LEADER 02890oam 2200661I 450 001 9910783851203321 005 20230421043447.0 010 $a1-134-66475-3 010 $a1-134-66476-1 010 $a0-203-06673-1 010 $a1-280-33040-6 010 $a9786610330409 024 7 $a10.4324/9780203066737 035 $a(CKB)1000000000253851 035 $a(EBL)169269 035 $a(OCoLC)123915058 035 $a(SSID)ssj0000248335 035 $a(PQKBManifestationID)11203483 035 $a(PQKBTitleCode)TC0000248335 035 $a(PQKBWorkID)10201723 035 $a(PQKB)10091359 035 $aebr10007384 035 $a(MiAaPQ)EBC169269 035 $a(Au-PeEL)EBL169269 035 $a(CaPaEBR)ebr10070809 035 $a(CaONFJC)MIL33040 035 $a(OCoLC)51851720 035 $a(EXLCZ)991000000000253851 100 $a20180331d1995 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aSoldier and society in Roman Egypt $ea social history /$fRichard Alston 210 1$aLondon ;$aNew York :$cRoutledge,$d1995. 215 $a1 online resource (272 p.) 300 $aDescription based upon print version of record. 311 $a0-415-18606-4 311 $a0-415-12270-8 320 $aIncludes bibliographical references (p. 241-258) and index. 327 $aBook Cover; Title; Contents; List of maps, tables and figures; Preface; Abbreviations; INTRODUCTION; THE ARMY AND THE PROVINCE; RECRUITMENT AND VETERAN SETTLEMENT; THE LEGAL STATUS OF SOLDIERS AND VETERANS; THE ARMY IN ACTION; THE ARMY AND THE ECONOMY; KARANIS: A VILLAGE IN EGYPT; DIOCLETIAN AND AFTER; CONCLUSION; MILITARY UNITS; THE ARCHAEOLOGY OF THE ARMY; Notes; Bibliography; Index 330 $aThe province of Egypt provides unique archaeological and documentary evidence for the study of the Roman army. In this fascinating social history Richard Alston examines the economic, cultural, social and legal aspects of a military career, illuminating the life and role of the individual soldier in the army.Soldier and Society in Roman Egypt provides a complete reassessment of the impact of the Roman army on local societies, and convincingly challenges the orthodox picture. The soldiers are seen not as an isolated elite living in fear of the local populations, but as relatively w 606 $aSociology, Military$zEgypt$xHistory 607 $aRome$xArmy$xHistory 607 $aEgypt$xHistory$y30 B.C.-640 A.D 607 $aKaranis (Extinct city) 615 0$aSociology, Military$xHistory. 676 $a355/.00937 676 $a932.022 700 $aAlston$b Richard$f1965,$01470631 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910783851203321 996 $aSoldier and society in Roman Egypt$93682616 997 $aUNINA LEADER 02548nam 2200649 a 450 001 9910779085703321 005 20230126202751.0 010 $a1-280-65920-3 010 $a9786613636133 010 $a0-7391-6562-3 035 $a(CKB)2550000000084024 035 $a(EBL)850679 035 $a(OCoLC)775302605 035 $a(SSID)ssj0000613036 035 $a(PQKBManifestationID)12229711 035 $a(PQKBTitleCode)TC0000613036 035 $a(PQKBWorkID)10584233 035 $a(PQKB)11306082 035 $a(Au-PeEL)EBL850679 035 $a(CaPaEBR)ebr10538140 035 $a(CaONFJC)MIL363613 035 $a(MiAaPQ)EBC850679 035 $a(EXLCZ)992550000000084024 100 $a20111122d2012 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 00$aTrains, literature, and culture$b[electronic resource] $ereading/writing the rails /$f[edited by] Steven D. Spalding, Benjamin Fraser 210 $aLanham, [Md.] $cLexington Books$d2012 215 $a1 online resource (263 p.) 300 $aDescription based upon print version of record. 311 $a0-7391-6560-7 320 $aIncludes bibliographical references and index. 327 $apt. 1. Race, class, and gender -- pt. 2. Politics and poetics -- pt. 3. Visual cultures -- pt. 4. New critical transfers -- pt. 5. Economics and power. 330 $a"Trains, literature and culture is the first work to thoroughly explore the railroad's connections with a full range of cultural discourses--including literature, visual art, music, graffiti, and television but also advertising, architecture, cell phones, and more ..."--$cProvided by publisher. 606 $aRailroads in literature 606 $aLiterature, Modern$y19th century$xHistory and criticism 606 $aLiterature, Modern$y20th century$xHistory and criticism 606 $aLiterature and technology$xHistory 606 $aRailroads$xSocial aspects 615 0$aRailroads in literature. 615 0$aLiterature, Modern$xHistory and criticism. 615 0$aLiterature, Modern$xHistory and criticism. 615 0$aLiterature and technology$xHistory. 615 0$aRailroads$xSocial aspects. 676 $a700/.4558 701 $aSpalding$b Steven D.$f1971-$01478808 701 $aFraser$b Benjamin$0862449 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910779085703321 996 $aTrains, literature, and culture$93694616 997 $aUNINA LEADER 06337nam 22007095 450 001 9910299251603321 005 20200630053957.0 010 $a3-658-04773-9 024 7 $a10.1007/978-3-658-04773-3 035 $a(CKB)3710000000356806 035 $a(EBL)1974203 035 $a(SSID)ssj0001451994 035 $a(PQKBManifestationID)11952134 035 $a(PQKBTitleCode)TC0001451994 035 $a(PQKBWorkID)11479632 035 $a(PQKB)10424582 035 $a(DE-He213)978-3-658-04773-3 035 $a(MiAaPQ)EBC1974203 035 $a(PPN)184493218 035 $a(EXLCZ)993710000000356806 100 $a20150211d2015 u| 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aImplementing IT Processes $eThe Main 17 IT Processes and Directions for a Successful Implementation /$fby Lionel Pilorget 205 $a1st ed. 2015. 210 1$aWiesbaden :$cSpringer Fachmedien Wiesbaden :$cImprint: Springer Vieweg,$d2015. 215 $a1 online resource (239 p.) 300 $aDescription based upon print version of record. 311 $a3-658-04772-0 320 $aIncludes bibliographical references. 327 $aPreface; List of Abbreviations; Contents; List of figures; List of Tables; 1 Introduction; Part I Introduction of IT Process Modeling; 2 Presentation of the IT Process Map; 2.1 The IT Process Map; 2.2 Process Dependency; 2.3 Principles of IT Governance; 2.4 Roadmap for Implementing Standard IT Processes; 3 Process Dependencies; 3.1 Overview of Process Integration; 3.2 View from the Strategic Level (Time Horizon > 1 Year); 3.3 View from the Tactical Level (1 Year > Time Horizon > 1 Month); 3.4 View from the Operational Level (Time Horizon > 1 Month); 4 IT Governance and Process Roles 327 $a4.1 Senior Management Roles4.2 Middle Management Roles; 4.3 Employee Roles; 4.4 Overview of Process Roles; Part II Description of the Individual IT Processes; 5 Functional Group: Strategic Decision Making; 5.1 P01 - IT Strategy; 5.2 P02 - HR Management; 5.3 P03 - IT Standards & Architecture; 5.4 P04 - IT Financial Management; 5.5 P05 - IT Quality Management; 5.6 Strategic Decision-Making: Process Dependencies; 6 Functional Group: Planning and Controlling; 6.1 P06 - IT Project Portfolio Management; 6.2 P07 - Capacity & Availability Management; 6.3 P08 - Continuity Management 327 $a6.4 Planning & Controlling: Process Dependencies7 Functional Group: Account Management; 7.1 P09 - Service Management; 7.2 P10 - Requirements Management; 7.3 Account Management: Process Dependencies; 8 Functional Group: Implementation of Changes; 8.1 P11 - IT Project Management; 8.2 P12 - Release Management; 8.3 P13 - Application Development; 8.4 Implementation of Changes: Process Dependencies; 9 Functional Group: IT Operation and Configuration Management; 9.1 P14 - IT Operation & Configuration Management; 9.2 IT Operation & Configuration Management: Process Dependencies 327 $a10 Functional Group: Supply Management10.1 P15 - IT Supplier Management; 10.2 Supplier Management: Process Dependencies; 11 Functional Group: IT Support; 11.1 P16 - Incident Management; 11.2 P17 - Problem Management; 11.3 IT Support: Process Dependencies; Part III Implementation of the Model; 12 Introduction of Standard IT Processes; 12.1 What Will the Introduction Look like?; 12.2 Development of the IT Organization; 12.3 A Question of Tool Use; 12.4 Outsourcing; 13 Process Performance Indicators and Reporting; 13.1 Definition and Selection of Process Performance Indicators 327 $a13.2 Reporting Procedures13.3 Reporting within the IT Organization; 14 Evaluation of Process Maturity; 14.1 COBIT Framework; 14.2 Capability Maturity Model; 14.3 Evaluation of IT Process Maturity; 15 Conclusion; A) IT Management Standards; B) COBIT 4.0; Glossary; Further Reading 330 $aInformation Technology plays a major role in our society. Due to system integration and process automation, a company has to rely on performant information systems. To achieve this objective, it is important to have relevant IT processes in place on the one hand to ensure current operation and on the other hand to enable the successful introduction of new technologies. Once IT processes are defined and described, interrelations become visible, which allow to gain an appropriate level of maturity. Contents The IT Process Map - Process Dependencies - IT Governance and Process Roles - Functional Groups: Strategic Decision Making, Planning & Controlling, Account Management, Change Implementation Implementation, IT Operation & Configuration Management, Supplier Management, IT Support - Introduction of Standard IT Processes - Process Performance Indicators and Reporting - Evaluation of Process Maturity Target Group CIOs, IT Managers, IT Consultants Students of Informatics and Economics The Author Lionel Pilorget is managing projects which combine the financial, technological, and organisational dimensions. He is interested in having automated solutions in place which enable an efficient processing of complex tasks. 606 $aComputer organization 606 $aComputers 606 $aManagement information systems 606 $aComputer science 606 $aComputer Systems Organization and Communication Networks$3https://scigraph.springernature.com/ontologies/product-market-codes/I13006 606 $aInformation Systems and Communication Service$3https://scigraph.springernature.com/ontologies/product-market-codes/I18008 606 $aManagement of Computing and Information Systems$3https://scigraph.springernature.com/ontologies/product-market-codes/I24067 615 0$aComputer organization. 615 0$aComputers. 615 0$aManagement information systems. 615 0$aComputer science. 615 14$aComputer Systems Organization and Communication Networks. 615 24$aInformation Systems and Communication Service. 615 24$aManagement of Computing and Information Systems. 676 $a004 676 $a004.6 676 $a005.7 676 $a005.74 700 $aPilorget$b Lionel$4aut$4http://id.loc.gov/vocabulary/relators/aut$0973274 906 $aBOOK 912 $a9910299251603321 996 $aImplementing IT Processes$92505858 997 $aUNINA