First Congregational Church is a historic church now located at 980 Clarkson Street in Denver, Colorado. Its church building was added to the National Register in 1987; the First Congregational Church of Denver was organized in 1864. After several moves and expansion, the church determined in 1905 that it needed to construct a new building, purchased four lots at 10th Avenue and Clarkson Street for $5,000; the sanctuary was built in 1907 and a fellowship hall wing was completed in 1910. The sanctuary is cubical and has a three-story corner bell tower. With the added social hall wing, the church is 64 by 108 feet in plan, it was designed by Robert S. Roeschlaub Roeschlaub & Son in what its National Registration nomination terms "Lombardic Revival" style, i.e. its design was inspired by 7th and 8th century Italian Lombard style. The property includes a 1912 parsonage built in foursquare style
The following list includes stops on the Walking Tour Guide prepared by Maren Tomblin and published by the Washburne Neighborhood Association in Springfield, Oregon. Funding for the guide was provided by the Springfield Historic Commission and by the National Park Service; the Washburne Historic District was established in 1984 and added to the National Register of Historic Places in 1987. The district includes 34 blocks of working class houses constructed between the 1890s and the 1940s; the district includes a few larger residences. Many houses are named either for an early resident. All of the 27 stops on the walking tour are named, the tour includes an early store, a fire house, a hospital. Springfield Historic Commission Everyday Houses:A guide to Springfield's most popular house types 1880-1980 Walking Tour Guide
In computing, adoption means the transfer between an old system and a target system in an organization. If a company works with an old software system, it may want to use a new system, more efficient, has more work capacity, etc. So a new system needs to be adopted, after which it can be used by users. There are several adoption strategies; the main strategies are parallel adoption and phased adoption. "Big bang" is a metaphor for the cosmological theory of the same name, in which the start of the cosmos happened at one moment in time. This is the case with the big bang adoption approach, in which the new system is supposed to be adopted wholesale on one date. In the case of parallel adoption, the old and the new system are run in parallel so that all the users can get used to the new system, but still can do their work using the old system if they want to or need to do so. Phased adoption means that the adoption happens in several phases, so that after each phase the system is a little closer to being adopted by the organization.
The adoption strategy has to be selected before adoption begins, is chosen based on the goals to be achieved and on the type of system to be implemented. The three types of adoption, Big Bang, parallel adoption and phased adoption, range from an instant switch to a strategy where users progressively start using the new system over a certain period of time; the actual selection is done by prioritizing the goals to be achieved and matching a strategy against it. Eason defines the following goals: Possible requirement of a “critical mass” to make the system work. If a large critical mass is, or might be, needed for the system to work a big bang strategy might be the answer. Need for risk control, if risk is involved. Minimising risk to the ongoing operation of the organization can be important. Parallel and phased introductions might help to control these risks, depending on the situation. Need for facilitation of the change; the organization has to be ready for the changeover. Socio-technical preparations such as training sessions and ready-made scenarios must be clear.
Pace of changeIf the new system is designed to deal with new requirements, such as business process reengineering, the speed at which the organization is changing over to the new processes or attempting to meet other new requirements. Local design needsThe system might need to be adjusted to the users needs. In this case, the chosen strategy must provide the opportunity to do so. Table Eason Matrix The actual selection of adoption strategy depends on far more factors these goals, but they create a window to choose one of the types. Other criteria are called variables. Gallivan suggests that the appropriate adoption types depends on: Innovativeness of the individualsAttributes of the ones that are to adopt the innovation/system The type of innovationIs it a process or product innovation? Attributes of the innovation itselfPreparedness and divisibility The implementation complexity. How complex is the implementation or what is it is extent? These variables should be handled as such. Based on table 1 and on the mentioned higher level variables by Gallivan, one can make a selection of an appropriate strategy to choose.
Figure 1: Organization preparation Process In order to prepare the organization for the adoption of the new system, the changes that will take place need to be determined. This is necessary to be able to have a plan or an overview of the changeover, can be done by creating requirements for the system. Once the management has determined the requirements in a report of determined changes, they need to agree upon them to be able to move on with the change-process. If there is no agreement, the management needs to discuss the requirements again and again until they do agree. If agreement is achieved and the agreement contract is signed, the organization can take further steps. So now the test-phase can be prepared, in which the validity of the data that will be used will be checked and in which trials will be held. In parallel, it is recommended that a comprehensive user adoption plan be prepared working together with the business and the affected users; this plan should consider all pre- and post- system rollout communications.
SAP Implementation Eason, K. Information technology and organizational change, New York: Taylor and Francis Gallivan, M. J. Strategies for implementing new software processes: An evaluation of a contingency framework, SIGCPR/SIGMIS ’96, Denver Colorado Rogers, E. M. Diffusion of innovations, New York: Free Press Dodson, J. 4 Stops to Navigating the Treacherous Highway of Enterprise Software Adoption, Washington
Srbija do Tokija, meaning "Serbia to Tokyo", is a slogan and catch-phrase dating back to the early 1990s. In 1991, Serbian football club Red Star Belgrade won the European Cup and the worldwide title in Tokyo, winning the Intercontinental Cup; this was the greatest success of any football club in Yugoslavia, was much envied by the other nations at the time of increased ethnic tensions. The phrase has been used by Serbian football fans to taunt fans from rival ethnic groups in the beginning of the Yugoslav Wars of the 1990s. On May 29, 1991, as inter-ethnic relations in Yugoslavia were growing tenser, Red Star defeated French team Olympique de Marseille to win the European Cup – the first Yugoslav team to do so; as the winners of the European Cup, Red Star Belgrade earned a place in the Intercontinental Cup, held at the Tokyo National Stadium. Exultant fans coined the phrase to glorify their team's upcoming adventure. On December 8, Red Star won the Intercontinental Cup. By that time, the tension that had underlain the European Cup match had ignited into the Yugoslav Wars, with a short-lived war in Slovenia, a full-scale war in Croatia.
In this context, the phrase's associations with Serbian victory made it appealing to nationalists and militarists. Graffiti containing the message in Vojvodina, Central Serbia, as well as in Republika Srpska and other parts of Bosnia-Herzegovina; such graffiti was seen in Kosovo during the Kosovo War. In the Kosovo village of Lozica, the local Albanian population was claiming that the graffiti "Srbija do Tokija" was written by Serbian military forces during the destruction of the village. During 1999 NATO bombing of Yugoslavia, phrase was expanded. "Srbija do Tokija, al' preko Milvokija", meaning "Serbia to Tokyo, but over Milwaukee", in order to show disagreement with USA's role during 1999 bombing. After the bombardment ended, phrase extension was abandoned. Serbian alternative rock band Goribor released a demo album Stondom do Tokija as a parody for the slogan. Article on the 2006 secession of Montenegro from Serbia, exploring how "Srbija do Tokija" is no longer applicable, at the International Herald Tribune Article on Serbian/Albanian conflicts in 1999, including the use of "Serbia to Tokyo" as a graffito, at the New York Times Review of Melanie Friend's No Place Like Home: Echoes from Kosovo, in which "Serbia to Tokyo" is compared to threats of rape and murder
The 1937 Tschammerpokal Final decided the winner of the 1937 Tschammerpokal, the 3rd season of Germany's knockout football cup competition. It was played on 9 January 1938 at the Müngersdorfer Stadion in Cologne. Schalke 04 won the match 2 -- 1 against Fortuna Düsseldorf. With their win, Schalke completed the first double in the history of German football, having won the 1937 German football championship with a 2–0 win over 1. FC Nürnberg in the final; the Tschammerpokal began the final stage with 61 teams in a single-elimination knockout cup competition. There were a total of five rounds leading up to the final. Teams were drawn against each other, the winner after 90 minutes would advance. If still tied, 30 minutes of extra time was played. If the score was still level, a replay would take place at the original away team's stadium. If still level after 90 minutes, 30 minutes of extra time was played. If the score was still level, a second replay would take place at the original home team's stadium.
If still level after 90 minutes, 30 minutes of extra time was played. If the score was still level, a drawing of lots would decide. Note: In all results below, the score of the finalist is given first. Match report at kicker.de Match report at WorldFootball.net Match report at Fussballdaten.de
Thomas H. Makiyama, born in Hawaii, was an aikido teacher and founder of Keijutsukai Aikido and the Keijutsukai International Federation, based in Tokyo; the organization teaches Keijutsu. Makiyama started budō at the age of 18 in 1947 after enlisting in the U. S. Army, he was sent to Japan and was stationed in Yokohama, where he was assigned to the 8th Army’s military police criminal investigation division. At the Isezaki-cho police station in Yokohama he started to train in police judo. Over the years, he studied judo, Gōjū-ryū karate and aikido among other budō arts. In aikido, he achieved eighth dan in a certification as shihan, he is believed to be the only American with that distinction at the time. He contributed to a number of articles for martial arts publications such as Black Belt magazine. Makiyama was the author of one of the first books in English on Aikido in 1960 and the book Keijutsukai Aikido in 1983. In Hawaii, Makiyama was instrumental in forming the first official branch of the Aikido Yoshinkai outside Japan, at the personal request of the late Gozo Shioda, a close friend and professional acquaintance since 1948.
Makiyama created the Keijutsukai in February 1980 after training as an independent system commenced during the early part of 1979. He was the Keijutsukai Director until his death on September 9, 2005. Frank Paetzold, Wu Shu, Books on Demand GmbH, p 151, ISBN 978-3-8330-0182-6 Gary Bennett, Aikido Techniques and Tactics, Human Kinetics Europe Ltd, p 24, ISBN 978-0-88011-598-8 Thomas H Makiyama, The techniques of aikido, Jenkins, ASIN: B0000CLSPM Thomas H Makiyama, Keijutsukai Aikido: Japanese Art of Self-defense, Ohara Publications Inc. U. S. ISBN 978-0-89750-092-0 Aikido Journal entry for Thomas H. Makiyama