context, processes and functions necessary for its implementation, and later review.

How small and medium enterprises can begin their implementation of ITIL?

Sequencing of Information Technology Infrastructure Library (ITIL) processes related to their order of implementation is one of the pending issues in the ITIL handbooks. Other frameworks and process models related to service management (e.g., COBIT, COSO and CMMI-SVC) are quite well described in the literature and their handbooks. However, the identifi cation of the fi rst process to be implemented has not been deeply analysed in the previous frameworks and models, and it is also a complex question to answer for organizations, especially Small and Medium Enterprises (SMEs). Moreover, SMEs are the organizations that have the largest presence in the world economy; offi cial data of General Business Directory, show that their range of presence in different countries around the world is between 93% and 99%, and the average of employment contribution is around 60%. Consequently, the improvement of information technology service management is of vital importance to accomplish in this type of enterprises. This research has focused on two surveys that aim at helping SMEs to select the ITIL process by which starting the implementation of ITIL. In the fi rst survey, data were gathered through a questionnaire to SMEs registered in the region of Madrid. The second survey obtained data from experts and enterprises in countries as Spain, Ecuador, Chile, Luxembourg, Colombia, Norway, El Salvador, and Venezuela. Finally, the results of both surveys show that the tendency for starting an ITIL implementation in SMEs points to one of the processes included in the Service Operation.

3.4 United States Supreme Court 1938

Gaines’ legal team, led by Houston, had faith in the justice system of the United States and anticipated getting a fair trial at the federal level. So far, all decisions had occurred in Missouri, a state with a segregated system.The fact that Gaines v Canada had reached the Supreme Court was promising indeed. It was rare that any case involving African-Americans would be considered by the highest court in the land. President Franklin D. Roosevelt had been appointing Justices that were more willing to consider cases concerned with civil rights. On November 9, 1938, the Supreme Court of the United States heard arguments in the Gaines v Canada case. The defense was unmoved by the rude treatment and made their presentation with professionalism and aplomb. Houston’s argument remained steadfast; not only was the state of Missouri’s statute concerning out-of-state tuition for blacks in violation of the 14th Amendment, but the very idea of segregation itself violated the Constitution. William Hogsett, the attorney for the University of Missouri, countered that the school was merely following state laws. The MU legal team was flustered as questions from the bench forced them to correct overstatements regarding Missouri’s “generosity to Negro students”. With crossed fingers and high hopes, the Gaines legal team rested their case and awaited the verdict. Meanwhile, Lloyd Gaines was still in Michigan. Lloyd held a W.P.A. job as a Civil Service Clerk and was in constant contact with his family and attorneys. His mood in his correspondence was hopeful and positive.

1.6 School of Law, Lincoln University

Another dilemma also had to be dealt with; Lloyd Gaines was determined to attend law school, not just anywhere but at the University of Missouri. Shortly after the Supreme Court decision, Lloyd Gaines left his civil service job in Michigan and returned home to St. Louis, arriving on New Year’s Eve, 1938. In the meantime, to pay his bills, he took a job as a filling station attendant. On January 9, 1939, Gaines spoke to the St. Louis chapter of the NAACP. He told them he stood “ready, willing, and able to enroll at MU.” Gaines later quit his gas station job. He explained to his family that the station owner substituted inferior gas and that he could not, in good conscience, continue to work there. In the meantime, the state Supreme Court sent the Gaines case back to Boone County to determine whether the new law school at Lincoln would comply with the US Supreme Court’s requirement of “substantial equality.”

Informe. Proyecto de ley. Otros trabajos.

At head of title: Ministerio de hacienda. Comision de sueldos.

Minorities and women in state and local governments, 1974 /

Chiefly tables.

Federal affirmative action efforts in mid-America /

Item 288-A

Rules of practice in Hatch act cases.

Mode of access: Internet.

Official register of the United States ...

Biennial, 1879-1923.

1977 census of governments : volume 3, public employment : number 1, employment of major local governments /

Mode of access: Internet.