Missions :
Définir les besoins des clients ;
Définir les périmètres de surveillance, les sources et les techniques à mettre en œuvre, paramétrer les outils de veille ;
Collecter, traiter et diffuser les informations spécifiques aux domaines d’intervention de la mission : électronique (photonique, réseaux sécurisés, microondes, domotique), TIC, design d’interface numérique, eau – environnement – énergie, biotechnologies notamment ;
Participer à des actions de sensibilisation de l'environnement économique à l'intelligence économique et la veille ;
Assurer le rôle de correspondant sécurité économique pour un pôle de compétitivité ;
Contribuer à la communication sur l'intelligence économique et les actions de la mission ;
Structurer et planifier les projets.

Profil :
De formation supérieure économique avec une spécialisation niveau master 2 minimum en intelligence économique, en veille ou en management de l'information, une première expérience professionnelle significative sur une fonction similaire serait appréciée.

Vous maîtrisez obligatoirement les outils bureautiques ainsi que les méthodes, outils et techniques de recherche, collecte, traitement et capitalisation de l'information.

Anglais impératif
CDI - Salaire selon expérience
Date limite de dépôt des candidatures : 15 septembre 2008.

Candidature à adresser à :
Limousin Expansion
Mission Information et Intelligence Economiques
Immeuble Cassiopée
Parc d’Ester
26 rue Atlantis
87069 Limoges cedex

recrute@limousin-expansion.fr

We've been writing this blog for a year now, with a total of 83 posts so far.

It's been a very positive experience.  We've had clients tell us "the reason we hired your firm was because of your blog". And we've gotten lots of great feedback from our partners (Oracle, IBM, SAP, Initiate Systems and Siperian).

What we've tried to do is to write for people who are new to Master Data Management (MDM) and looking for basic information (like "Useful Definitions for MDM","Five Essential Elements of MDM" and "Ten Best Practices for Master Data Management").

But we've also tried to cover more advanced topics too (such as "Master Data Management and the Art of Politics", "The Key Requirement in Choosing a Product MDM Hub", and "Data Governance Critical to MDM Success").

We thought that by presenting a mix of basic and advanced topics, and highlighting key milestones in the development of the firm, we could keep your interest, and hopefully keep you coming back.

The numbers tell a good story.  We've had a total of 8,100 hits in the past year, with an average of 32 hits per day (over the last 30 days), 200 hits per week and 835 per month (over the last 6 months).

Our "Top 10" posts have been:

1. Ten Best Practices for Master Data Management
2. Our MDM Partnership Strategy
3. How Master Data Management is Similar to ERP
4. Different Styles of MDM Hub
5. Metadata and Master Data Management
6. Five Essential Elements of MDM
7. Critical Data Quality Questions
8. The Key Requirement in Choosing a Product MDM Hub
9. Master Data Management and the Art of Politics
10. MDM Business Case Creation & ROI Analysis

We get most of our traffic from our web site at www.hubdesigns.com (there's a prominent "Blog" link there), and from the "Master Data Management" and "Customer Data Integration" tags at WordPress.com.  We also get a fair amount from Google Reader, My Yahoo, and my LinkedIn profile.

Our Top 10 search terms that people are using to get to the blog are: "Hub Solution Designs", "Dan Power", "Gaurav Arora", "data quality questions", "MDM vendors", "Master Data Management best practices", "critical to quality", "Oracle MDM", "ERP and MDM" and "Master Data best practices".

We've tried to keep the blog vendor-neutral, and have resisted the temptation (so far at least) to accept any form of advertising.

In the coming year, we're looking forward to more in-depth coverage of the leading MDM and data quality platforms, more insights gleaned from working with our clients, more pointers to other places where our writing appears (like my monthly column in the online edition of DM Review), and continuing to try to break new ground and be thought leaders on MDM.

If there's anything in particular you'd like to see us cover here, please let us know via a comment. It's been an honor to write for you over the past year, and we'll work hard to make this a useful resource for you in the coming year.

• Planes de estudio. Habilitación profesional.— Orden CIN/2134/2008, de 3 de julio, por la que se establecen los requisitos para la verificación de los títulos universitarios oficiales que habiliten para el ejercicio de la profesión de Enfermero.
  • Más... (2008/12388)
  • PDF (2008/12388; 4 págs. - 57 KB.)
• Orden CIN/2135/2008, de 3 de julio, por la que se establecen los requisitos para la verificación de los títulos universitarios oficiales que habiliten para el ejercicio de la profesión de Fisioterapeuta.
  • Más... (2008/12389)
  • PDF (2008/12389; 4 págs. - 52 KB.)
• Orden CIN/2136/2008, de 3 de julio, por la que se establecen los requisitos para la verificación de los títulos universitarios oficiales que habiliten para el ejercicio de la profesión de Dentista.
  • Más... (2008/12390)
  • PDF (2008/12390; 6 págs. - 79 KB.)
• Orden CIN/2137/2008, de 3 de julio, por la que se establecen los requisitos para la verificación de los títulos universitarios oficiales que habiliten para el ejercicio de la profesión de Farmacéutico.
  • Más... (2008/12391)
  • PDF (2008/12391; 4 págs. - 63 KB.)

• Resolución del Órgano de Contratación del Consejo Superior de Investigaciones Científicas, por la que se anuncia procedimiento abierto 1431/08, para la adjudicación del contrato de obras de reforma de instalación eléctrica y climatización en el Centro de Física Miguel A. Catalán, en Madrid.
  • Más... (2008/174017)
  • PDF (2008/174017; 2 págs. - 48 KB.)
• Resolución del Órgano de Contratación del Consejo Superior de Investigaciones Científicas, por la que se anuncia procedimiento abierto 1437/08, para la adjudicación del contrato de Obras de ampliación y acondicionamiento del edificio principal en la Unidad de Nutrición Animal, de la Estación Experimental del Zaidín, en Armilla (Granada).
  • Más... (2008/174018)
  • PDF (2008/174018; 1 págs. - 40 KB.)
• Corrección de error en la Resolución del Órgano de Contratación del Consejo Superior de Investigaciones Científicas, por la que se anuncia procedimiento abierto 1397/08, para la adjudicación del contrato de obras de remodelación de cámaras en sótano del edificio de laboratorios del Instituto del Frío, en Madrid.
  • Más... (2008/174019)
  • PDF (2008/174019; 1 págs. - 40 KB.)

Administración local:

• Anuncio de la Resolución del Instituto Municipal para el Empleo y la Promoción Económica de Alcorcón, IMEPE-ALCORCÓN, por la que se convoca concurso para la contratación del servicio de «Gestión del Centro de Difusión a la Innovación (CDI)».
• Más... (2008/174038)
• PDF (2008/174038; 1 págs. - 36 KB.)

Riders, though unmounted, are dressed for awards. As usual, dogs are running free throughout the festivities. The light is liquid and golden, rimming presenters and winners against the backdrop of the ancient stone walls.

Below the castle walls, on the edge of the track and cross country course, another scene is unfolding - literally. Two hot air balloons are being inflated. This is a Pompadour tradition: the winners get to go on a "montgolfier" ride above the Limousin countryside. And coolest thing of all, I get to go with them!

Off we go, our official photographer Bruno Villair in one balloon, me in the other with riders Anna Campanella from Italy and Vicky Smits-Vanderhasselt from Belgium. The view was amazing... I'll just let you enjoy the photos.

We landed softly in a field beside a small group of houses. Because it was a warm summer Friday evening, everyone in the neighborhood was out in their yards, watching our approach. Apparently the balloons land here often, because familiar greetings were called up to us as we descended. When two women in shadbelly coats, white breeches and tall boots emerged from the gondola, to me it was so out of place that it looked as if aliens had landed. But the locals just came out with their children and their dogs and greeted us as if everything was normal. Just another Friday evening in Pompadour.

Here's a quick excerpt from my latest "MDM Insights" column in DM Review.

It’s a long journey from the first efforts of “customer cleanup” to a full-fledged data governance program. But that’s where many companies start. They gradually accept that there are issues with their customer data such as:

• A lack of consistently applied standards and controls,
• Problems arising from conversion of customer data from acquired companies,
• Lack of ownership of customer data,
• Invalid addresses leading to undelivered and returned mail or
• Customer service problems caused by large numbers of duplicate and inaccurate records.

So they form a committee, hire a consulting firm, and involve their internal IT folks. That’s a great start, but it’s important to realize that this is not a once-and-done project.

Click on "From Customer Cleanup to Data Governance" to continue reading.

And please let us know your thoughts by commenting here ...

Directement rattaché au Président, vous avez en charge la conception et le déploiement de méthodes de recherche et d’analyse de l’information stratégique, tant en interne qu’auprès de nos clients.

Le détail des missions est disponible sur la bourse de l'emploi du Leem.

Directement rattaché au Directeur R&D, vous êtes l'interlocuteur privilégié des équipes marketing/éditoriales pour développer et diffuser les données de veille/innovation nécessaires à la création des collections et des offres commerciales.
Guidé par le Directeur de la R&D, vous assistez aux principaux salons et conférences mondiaux. Vous suivez les sources d'informations spécialisées et développez votre réseau relationnel à l'échelle internationale.

Pour en savoir plus, rendez-vous sur leur site recrutement.

Azuri não esconde o pessimismo com o cenário econômico global de curto prazo. Para ele, a alta da inflação é a segunda parte da crise, que começou em agosto do ano passado com as hipotecas de alto risco americanas. "O Brasil ficou seis meses incólume graças à balança comercial e à alta das commodities, mas agora a crise tem a ver com os mercados emergentes e com o país", afirma. A avaliação da gestora é que os emergentes estavam crescendo acima do seu potencial, o que levou à alta das commodities, mas agora isso bateu na inflação e seu combate deve levar a uma desaceleração global em 2009. Nesse cenário, o melhor, diz Azuri, é ficar fora de bolsa, e arriscar pouco em renda fixa, pois não se sabe até onde o Banco Central brasileiro vai puxar as taxas para segurar a inflação. "A hora é de reduzir risco".

French horse named Twister wins the Prix St George.

French fan standing near in gate starts to wave the French flag, a la that scene in "Les Miserables", during victory lap.

French horse, leading victory lap, sees flag and Twister ... twists.

DM Review magazine has an excellent e-book on "Best Practices in Master Data Management", with a cover story on "Project Management Challenges with a Changing Landscape" by Hub Solution Designs.

You can access it at http://sm.ebookhost.net/dmr/mdm/1/ or http://sm.ebookhost.net/dmr/mdm/1/ebook/1/allcontent.pdf.

Our article begins on page 4.

Please let us know what you think by commenting here.

Vous assurez le management et l'animation de l'équipe, la gestion administrative de l'unité et le suivi du budget, la promotion de votre activité, principalement à l'intérieur du CEA, mais aussi à l'externe en recherchant les synergies et la mutualisation possibles avec les équipes externes locales et avec les équipes internes au niveau national CEA. Vous êtes responsable du choix et de l'upgrade des outils de veille nécessaires à la bonne conduite de votre activité, avez en charge la responsabilité d'un portefeuille de clients internes, laboratoires du CEA/ LETI pour lesquels vous assurerez la mission de collecte et analyse d'information et économique et scientifique.

Pour plus d'infos sur les missions, rendez-vous sur l'Apec.

[googlevideo=http://video.google.co.uk/videoplay?docid=-4576154575407650292]

It is difficult for me to know where to begin peeling away the layers of misinformation the BBC peddled to their audience in last weeks expose on the Collapse of Building 7 of the World Trade Center in New York. There are so many people out there grinding away at the production, I don't feel the need to repeat what they have already done with journeyman-like effectiveness. So far I have read Alex Jones' and Jon Gold's and they are right on the money with many references and videos to back up their claims. Its good work and I link you to them in hopes that you take the time to read them.

Yet there is something that I have yet to see addressed that I feel is crucial to exposing the overall lack of trustworthiness of the piece. And there is another related aspect of it, that I feel may in fact, be almost an unintended admission, of sorts.

So, I feel I should jump in as well and put my two-cent worth into the pot.

At issue? Mark Loizeaux' direct misrepresentation of fact and Peter Hayden's uncanny admission.

I have to admit that I have been studying a little on the process of controlled demolition. A theory that I have been working on, that I submitted here, a month ago, led me to CDI, Mark Loizeaux's family company.

It's impossible to look into the process of controlled demolition without eventually turning pages on the CDI website. They wrote the book. I mean they really wrote the book. Mark's father is credited with creating the process and the business itself. So these guys know a thing or two about bringing buildings down in a hurry.

Now in all fairness, the BBC piece did cover the fact that CDI has been suspect in the controlled demolition theory of the Trade Centers since it began. And they talk about the reason.

They were brought in almost immediately after the attack to help with the clean up.

Now, logically speaking, the people who are convinced that 9/11 was an example of a very well constructed controlled demolition, would have to view that fact as a big clue.

Let's face it; if a group of rogue elements in the government were going to blow up a building on the QT, would they bring in a demo company to help with the clean up if they weren't in on it? Of course not. Those people would recognize certain things that others wouldn't, and so the gig would be up, and people would go to prison.

It would be stupid to bring in a company of demo experts to "clean up" your secretly demoed site. And if anything, these people are not stupid.

So, people looked at CDI right off the bat.

But one thing I don't know if others found in their CDI research is something interesting that I came across a month ago, and it has been nagging at me, so I think I will toss it in here. I am not saying that CDI "did it", but it is rather interesting.

This is from a Washington Technology article dated 12/16/02 Vol. 17 No. 18, titled "Survival Guide: Mark Loizeaux, demolition expert";

"WT: Once a project starts, how do you manage risk?

Loizeaux: At the site, we track very carefully the chain of custody, the ownership of debris, hazardous materials, things like that. We track everything from cradle to grave in writing."

I understand that this is a very dangerous business and that extends to the litigation of damages after the charges go off as well. People who are born into this life must also develop very stringent habits of covering their own asses, inside the buildings and out. Before the demo and afterwards. They have to or someone is going to sue them for a foundation crack in an adjacent building that was there a year before the demo, and they would lose everything. It must become second nature for them. Like a code. Because in their line of work they could lose everything in a flash, including their lives.

They leave nothing to chance, even cleaning their brass, so to speak. They would have it no other way. And there is CDI, on site, in charge of the "clean up". Interesting to me at least.

Which makes me wonder why Mark Loizeaux would make such a glaring error as to say something on this program that is clearly untrue? And it is proven untrue by his own website.

 At 27:23 into the BBC piece they introduce mark Loizeaux, correctly, as one of the foremost experts on demolition. He not only shows the J.L. Hudson building demolition, but mentions it by name as holding several world records for demolition. He probably shouldn't have mentioned that one, for several reasons.

He says it took months to "prepare the structure" and took months "to set the charges. Months". But that's just not true, according to his website.

"CDI's 12 person loading crew took twenty four days to place 4,118 separate charges in 1,100 locations on columns on nine levels of the complex. Over 36,000 ft of detonating cord and 4,512 non-electric delay elements were installed in CDI's implosion initiation system, some to create the 36 primary implosion sequence and another 216 micro-delays to keep down the detonation overpressure from the 2,728 lb of explosives which would be detonated during the demolition." CDI's website on the controlled demolition of the J.L. Hudson building.

What took so long, according to the website, was the design of the implosion because there were 12 separate sections to the 2.2 million sq. ft. building. All built at different times, with different construction techniques. And no drawings of the building.

Now compare that to Building 7. 47 floors, as opposed to the Hudson buildings 30 levels; the Hudson building had 2.2 million sq ft of floor space, where Building 7 had roughly 45,000 sq ft per floor totaling... 2.2 million sq ft.

So, theoretically, the demolition requirements would be similar and the design part would certainly be easier. Now, that would mean, that the actual charges if they used a 12 person team could be set in 24 days. Or, if they used 20 people... you do the math. But this is all factually based on real world experience provided by CDI's own site.

So it didn't take "months and months" to set those charges and by extraction, it wouldn't take that time to have prepped Building 7.

But that wasn't the misstatement that I was referring to. I just threw that one in for the fun of it.

At 31:10 into the piece, Mark Loizeaux commits what I know to be a misrepresentation of fact. He claims that yes, some of the windows facing the building were blown out, but, he says if explosives of the type that would be needed to cut the columns were used, then, he says, "...all of the windows on the surrounding buildings would be blown out all the way around. No way around it."

Yet, on Mark's own website, the same exact page that we talked about the other misinformation from Mark, he clearly boasts about how that job posed a significant problem with the surrounding historic structures and there old glass, and they were able to demo the Hudson building, another steel framed structure, without cause hardly any window breakage. On the sides facing the buildings!

"Even with all the precautions to control overpressure, the age, existing cracks, and poor condition of glazing windows in vacant structures on the north, east and west sides of the J.L. Hudson complex, window breakage was a concern." CDI site here.

"There was far less window breakage in adjacent buildings than glass company crews were prepared to handle. Many of the broken windows appeared to have been those which were cracked before the implosion,..."  CDI site here.

Unbelievable. The arrogance of these people. He mentions the one job that he has detailed on his site as being very successful in keeping from breaking vintage windows facing the building that was demoed.

Not to mention the fact that they didn't ‘break the windows all the way around the buildings". "No way around it"? Apparently there was on the Hudson building. Which was, by the way, dropped in 1998. Three years before 9/11.

And that brings me to the last point, which is directly tied into CDI again.

During the video, Peter Hayden is addressing the issue of fore knowledge of the collapse of Building 7 and he says something very, very interesting. He says they had a "special engineer" with seismic equipment who told them around 12:00 that day that Building 7 would fall in 5 hours. And of course, he was correct. At 5:21pm, Building 7 came down.

Now, why would a ‘special engineer" be there in the first place with seismic equipment shooting a building fire? Did he just happen by? And how did he get so accurate with the seismic equipment that it could tell the rumblings of regular office fires?

Here's the payday boys and girls (I know you have been waiting for it): the continuation of the quote from CDI's reporting on the J.L. Hudson building...

"...cracked before the implosion, according to Dave Miller of Schnabel Engineering, the third party geotechnical firm hired to do pre/post blast surveys and record the vibration from the blast. Miller said that the vibration from the fall of the structure was well within allowable limits as recorded at adjacent properties." CDI website, here.

That's right. CDI and Mark cover their asses so much, that they bring in engineers with seismic equipment to record the blast before and after in order to make sure no other damage is done to other buildings.

So, is that why this "special engineer" was there and how he knew the building was coming down in 5 hours? Perhaps an investigation into exactly who that "special engineer" was would be a good place to start.

Si gana Obama ¿mejorarán las relaciones de Z con la Casa Blanca? Yo no lo se, pero los augurios no son favorables. De momento. Que todo puede cambiar. El New York Times informa en Obama’s Message to Europe que por razones de seguridad no se pueden ofrecer detalles sobre el viaje, a finales de este mes de julio, del candidato del Partido Demócrata a Oriente Medio, Irak, Afganistán… Pero si confirma las visitas a Berlín, Londres y Paris. Así que pasa de largo de nuestro país. Me da igual que no vaya a Italia o a Helsinki o a Ámsterdam. El caso es que por aquí no aparece. ¿Qué está sucediendo?

Veamos donde estábamos y hacía donde nos encaminamos.

En la última campaña electoral Buenafuente le preguntó a Rodríguez Zapatero sobre sus relaciones con Bush II. La respuesta fue brillante y sincera: “escuetas” contestó el entonces Presidente en funciones y candidato del PSOE.

Escaldados como estábamos de la estrecha relación de Aznar con Bush II, a muchos nos llenaba de orgullo esa falta de trato con quizás uno de los peores Presidentes de los Estados Unidos de America... Y pensábamos, erróneamente a lo mejor, que las relaciones entre ambos países estaban por encima y que una victoria, este próximo noviembre, del candidato del Partido Demócrata, cambiaria muchas cosas. Algo que de momento no parece estar sucediendo. Lo cual tampoco debería extrañar teniendo en cuenta quien está al frente de la diplomacia española (la continuidad del Sr. Moratinos si que fue una gran sorpresa).

Hace bien poco -el mes pasado- tuvimos “la humorada” del Sr. Pepe Blanco en su blog, donde escribía:

“Me he resistido en estos últimos meses a confesar públicamente mi simpatía hacia Barack Obama para no interferir en lo más mínimo en el proceso de elección que estaba desarrollando el Partido Demócrata.”

La verdad es que estoy muy sensibilizado con todo lo de Obama. La Mundana y John son fans incondicionales desde el primer día. Y El Mundano –desde aquel primer post de John donde trazaba el perfil de todos los candidatos de ambos partidos- ha ido dando cumplida cuenta de lo que sucedía. E independientemente de mi opinión –que mudó de Hillary a Barack- la apuesta siempre ha sido clara a favor de Obama. Y en más de una ocasión he escrito que sólo John y Javier del Pino, en La Ventana de la Cadena SER, han expresado públicamente sus pronunciamientos a favor del ¿próximo Presidente de USA?

Pero lo del Sr. Blanco no deja de ser una anécdota (aunque significativa de cómo se manejan ciertos asuntos). Más preocupante es el viaje de una delegación del PSOE a Washington, encabezada por Elena Valenciano. Si seguís el enlace -a su blog- leeréis como nos relata las gestiones realizadas. Lo que está claro es que no vieron al personaje del año.

A lo mejor ahora ya vamos entendiendo que no haya parada de Barak Obama en Madrid. Y que esto tiene más calado de lo que parece. Valenciano, que en marzo dejó su puesto de europarlamentaria –estuvo 9 años en el cargo- sustituyó el año pasado a Trinidad Jiménez en la Secretaría del Área de Política Internacional de la Ejecutiva Federal y ha sido ratificado en el reciente 37 Congreso del PSOE. Los que saben la consideran una persona próxima al peso pesado del partido, José Blanco. En esta legislatura es además Portavoz de Exteriores en el Congreso de los Diputados.

Mucho se tienen que poner las pilas en Ferraz y La Moncloa. Y si me lo permiten, les daré un consejo: fíjense en la imagen que encabeza esta entrada. ¿Qué se ve? Una apuesta decidida por la energía eólica. ¿De mano de una empresa española? Claro que si. Y desde luego nada que ver con Bill Clinton. Porque durante las primarias, ya con Hillary como único rival, visitó la fabrica de turbinas de Gamesa en Pensilvania. Se puede ver en el youtube:

En otro orden de cosas, los registrados en la Web de Obama y los contribuyentes a su campaña, habrán recibido un email con un importante anuncio de David Plouffe su Campaign Manager

[…] On Thursday, August 28th, he's scheduled to formally accept the Democratic nomination in a speech at the convention hall in front of the assembled delegates.

Instead, Barack will leave the convention hall and join more than 75,000 people for a huge, free, open-air event where he will deliver his acceptance speech to the American people […]

Viene a decir que su discurso de aceptación en la convención del Partido Demócrata será de puertas abiertas, de cara al público. Saldrá a la calle abandonando el recinto de la sala de convenciones. Y espera dirigirse a más de 75.000 personas. Otro ejemplo más para los nuestros…

Many companies are still deploying Enterprise Application Integration (EAI), with proprietary adapters and integration servers.  However, for a Master Data Management (MDM) solution, we recommend a Service-Oriented Architecture (SOA) approach for integration between the hub and source systems using web services.

A typical web server provides Hypertext Transfer Protocol (HTTP), so Web browsers can receive pages from a web site.

Application servers provide the Simple Object Access Protocol (SOAP) interface and host the web services. The web services also provide object components, which provide the business service layer above the applications.

The development time for SOA-based MDM integration will depend on the number of business entities to be exchanged, the availability of a vendor-supplied Software Development Kit for the Web Services Definition Language (WSDL), the complexity of the applications to be integrated and the number of Web services to ultimately be deployed.

Some guidelines for developing an SOA integration for an MDM hub are:

• Use XML (eXtensible Markup Language) for all data exchange (XML is a language that provides a standard way of representing data and information).
• Use UDDI (Universal Description, Discovery, and Integration) for listing and locating applications. UDDI is a directory standard that is provided by some application tools as a built-in service to use during integration.
• The WSDL (Web Services Description Language) file should be obtained from the source system to which data needs to be sent or retrieved. WSDL is a "descriptor standard" that an application uses to describe its interface and interaction rules to other applications. WSDL is a document written in XML which describes a Web service. It specifies the location of the service and the operations (or methods) the service provides.
• WSDL should be leveraged with the help of proprietary tools provided for each application to generate the XML message required to meet that data structure.

Currently, some of the Master Data Management platforms (such as Siperian, Initiate Systems, Oracle and IBM) provide excellent SOA libraries of web services.

With some work by the end customer, these products can provide a standard set of data services at the application level. We believe this approach ultimately will give you more flexibility and adaptability than EAI-based integration.

On peut dire que ça c'est bien passé, je vous explique tout :

Déjà il faut savoir que j'ai postulé dans une société ou j'ai bossé pendant 6 mois en interim au Service Clients, donc j'étais connu par certaines personnes, qui savaient comment je bosse. Sauf que je postule  au service Fournisseurs pour mon CDI, mais cela n'a pas d'importance, les chefs se connaissent entre eux.
Donc j'avais rendez vous à 16h, je suis arrivé a 15h45 histoire de papoter avec mes anciens collègues.

16h, je vais à mon entretien, qui est juste à coté... pratique :D
La personne me demande de parler de moi, ce que je fais, je suis gentil et obéissant hein :p
Puis elle m'explique le poste, qui est bien plus intéressant que j'avais pu le comprendre.
La personne m'avoue qu'elle a mené son enquête auprès de mon ancien chef, qui a fait des éloges sur moi. Et qu'elle lui fait confiance à 200%. Par la même occasion elle m'apprend que le service Clients ( là ou j'ai bossé pendant 6 mois, pour ceux qui ont du mal à suivre :p ) m'a déjà "réservé" pour fin août pour une mission interim d'1 mois car une collègue avec qui je bossais va se faire opérer, et donc ils vont faire appel à moi pour la remplacer, vu que je connais le taf : gain de temps pas besoin de me former

Donc pour en revenir à mon poste CDI lol, elle me propose donc une période essai en interim pendant 2 mois, pour qu'elle voit si je correspond bien, et que moi je vois si ça me plait vraiment...
Je trouve l'idée bonne, donc j'accepte.

Il me reste plus qu'a savoir quand je commence... soit avant le remplacement, donc juillet / août, soit après donc octobre / novembre.

Dans tous les cas je suis tranquille pour 3 mois, et si tout va bien après en CDI...

Qui dit CDI dit :
- fin des galères de job
- possibilité de reprendre un appart

et donc : DEBUT D'UNE NOUVELLE VIE après une pause de 5 ans....

Accurate Customer Data Integration or CDI is Critical to your Business

Organizing customer data is a huge task. As time goes by a company can be awash in a ocean of data. The customer data sounds simple but it really is not. 2% of your customers are changing on a monthly basis. They are. Lets look at customer data. You have the name fields, first, last, middle, then fields for Ms. Mr. Dr, Mrs. then lets add jr, Sr. Now address, home, office, shipping and billing. Then comes demographics like married or no, age, work, and then medical status, or allergic to, or US citizen or other. Customer data is complex. Address changes, changes in marital status, the kid goes to college or the customer dies or bears another kid. This ocean of data grows and grows dirtier in time.

Dirty Enterprise Customer Data Causes High Costs

Lets go back to the first paragraph of this entry, the customer information. Now lets add another system like ERP. One role of erp or enterprise resource planning is to keep accounting or the books accurate. Customer data resides here. Consider the business has inside sales and a direct sales team both teams use a CRM or customer relationship tool. Customer data resides here. Lets add a in-direct sales team of reps and distributor partners. Customer data resides here too. This customer data, which resides in a partner system is important to your company, it is. Now the ocean of customer data is pitching and rocking the boat which is your company.

Customer Data Problems

When your customer data is dirty, Murphy, infamous author of Murphy's Law, is alive and well and stands 7 foot tall right there in your lobby. He walks in your door and looks for low hangers to feast on. Murphy skips though your order entry system. He frolics in your shipping system and he romps through your invoicing process and hops into your billing systems. Murphy has a huge appetite fed by bad data and can bite away at your profits. Errors and more errors, re-orders, bad shipping address, invoice mistakes and on and on. Money is lost, costs go up, orders are lost, customer are mad and Murphy's boat is happily rocking in the ocean of customer data.

I'm often asked how many data stewards a company needs.

A rule of thumb I've used for quite a while is "one data steward per $1 billion in annual revenue", but of course that can't be a hard and fast rule.

Depending on the company, the degree of automation, what data quality tools are available, and the major processes around the enterprise, that number is going to vary.

Here are some thoughts to keep in mind as you build your data governance organization:

1. Build the business case and secure your funding.  Don't forget this is a multi-year effort.  Several times, I've seen data governance teams and MDM initiatives that never thought beyond their first year's funding, and who were surprised when funding for Year 2 and beyond wasn't forthcoming.
2. You'll probably need a multi-layer, cross-functional approach.  Start with a high level group that sets data policy, usually called a Data Governance Steering Committee or Data Governance Council (DGC).  Your executive sponsor(s) should be involved with the DGC. Then you'll probably have a small group of data stewards which handle day-to-day data management, which reports to the Data Governance Council.
3. Focus on your data governance processes, including relevant metrics that show the impact to the business, and on communicating those metrics and their impact to the rest of the enterprise. Create a communications and education strategy to get the word out.
4. Look for IT people who "speak business" and business people who "speak IT".  These liaison-type people are going to be crucial to your data governance organization.  Although I believe that data governance should be driven by the business, there's no question that you're going to need a lot of support from IT. So look for the "bi-lingual" folks in your company - they're out there and they can be incredibly valuable in understanding the business impact of data issues, and in providing the technology support that the data stewards will need.
5. Don't forget about metadata.  In your travels as a data governance organization, you're going to run into a lot of metadata (information about information).  Develop a disciplined approach to cataloging and maintaining the metadata you come across.  In many ways, that will probably be one of the most useful outputs of your data governance initiative.

We'll have more to say on data governance in this blog in the future, but let me leave you with one idea.  Instead of describing your MDM initiative as (hopefully) including data governance, think of it as a data governance initiative that has an MDM component.

You'll be doing data governance in your enterprise long after your current MDM hub implementation is over.

If you don't agree, or you have a perspective on data governance you'd like to share, please comment here on this blog.

Rattaché hiérarchiquement au responsable du service PIVD (Propriété Industrielle, Veille et Documentation), le titulaire du poste a pour missions principales :
-la réalisation de recherches d’informations, en particulier scientifiques, sur différents supports (bases de données professionnelles, web, …),
- la présentation des résultats sous forme synthétique et adaptée,
- la participation au processus de veille, en particulier la collecte, la sélection et la diffusion des signalements pertinents, pour les équipes du centre.

Plus de détail sur leur page recrutement.

In a recent article, we covered the importance of data integration to Master Data Management (MDM).

This article elaborates on that in the context of today's software market, and talks about how the visionary data integration vendors are scrambling to acquire and offer data quality as part of their integration suites.

Historically, data quality initiatives have been rolled out only on a project-by-project basis, while integration initiatives have been point-to-point application integration projects.

But more recently, as MDM programs have started gaining momentum, there is a need being felt in the marketplace for a single platform that can integrate data from multiple sources across the enterprise (web, data warehouse, ERP, CRM, legacy systems and systems from acquired companies) as well as run sophisticated data quality processes on these sources.

This requirement allows for a single administration console and metadata repository, as well as common transformations, user interface and a unified developer workbench, all on a single, combined integration and data quality platform.

This vision is consistent with moving towards a Service-Oriented Architecture as well, and is very conducive to providing a single environment for "data as a service" that is trusted and consistent across sources.

The customer tends to love it, since an integrated platform like this generally implies lower Total Cost of Ownership and smaller IT costs than standalone integration and data quality investments, and more rapid software development cycles.

The MDM vendor, if not providing such a platform itself, loves it since it can focus on what it does best, i.e. matching, merging and building data hierarchy.

Recognizing the above need, California-based Informatica Corporation acquired identity resolution vendor Identity Systems, while Massachusetts-based Trillium Software acquired address cleansing vendor Global Address. These are just two examples of recent data integration and data quality market convergence.

And the acquisition of Group 1 Software by Pitney Bowes provides more evidence of this shift.  In the process, niche data quality players are finding it more difficult to compete in such a dynamic marketplace.

If you're considering acquiring a data quality tool for a corporate initiative, consider the above dynamics. And we'd love to hear your thoughts via comments on this article.

I wrote an article appearing today on the Identity Resolution Daily blog.

Here's a quick excerpt:

In a recent post, I wrote about the importance of data integration to Master Data Management (MDM). Today, I’d like to dig into the importance of identity resolution. The question of identity resolution, or matching, is critical to a successful MDM initiative. There’s a good article by Roger Wolter and Kirk Haselden of Microsoft which says “the matching accuracy of MDM tools is one of the most important purchase criteria.”

Click on "The Importance of Identity Resolution to MDM" to continue reading.

And please let me know what you think by commenting here ...

La Chambre Régionale de Commerce et d'Industrie Champagne-Ardenne recrute en CDI - avec stage probatoire d'un an, un(e) Chargé(e) de Projets Intelligence Economique pour la Direction du Développement Economique H/F.
Rattaché(e) au Directeur et au sein d'une équipe de 4 chargés de projets et de 3 assistantes :

Vos principales missions :
- Faire reconnaître les C(R)CI comme des acteurs incontournables dans les domaines de l'innovation, de l'Intelligence Economique (IE) et plus spécialement en appui du pôle IAR (Industries et Agro-Ressources)
- Apporter une expertise aux entreprises et aux CCI sur les problématiques Innovation et Intelligence économique ; conseiller, informer et sensibiliser les entreprises dans ces domaines.
- Concevoir, piloter et/ou coordonner un programme d'actions et de projets avec les CCI et d'autres partenaires pour promouvoir et mettre en oeuvre la politique des C(R)CI.
- Représenter et défendre les entreprises (dans son domaine de compétence) et/ou les C(R)CI auprès des institutionnels en accord avec la politique des C(R)CI.

Rendez-vous sur l'Apec.

Missions principales :

• Réalisation et organisation de solutions de veille
• Analyse de contenus
• Contribution à la réalisation de la prestation

Plus de détails sur les missions ? => Apec

Although Java is not functional, but making every object immutable and stateless (using finals, CDI, and messaging), reduces side-effects to a great extend and can prevent many hidden bugs esp. in concurrent programming.

Unfortunately this practice have some exceptions in Java, where there is almost no way to have a variable as final (for example in making a JDBC connection where you are going to close statement in finally block).

Hopefully it seems that in Java 7 most of these issues are fixed and we will be able to write better(more finlialized) codes there :)

Here's our latest "MDM Insights" column in the online edition of DM Review.

The technology industry is the mother lode of acronyms, and in the field of master data management (MDM), there are more than a few. We have the subsets of MDM known as customer data integration (CDI) and product information management (PIM). And in the closely related fields of middleware and integration, we’ve got enterprise information integration (EII); enterprise application integration (EAI); extract, transform and load (ETL); service-oriented architecture (SOA), among others. You get the point. Today, the acronym I’d like to focus on is business process management (BPM).

Click on "Master Data Management and Business Process Management" to continue reading.

And please let us know your thoughts by commenting here ...