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The Open Mobile Alliance (OMA) was founded in June 2002 by nearly 200 companies. The Open Mobile Architecture initiative and Wireless Application Protocol (WAP) Forum formed the foundation for OMA. The Location Interoperability Forum (LIF), Synchronization Mark-Up Language (SyncML) Initiative, Multimedia Messaging Interoperability Process (MMS-IOP), Wireless Village, Mobile Gaming Interoperability Forum (MGIF) and Mobile Wireless Internet Forum (MWIF) integrated into OMA thereafter. In October 2003, OMA had approximately 300 companies as members, including mobile operators, wireless vendors, information technology companies, content providers and others. The uniqueness of OMA lies in cross-industry participation from parties involved in the entire mobile services value chain. This allows for the industry to avoid isolated technologies speci ed by separate bodies. Instead, OMA fosters de ning industry-wide requirements, a common architecture framework, open standards for enabling technologies, and end-to-end interoperability. The goal of the Open Mobile Alliance is to promote and specify technologies for the mobile industry. The technologies are network and operating system agnostic i.e. not dependent on their properties, promoting interoperability across various terminals, networks

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Incomplete understanding of functional and operational requirements. Another cause of this is not doing the necessary evaluation of the true requirements to decide if a Web Services approach really is appropriate. One of the key reasons for using Web Services is to support heterogeneous interoperability, and if that situation or requirement doesn t exist, then there is certainly a lot less justification for using it. Building for unspecified future requirements. Another common justification for a Web Services approach is to facilitate future interoperability requirements. So, Web Service interfaces are implemented when there isn t actually a concrete need to support heterogeneous interoperability, but it is felt that there is likely to be such a need someday. Building for future, fuzzy requirements is usually a bad idea, and especially so for Web Services, because there is a high likelihood that changes will occur to the technology and tools, which will require changes to the Web Services.

Information is Information is available on organized into demand by keyword, to suit channels, folders, users. and categories to suit advertisers. Cost per Thousand (CPM): Emphasis on cost; advertisers buy with the idea that share of voice = share of mind = share of market. Return on Investment (ROI): Invest in marketing for future growth and pro tability based on measurable return.

Timothy D. Martin, CFE, is a securities investigator with the Idaho Department of Finance. He has more than 20 years of investigative experience with the state of Idaho specializing in investment fraud. He has extensive experience in undercover investigation and asset identi cation and recovery. Mr. Martin is an expert witness and has provided testimony in numerous court cases in the areas of securities and commodities fraud. Mr. Martin is the state agency representative to the National White Collar Crime Center (NW3C) and serves on the state of Idaho s advisory committee for homeland security.

option is treated as listed or unlisted; and (c) the nature of the property underlying the option (eg, stock, stock indices, foreign currencies, bonds) For federal income tax purposes, options are characterized as listed options or unlisted options and as equity options or nonequity options A listed option is any option other than a warrant to acquire stock from the issuer that is traded on, or subject to the rules of, a quali ed board or exchange For this purpose, a quali ed board or exchange is de ned as: (a) a national securities exchange registered with the Securities and Exchange Commission (SEC), (b) a domestic board of trade that has been designated as a contract market by the Commodity Futures Trading Commission (CFTC), or (c) another exchange, board of trade, or market designated by the Treasury Department All other options (ie.

The following is a hypothetical case study involving a nancial company s credit card division that wishes to reduce the number of customers switching services. To achieve this, marketing management decides to initiate a data mining project to help predict which customers are likely to switch services. These customers will be targeted with an aggressive direct marketing campaign. The following is a summarized plan for accomplishing this objective.

ACKNOWLEDGEMENTS We would like to thank our colleagues on other longitudinal surveys for their invaluable assistance in providing details of the incentive strategies used on their studies. Our thanks to: Kate McGonagle (PSID, University of Michigan); Nicole Watson (HILDA, University of Melbourne); Kymn Kochanek (NLSY/NORC, University of Chicago); Jurgen Schupp (SOEP, Berlin); Sylvie Michaud (NLSCY, Statistics Canada).

Table 1.1. Summary of project steps Steps 1. Problem de nition Description De ne . Objectives . Deliverables . Roles and responsibilities . Current situation . Timeline . Costs and bene ts Prepare and become familiar with the data: . Pull together data table . Categorize the data . Clean the data . Remove unnecessary data . Transform the data . Partition the data Three major tasks are . Summarizing the data . Finding hidden relationships . Making prediction Select appropriate methods and design multiple experiments to optimize the results. Methods include . Summary tables . Graphs . Descriptive statistics . Inferential statistics . Correlation statistics . Searching . Grouping . Mathematical models . Plan and execute deployment based on the de nition in step 1 . Measure and monitor performance . Review the project

The JMSSubscribe3 output is shown here: