Burke has about $5 million to work with under the league’s $39 million cap as the Ducks (18-16-7) fight to climb from 11th place in the Western Conference and into playoff contention. A.J. Perez, (562) 499-1338 [email protected] 160Want local news?Sign up for the Localist and stay informed Something went wrong. Please try again.subscribeCongratulations! You’re all set! “I’m not much on what guys did before they got here,” said Burke, the Mighty Ducks general manager, in a conference call with reporters. “This business, fortunately or unfortunately, is based on what can you do for me today. I felt the goal production to date certainly didn’t merit the salary paid to date.” Sykora, 29, was in the final year of his contract that pays $3.1 million, the third-highest salary on the Ducks. AD Quality Auto 360p 720p 1080p Top articles1/5READ MORECoach Doc Rivers a “fan” from way back of Jazz’s Jordan Clarkson Kondratiev, 22, switched American Hockey League jerseys as he went from the Hartford Wolf Pack to the Portland Pirates, two teams that happened to be playing each other Sunday. The Russian played 29 games with the Rangers and four in Hartford this season. Burke said he eventually sees the 6-foot-1, 194-pound Kondratiev as a solid fourth defenseman in the NHL. The move comes nearly two months after the Ducks traded former Hart Trophy winner Sergei Fedorov and a draft pick to Columbus for little-known defenseman Francois Beauchemin. With the trade of Sykora, the Ducks have none of their top four scorers from the 2003-04 season left on the roster. The Ducks enter play tonight against the Kings at the Pond tied for 26th in the league in scoring. “Does this mean in some way we don’t consider ourselves a playoff team?” Burke said. “Absolutely not. Nothing can be further from the truth.” It didn’t take an abacus for Brian Burke to surmise that another former All-Star on the Mighty Ducks’ roster was expendable. Petr Sykora’s seven goals and 13 assists, Burke said, just didn’t jive with his contract – and that’s why the right winger found himself bound for the New York Rangers along with a fourth-round pick for minor-league defenseman Maxim Kondratiev on Sunday.
Share This!I am a HUGE fan of mobile order at Walt Disney World. If I’m eating quick service in the theme parks, mobile order is absolutely my preferred way of obtaining food. No waiting in lines. No bumping into other people. Just a few clicks on your phone and your food is ready.Mobile order is now available at most quick service restaurants in the WDW theme parks and at a few of the resort food courts. Take a look at this screenshot of the My Disney Experience app and you’ll find mobile order locations in just part of the Magic Kingdom.But in all of Disney Springs, with its many, many places to eat, there is only one Mobile Order location noted on the Disney app. That one place is D-Luxe Burger, which is fine, but sometimes you want other options.However, there are other mobile order spots at Disney Springs not noted on the Disney maps and app: Earl of Sandwich and Starbucks.Earl of Sandwich is a fan favorite spot for tasty, inexpensive sandwiches. To get mobile order here, download the Earl of Sandwich app and select the Disney Springs location. A similar strategy works for the two Starbucks locations at Disney Springs. Download the Starbucks app and select one of the Disney Springs locations – and remember that there are two locations, so choose the one you want. (Note: mobile order does NOT work at the Starbucks locations inside the theme parks.)Much like using OpenTable for Disney table service dining, using restaurants’ own apps can help you get the food you want, when you want it.Are you a fan of mobile ordering? Let us know in the comments.
Oracle continues to amaze as another quarter passes with revenues again far exceeding analyst predictions. Oracle revenue shot was up 28 per cent to $5.31bn, from $4.16bn in Q2 2006 while global sales of Oracle software licences increased 38 per cent to $1.67bn for the quarter.Oracle President Charles Phillips reiterated that Oracle’s path of pursuing high-end specialized ERP verticals would ultimately propel Oracle past SAP while SAP’s strategy has turned to a strategy of pursuing small and medium sized companies in volume. So far it’s working. Oracle’s ERP segment is growing at a rate of 68% compared to SAP’s growth of just 15%. Oracle provided guidance of 15-25% growth in the upcoming quarter.Oracle’s chief financial officer Safra Catz said the company’s growth is at a point that is faster than at any point in the last decade. “We are seeing more deals and each deal is a little bigger,” she said.Over recent years Oracle has spent more than $25 billion in acquisitions. This quarter Oracle’s acquisitions were down significantly — on the order of a little over $100 million. But Oracle continues to keep BEA in their sight. An acquisition of BEA by Oracle would round out an undeniably strong lineup of middleware technologies.Formtek is an Oracle solutions partner.
NARA is the organization in the federal government tasked with the historical archival and records management of the documents and written artifacts created across all federal government agencies. NARA dates back to the creation of the US National Archives in 1934. The initial charter of the organization focused on the historical preservation of documents and later was expanded to include tasks related to Records Management. Early on the national Archives took the lead in defining best practices around Records Management. The structure and methodology for Records Management developed by the National Archives has had a tremendous influence on the adoption and use of Records Management in the private sector.Given that as the background for NARA, the news over the last couple of years about how NARA has been coping with the growth in the number of documents, data, and information in the federal government has been disappointing. While NARA once set an example for best practices in the area of historical document preservation and Records Management, over the last decade NARA seems to have fallen significantly behind the curve.NARA is struggling to come to grips with how to handle email and social media archiving as well as just being able to cope with very large amounts of data. Large numbers of important documents have been lost or were never even targeted for archival. By some estimates, 83 percent of emails during the recent Bush administration were never saved and are lost. Clinton-era information has been lost. Historic NASA videos and images were lost. And 80 percent of federal agencies are currently at risk of illegally deleting records that should be maintained.But, things may be changing. It looks like David Ferriero, head of the National Archives, is attempting to right the course of the organization. At the beginning of March, Ferriero announced a sweeping re-organization at NARA. And late last week word came out that the decision has been made to pull the plug on a problem-plagued computer modernization project that has been underway at NARA for more than six years. A recent GAO report found that the NARA ERA program was mismanaged and had massive cost overruns. The report characterized the program’s plan and estimates for further funding as ‘not reliable’. The plan was unable to show what functionality the system would be able to deliver and was unable to provide a time schedule for the delivery. Although, by some estimates, at the current rate of implementation, the new system may not have been ready until 2017.NARA now plans to end additional development on the ERA program by the end of this year. It isn’t clear how much of the development on the ERA program that has already been done will be salvageable or usable but NARA insists that some of the agencies — as many as 20 — will begin to use the system by the end of the year. Basic full text search over document contents isn’t working yet — it is to be handled by a search engine called Vivisimo which is currently in prototype and hope to be available for use by the end of the year.Forcing federal agencies to start using a new system which isn’t up to snuff in order to save face on this project seems to be the wrong decision. It’s sure to lead to only more costs and headaches. A better option might be to admit failure and start a more open dialog with the private sector for cooperatively sharing the task of managing our nation’s data.