Tuesday, February 15, 2011

Mengganti Template Blogspot

Hal paling di takutkan seorang blogger ketika aktifitas blogging adalah mengganti tampilan dan mengubah sesuai dengan keinginan blogger. Blogger yang sekarang sudah banyak sekali mengalami perubahan, salah satunya adalah penggantian tampilan yang lebih mudah dan atraktif. Berikut ini saya akan membantu para blogger dalam mengubah tampilan sesuai dengan selera.
  1. Login dahulu ke www.blogger.com sesuai dengan akun yang anda miliki.
  2. setelah login, secara otomatis akan masuk ke halaman dashboard.
  3. setelah masuk kehalaman dashboard, klik tombol "NEW POST".

4. Kita akan berpindah ke halaman yang berisi berbagai menu. Untuk mengganti template/desain, kita klik tombol "DESIGN".

5. Kemudian klik tombol "Template Designer". Secara otomatis akan berpindah ke halaman yang berisi berbagai settingan dan tampilan template desain. 




6. Pada bagian ini, kita dapat mengganti template, background, layout, Adjust width, dan Advance.  Template dapat kita ganti sesuai dengan nama dan bentuknya, background juga dapat melakukan hal yang sama.


Saturday, December 5, 2009

Who'S Got The Monkey??

MONKEY? WHAT MONKEY?
I DON’T HAVE A MONKEY. DO I?


by Kim Small & Riddick Smiley

“Hello! Let me introduce myself. I am your newest monkey – myname is Upper anagement Project C. You assigned me to a member of your team last week. You outlined your expectations, detailed the project guidelines, and sent the employee on their way with me in tow. Soon, the employee had a question aboute, which you answered and I remained in your subordinate’scare. The next question about me, however, required a more involved explanation and my assigned keeper did not quite get the picture you were trying to paint. “Let me think about it,” you said, and the employee left your office. I, however, stayed with you!Your employee just successfully transferred me, UpperManagement Project C, from their back onto yours. Now, it is your responsibility to feed and care for me. By the way, you seem to have a lot of monkeys in here; how are you going to care for us all?”

Too often would-be managers end up taking back responsibilityfor their subordinate’s projects. This “monkey model” of management is discussed in the classic Harvard Business Review article, “Who’s Got the Monkey?” by William Onkcen, Jr. andDonald L. Wass . In this model, delegated projects are symbolizedby monkeys that need to be cared for and fed (representing the development and management tasks associated with thedelegated projects). Like monkeys, the tasks are on the backs of some person who has the responsibility for managing it (providingcare and feeding to the monkey). As the scenario above depicts,these monkeys often wind up on the back of managers, rather than with the subordinates to whom they are assigned.


Essentially, the monkey problem is one of initiative, the state of being responsible for taking the next step forward. Both managersand subordinates allow the initiative to rest on the manager far too often. Indeed, the “monkey model” argues that initiative for adelegated project should never remain with the manager! The manager will need all her discretionary time to develop and manage her own ideas (and to maintain the initiative on projects delegated to her from above). The entire point of delegation, ofcourse, is to place the responsibility for tasks on other personnel– so that more can be accomplished than the manager canaccomplish alone. If delegation does not fully occur, this goal is not achieved. Whenever the initiative returns to the manager, “wheelspinning and bottlenecking are on their way.”

Some of the problems that arise from all the monkeys living in the manager’s office (when the next step on every project becomes the manager’s responsibility) are readily apparent. Clearly, a manager can rapidly reach overload and become only minimally productive. When this happens, no subordinate can act without input from the manager, but the manager has no time toprovide this minimal input because she is doing the work assigned to her by her own boss. For managers who are unable to handle the monkey problem, putative “subordinates” are in reality “supervisors” passing along work for the manager to handle. Less clear, but equally problematic, is the effect on the subordinates themselves – who are unable to make progress on their projects because they are rarely given the initiative. They are likely to find themselves frustrated in their work and unable to develop in theircareers. Fortunately, as Onkcen and Wass outline, it is possible for both managers and subordinates to take steps to ensure that collaboration occurs appropriately without the monkey leaving the care of its proper owner – the subordinate.

The first part of the solution is the behavior of the manager. Oncken & Wass divide a manager’s work time into three categories. The first is boss-imposed time - projects that we haveto accept and process in a timely manner or suffer directconsequences. The second is system-imposed time – the peer–to-peer projects what we acquire that also require timely processinga nd carry somewhat less direct but definite consequences. The last is self-imposed time – time in which the manager canexercise discretion to supervise, delegate, organize, and create. This discretionary time, for many managers, becomes subordinate-imposed time – a category that really should notexist at all. The key to minimizing this problem lies in insisting thatsubordinates retain the initiative on their projects – that they takecare of their own monkeys. A manager intent on this goal must first get the monkeys out of her office in order to reconvert hers ubordinate-imposed time into self-imposed time. The manager in Oncken and Wass’ example accomplished this by meeting with each subordinate and working with them to determine how thenext move might conceivably be the subordinate’s – even if that next move is merely to consider the question overnight andreturn with a substantive answer (monkeys, it appears, sleep justas well on the back of the subordinate as they do on the back ofthe manager). In any case, the monkey leaves the meeting with the subordinate – who now has been given the initiative to work on the issue.

Having returned all the monkeys to the care of their proper owners, the manager must now ensure that his subordinates understand that they are responsible for retaining the initiative(for keeping the monkey on their own backs). This involves training and developing the subordinates – but doing so as part of a deliberate process that the manager chooses to do with his new found self-imposed time. This might be hought of as teaching people the care of feeding of monkeys – but more on that in a moment.

Subordinates have an important role to play in maintaining their own initiative – one they can perform even without the active participation of their manager. That role, of course, is to keep theirmonkeys on their own backs by recognizing and avoiding situationsin which the initiative for an issue jumps to their manager. A common practice - although perhaps not common enough - is for a subordinate to present the manager with solutions and alternative sat the same time the problem is presented. This allows for adiscussion of the merits of the proposals and for the subordinate to leave with the responsibility of either implementing a solution ordeveloping additional alternatives. It also minimizes the chance that the manager will need to “get back” to the subordinate with further guidance – which passes the initiative to the manager.

The authors also list 5 rules for managers to adhere to in the care and feeding of monkeys:
1. All monkeys are either fed or shot. Do not push issues into the “deal with later” pile because they will eat up enormous amounts of your discretionary time.
2. Only spend 15 minutes at any one feeding. Whatever the issue is it can usually be dealt with quickly. That doesn’t meanthere won’t be follow up required but tackle the monkey insmall pieces.
3. Feed the monkeys by appointment only. You set the schedule,not your monkey!
4. Insist on face to face or phone discussion when feeding themonkey. If you try to feed your monkey via email, it will fallback on your lap almost immediately because you will haveto respond to the email.
5. Schedule the next feeding and list out the degree ofexpectation (recommend for approval, act and advise, routinely report, etc.) at that feeding.

If a manager can get control of these five steps to monkey management, she will have successfully restored the initiative fordelegated projects to the appropriate personnel. Going forward, it will take much less time to check in on the health of each monkey in her subordinates’ care than it would to feed and nurture them
herself. She can then use the extra time to exercise the vision and talents that earned her the management position in the first place.


Tuesday, November 24, 2009

Contoh Lamaran Kerja (English & Indonesia)

Saya akan berbagi bagaimana cara membuat surat lamaran kerja. Dalam posting kali ini saya membuat dalam 2 versi, yang pertama dalam bahasa Inggris dan yang kedua dalam bahasa Indonesia. Dalam mendapatkan pekerjaan, hal terpenting yang pertama kali adalah cara penulisannya, agar lolos ke tes selanjutnya. Tidak mungkin asal menulis lalu lolos. Bagaimana format penulisannya?? berikut ini adalah contoh formatnya.

Ini adalah English Version-nya,

pertama


Jakarta, August 29, 2007
Attention To:
Mr. Imantoro
Human Resources Department
PT. Persada Bumida Terpadu
Jl. Raya Sukamaju No. 11
Tangerang

Dear Sir,

On this good opportunity, I would like to apply as a Instrumentation and Control System Engineer in your company. My name is Dias Farhan, 22 years old, male, single, energetic and healthy. I am a Control System Engineer and graduated from Suryadarma University (UNSURYA) on May 2007 with GPA 3.78. I would like to have career to expand my experience.

My personality as a hard worker and fast learner type of person would bring benefit to your company. I will be very appreciated if you could give in opportunity to work in your company.

Herewith I enclose my curriculum vitae, which will give details of my qualification.

I hope my qualifications and experience merit your consideration and look forward to your reply.

Sincerely yours,


Dias Farhan
Phone : 021 - 5758243
Jl. Melati No.23
Tangerang - 15712
(diambil dari Unwama.net)



Yang kedua



Bogor, August 29, 2007

Attention To:
Human Resources Department
Yayasan KPT
Jl. Raya Bumi Sentoda No. 5
Cibinong

Dear Sir/Madam,

Having known about a vacancy advertised on Kompas, August 27, 2007, I am interested in the position of Account Executive (AE).
I am a 26 year old male, graduated from a reputable university, having skill in English, both written and oral and also operating computer. I am a hard worker, able to work in individual and in team.

I would gladly welcome an opportunity to have an interview with you at your convenience. I hope my skills can be one of your company’s assest. I am looking forward to hearing from you in the near future. Thank you for your consideration and attention.

Sincerely yours,


Asep Catur Putra

Enclosures :

- Copy of ID Card
- Copy of Final Certificate
- Photo
- Curriculum Vitae
(diambil dari Unwama.net)



Ini adalah Bahasa Indonesia,

yang pertama,


Jakarta, 29 Agustus 2007
Hal : Lamaran Pekerjaan

Kepada Yth.,
Manajer Sumber Daya Manusia
PT. Hand’s Parmantindo
Jl. Raya Bumi Sentoda No. 5
Cibinong

Dengan hormat,

Bpk. Bambang Satrio, seorang asisten editor di PT. Hand’s Parmantindo, menginformasikan kepada saya tentang rencana pengembangan Departemen Finansial PT. Hand’s Parmantindo. Sehubungan dengan hal tersebut, perkenankan saya mengajukan diri (melamar kerja) untuk bergabung dalam rencana pengembangan PT. Hand’s Parmantindo.

Mengenai diri saya, dapat saya jelaskan sebagai berikut :

Nama : Florentina Putri
Tempat & tgl. lahir : Probolinggo, 5 Agustus 1979
Pendidikan Akhir : Sarjana Akuntansi Universitas Pancasila - Jakarta
Alamat : Perum Bojong Depok Baru 1, Blok ZT No.3, Cibinong 16913
Telepon, HP, e-mail : 021 - 87903802, HP = 0817 9854 203, e-mail = putri.flo@gmail.com
Status Perkawinan : Menikah.


Saat ini saya bekerja di PT. Flamboyan Bumi Singo, sebagai staf akuntasi dan perpajakan, dengan fokus utama pekerjaan di bidang finance dan perpajakan.

Sebagai bahan pertimbangan, saya lampirkan :
Daftar Riwayat Hidup.
Foto copy ijazah S-1.
Foto copy sertifikat kursus/pelatihan.
Pas foto terbaru.


Besar harapan saya untuk diberi kesempatan wawancara, dan dapat menjelaskan lebih mendalam mengenai diri saya. Seperti yang tersirat di resume (riwayat hidup), saya mempunyai latar belakang pendidikan, pengalaman potensi dan seorang pekerja keras.

Demikian saya sampaikan. Terima kasih atas perhatian Bapak.


Hormat saya,


Florentina Putri


yang kedua,


Hal : Lamaran Pekerjaan

Kepada Yth.,
Manajer Sumber Daya Manusia
PT. Gilland Ganesha
Jl. Raya Kebon Durian No. 11
Jakarta Timur

Dengan hormat,

Sesuai dengan penawaran lowongan pekerjaan dari PT. Gilland Ganesha, seperti yang termuat di harian Kompas tanggal 27 Agustus 2007. Saya mengajukan diri untuk bergabung ke dalam Tim Marketing di PT. Gilland Ganesha.

Data singkat saya, seperti berikut ini.
Nama : Benny Kasmanto
Tempat & tgl. lahir : Bukit Tinggi, 19 Februari 1976
Pendidikan Akhir : Sarjana Manajemen Universitas Islam As-Syafi’iyah (UIA) - Jakarta(Konsentrasi Manajemen Pemasaran)

Alamat : Perum Bumi Sentosa Blok A.5 Bekasi
Telepon, HP, e-mail : 021 - 87914990, 0815 965 5695, benny_kas07@yahoo.co.id
Status Perkawinan : Menikah


Saya memiliki kondisi kesehatan yang sangat baik, dan dapat berbahasa Inggris dengan baik secara lisan maupun tulisan. Latar belakang pendidikan saya sangat memuaskan serta memiliki kemampuan manajemen dan marketing yang baik. Saya telah terbiasa bekerja dengan menggunakan komputer. Terutama mengoperasikan aplikasi paket MS Office, seperti Excel, Word, Acces, PowerPoint, OutLook, juga internet, maupun surat-menyurat dalam Bahasa Inggris.

Saat ini saya bekerja sebagai staff Marketing di PT. Hilmy Finance. Saya senang untuk belajar, dan dapat bekerja secara mandiri maupun dalam tim dengan baik.

Sebagai bahan pertimbangan, saya lampirkan :
Daftar Riwayat Hidup.
Foto copy ijazah S-1 dan transkrip nilai.
Foto copy sertifikat kursus/pelatihan.
Pas foto terbaru.


Saya berharap Bapak/Ibu bersedia meluangkan waktu untuk memberikan kesempatan wawancara, sehingga saya dapat menjelaskan secara lebih terperinci tentang potensi diri saya.

Demikian surat lamaran ini, dan terima kasih atas perhatian Bapak/Ibu.


Hormat saya,



Benny Kasmanto

Thursday, November 19, 2009

Why Appeal to the Most Influential Sense in Your Ads?

For any of us to communicate with another person, we must get our message across through one of their five senses. Advertisers, of course, know this. At times the sense of smell is used. You walk by a bakery and decide to stop in and find out what smells so good. The taste test is used for soda drinks or pizza ads. Pictures of food appeal to previous memories of its good taste. Touch is the main seller when people are buying a mattress. Consumers want to lie on it to find out if lying on it would be restful for eight straight hours.

The most influential of all our senses is that of sight. In fact, 80% of all we learn comes in through our eyes. Most of the other 20% is learned through hearing. A radio ad then must capture the consumer's attention through words alone.


With 80% of what we learn entering our eyes, advertisers are wise to center their ads around the visual. If they can add sound, this is even better. Printed ads can be read over and over by many people. They can last longer and for this reason potentially influence more consumers than sound ads alone.

Visual advertisement comes in two forms, words and pictures. Words are abstract for they represent a reality. The word 'house' stands for a dwelling of brick and wood. Words can also stand for products. Slogans have caught on and identify products. One of the most famous was, "Where's the beef?" from the Wendy's ad. Though mainly verbal, that one phrase sold more hamburgers than anyone will ever know.

Rarely will the quantity of words sell an item. Usually it will not be the quantity but the quality that is important. People are busy and always in a hurry. The message of the ad must be succinct and catchy. It must give the message and yet not bore the audience. This is a hard balance.

Humor, when appropriate, is an excellent way to capture the attention of the public. For example, Alaska airlines portrayed their company's strength through exaggerating the competition's weaknesses. It was humorous and kept people watching, and flying with them for several years.

Sometimes the ad is whittled down to just a motto, a logo, or a symbol. These along may associate a particular product to people's needs. The colors of Pepsi without words will sell the product. In other words, the wordless picture is the whole ad.

In summary, good ads use visual and audio, use precise words, and may add a touch of humor. This combination will most likely get the attention of the public. It requires creativity but is achievable. Once this is done, then the company must choose where the ad will appear. Some creative people have put their brief message on a banner and paid to have it flown over a large group of people. This is a banner ad. It effectively gets the concise message to many people at minimal cost. With the added audio of the plane's engine to attract attention, both sight and sound are giving the one-two punch to drive the message home to the consumers.

Open Source Runs London Marathon Site

London Marathon 2010 sponsor Virgin has built its fundraising website on open source technology, writes Cliff Saran

Virgin, the sponsor for the London Marathon 2010, has created a charity fund-raising site, based on open source technology.

Virgin has used open source components, including the MySQL database, JBoss application server. Apache web server, Jaspersoft Business Intelligence Suite and Talend extract, translate and load database tools, to build a service-oriented architecture to take donations on behalf of UK charities.

Jeremy Walters, head of systems development at Virgin Money, who spearheaded the project, has taken the open source route, over commercial products, in a bid to save costs and increase flexibility. It is a not-for-profit site, so keeping operating

costs low is paramount, particularly as Virgin Money hopes to undercut rival donation sites by offering lower commissions on donations taken through Virgin Money Giving.

"When Virgin became the sponsor of the London Marathon until 2015, we were given the option to become the preferred online fundraising site. While there are a number of donation sites on the internet, we wanted to create something that provided a market-leading service at considerably less cost to charities," he says.Open source savings

The company took advice from analyst firm Gartner on the feasibility of using MySQL and chose open source companies that offer professional services to support their products.

"Open source is not necessarily an easy way to save money up front. We chose credible companies and bought professional support," Walters says. Since open source code is licence-free, the money saved on licensing has instead been used to pay for external expertise and support.

The site, which was built by a development team of 20 from Virgin Money, integrates the open source components with the company's existing Oracle Financials back-end accounting package and the card payment service supplied by The Logic Group. Virgin Money Giving used Opsera, a provider of open source products and services, to help it build the platform. Opsera worked in partnership with Virgin Money to analyse and design the website and application, and led the initial development and delivery using offshore software development house, Arrk.
Hardware savings

Walters says Virgin Money Giving has not had to buy lots of additional hardware to support the site. Instead, the servers for Virgin Money Giving are run on VMware, to create logically separated servers on the same hardware infrastructure as Virgin

Money's existing core business applications.


He says the logical separation of applications on physical servers provided by VMware allows Virgin Money Giving to run the service within its existing Cable & Wireless managed datacentre. which provides full disaster recovery.

Storage is also shared on an EMC storage area network, but with full data separation at the application layer. "We have fully segregated the Virgin Money Giving application from Virgin Money systems, while benefiting from the economies of scale of the existing Virgin Money infrastructure "he says.
Valuable experience

Using open source software has not hindered FSA and HMRC compliance at Virgin Money Giving, In fact, Walters says open source has helped Virgin Money Giving customise the site.

Walters says the Virgin Money Giving project has given the team experience of integrating open source terns, working with offshore development outsourcing and even building a Facebook application, experience which could be applied on the core Virgin

Money site.

The project began 18 months ago and has an absolute deadline of October 2009, when runners will be notified if they have got a place in the London Marathon 2010.

By Cliff Saran

oracle's sun deal: oracle may nedd to lossen its grip

While the Oracle-Sun merger is likely to be O.K.'d, the European Union will probably ask Oracle to give up some control over MySQL, Sun's open-source software

When Oracle announced its $7.4 billion acquisition of Sun Microsystems in April, the software behemoth was acting on a grand vision. The deal was part of Oracle's aim to become a soup-to-nuts supplier of everything companies need to run their computer systems, from chips and operating systems to databases and business programs. The grand plan may need some revision.

In order to alleviate pressure from European Union regulators worried about Oracle's growing power, Oracle may be forced to give up some control of a key aspect of the deal: the open-source MySQL database software owned by Sun.

The EU wants to make sure Oracle (ORCL) doesn't stifle competition in the $19-billion-a-year database market as it tries to complete its acquisition of Sun (JAVA), which makes computer systems and software including the Java programming language and MySQL database, a kind of electronic filing system.
"Taking a Tough Stance"

MySQL, available free of charge, runs the Web sites of some of the Internet's biggest brands. Among them: Twitter, Facebook, Google (GOOG), and Yahoo (YHOO). "They're taking a tough stance because 10 years down the road this could be a pretty big competitor to Oracle," says a securities analyst who asked not to be named because he was expressing personal views on the deal.

After saying in September that it's looking into aspects of the deal, Europe is preparing to issue a more formal objection to Oracle's acquisition of Sun, perhaps in the next several days, according to reports. Regulators may ask Oracle to release a new version of MySQL that it doesn't control to preserve competition. Sun bought MySQL for $1 billion in 2008. Oracle declined to comment for this article.

Because MySQL is distributed under an open-source licensing agreement, which lets users freely modify its code, companies including Google, Amazon.com (AMZN), and a software development project called Drizzle that's staffed partly with Sun employees, have already modified the database or incorporated it into commercial products without

buying an officially supported version from Sun. For example, Amazon.com on Oct. 27 announced that customers can rent the MySQL database from Amazon over the Internet, paying by how much data they store and transfer. Google maintains its own version of MySQL, too.
The EU Is Positioning Itself

The presence of these versions in the wild suggests that forcing Oracle to spin out yet another version of the software may be redundant. "The remedy's already there," says one industry executive familiar with the EU's thinking, who says a regulated new version of the software would have little impact on the way companies license and use MySQL, which is prized for its speed and adaptability to running large Web sites. "The vast majority of the installed base isn't controlled by the vendor I'm at a loss why any other remedies would be needed," this person says. "There's something illogical in

the whole thing."

Whatever the proposed concessions, even Oracle's competitors believe the Sun deal will get done. "They're doing what the EU always does — making provocative statements," says an executive at an Oracle competitor. Analysts say the EU wants to position itself as an advocate for technologies that are more open rather than proprietary — closely guarded by license owners.

Oracle has a commanding lead in the market for database software, which stores the information that underlies business applications and Web sites. Oracle held 49% of the $18.8 billion worldwide database market in 2008, according to market researcher Gartner (IT), compared with 22% for IBM (IBM) and 16.6% for Microsoft (MSFT). MySQL

accounted for 0.5% of database sales, Gartner says. MySQL also accounts for a small portion of Sun's revenues. For its 2009 fiscal year ended June 30, MySQL and Sun's middleware generated $313 million in sales, of a total $11.44 billion.
A Vehicle to Sell to Web Companies

Immediate revenue isn't the primary importance of MySQL to Oracle. The database gives Oracle a vehicle to sell to Web companies that don't use its powerful and more expensive 11g database. Sun estimates there are more than 12 million copies of MySQL in use. "There's not a huge amount of financial value tied up in MySQL for a company

of Oracle's size," says Bill Whyman, head of technology research at investment company ISI Group. "The advantage is more strategic."

European regulators are concerned because if Oracle buys Sun, the largest supplier of database software would be acquiring the leading open-source database.

The European Union first raised concern about the Sun deal Sept. 3, saying it wanted to make sure Oracle was committed to developing MySQL. European Competition Commissioner Neelie Kroes met with Oracle President Safra Catz in October.
Java Is Key to Fusion

Industry executives say the EU has also been asking for commentary on the effect of Oracle's potential ownership of the Java programming language, though the EU hasn't specifically cited the technology in public statements. Java is a key part of a new line of Oracle business applications called Fusion, the first of which are expected

next year.

European opposition to the deal is the main stumbling block for Oracle, which has spent $30 billion to acquire nearly 60 companies in the past five years. The U.S. Justice Dept. has already approved the deal.

Oracle could wait and see what Europe's specific objections are, then tailor a response. The European Commission has until Jan. 19 to make a final decision whether to allow the deal or block it.
IBM, HP Swiping Customers

The delay, however, is sapping Sun's value. Sales for Sun's fiscal first quarter ended Sept. 27 fell 25% to $2.24 billion, according to a report released Nov. 6. Sun shares the same day closed down 13%, or 1.6%, at 8.10, vs. the $9.50 per share Oracle offered for the company in April. Sun is losing $100 million a month amid the delay, Oracle

Chief Executive Larry Ellison said in September. IBM and Hewlett-Packard (HPQ) are also swiping its customers. On Oct. 20, Sun said it plans to lay off 3,000 workers in the next year, about 10% of its workforce, citing the delay in closing the acquisition, which was supposed to happen in the summer. "The longer this takes, the more money Sun is going to lose," Ellison said at the time, insisting he wouldn't spin off MySQL.

This isn't the first time the EU has tried to block a merger of U.S. companies. In 2001, it scuttled General Electric's (GE) proposed $42 billion acquisition of Honeywell (HON), ruling that the companies' combination would hinder competition in the aircraft industry.

Ellison has prevailed over trustbusters before, and is tenacious when he wants to close a deal. In 2005, Oracle bought business software maker PeopleSoft after a protracted fight with the Justice Dept. In 2008, it snared BEA Systems after BEA shareholders pushed for a higher price. "Oracle's a pretty tough competitor and they

beat the DOJ in PeopleSoft," says ISI Group's Whyman. "The difference is Sun's losing

a lot of money. Time usually plays to the regulators' advantage."

Thursday, November 5, 2009

Databases, data tombs and dust in the wind

Jonathan D. Wren1, and Alex Bateman2
1Arthritis and Immunology Research Program, Oklahoma Medical Research Foundation, 825 N.E. 13th Street,
Oklahoma City, OK 73104-5005, USA and 2Wellcome Trust Sanger Institute, Wellcome Trust Genome Campus

Hinxton, Cambridge, CB10 1SA, UK



As biomedical data accumulates, the need to store, share and organize it grows. Consequently, the number of Internetaccessible databases has been rapidly growing on an annual basis.
Bioinformatics regularly publishes descriptions of biomedically relevant databases, Nucleic Acids Research has published an annual database issue since 1996 and now a new open-access
journal, Database: The Journal of Biological Databases and Curation, will soon be launched by Oxford University Press in 2009 . Since databases can be made publicly available on the Internet without publication, it is worth considering what factors prioritize
publication of database descriptions in a peer-reviewed journal. In general, publication of a database description in a journal advertises it as a valuable resource for scientific research. Implicitly, it is assumed that this resource is publicly available (most likely for free)
and will be maintained. However, therein lies the problem: Database papers are simply not of the same nature as regular research articles.
Over time, some databases simply become inaccessible, some are created but not maintained or updated, and some databases are never used (Galperin, 2006). Thus, for database creators, reviewers and journal editors, there are several additional considerations to judge,
prior to publication, how potentially valuable these new databasesmay be.



1. DATABASE PERMANENCE AND CHANGE

Many Internet-based resources have become inaccessible since their publication. Of all URLs published within any given year, ∼6% of that total will disappear each year thereafter.  Approximately 20% of URLs published in MEDLINE abstracts are now inaccessible, about 20% of which are links to databases (Wren, 2008). In some cases, though, the database has simply been relocated and many of the more popular databases are quite stable (Galperin, 2006). Some of this probably reflects an obsolescence factor, one that serves the community by removing outdated or unused databases. But most, even if infrequently accessed, are probably a loss to the scientific community. The continued existence or even probable shelf life of a database is difficult to predict up front. But like other scientific resources, such as cell lines, they can be backed up by keeping copies offsite and/or permitting the data to be downloaded. Preservation efforts and downloadable data add to a database’s value.

On a related note, some databases are never updated and some are poorly maintained (e.g. bugs not fixed). Static data, even if organized into a queryable format, is more or less equivalent to supplementary to whom correspondence should be addressed. Information, and detracts from a database’s potential value. Updates and maintenance, unfortunately, can be no more guaranteed than permanence. Like the database itself, they are dependent upon the database creators. Fortunately, both these issues have been recognized and at least one website is taking steps to address them. Pathguide  provides data on popularity as well as uptime for some database resources (Bader et al., 2006). Hopefully, a centralized user satisfaction website will evolve from this or another effort that records each published database, permits users to comment on their utility (and disappearance) and permits authors to post updates regarding relocations or ongoing difficulties. This would help quantify database utility (e.g. to justify requests for funding support), track updates and also permit reviewers to use it as a factor that might suggest how likely a new database is to be maintained and updated, on the basis of existing databases from the same authors.


2. DATA TOMBS

Among existing online databases, some are so rarely accessed that they would better be characterized as ‘data tombs’. Although these are somewhat analogous to uncited papers, the difference is that it should be theoretically easier to identify a potential user base for a database resource than to predict who might build upon or cite a body of research. It is difficult to objectively estimate, a priori, how frequently a new database might be accessed.Anarrow scope might mean few users, but it could be of great value to those few. A broadscope might suggest a wide user base, but the data within might be useless. But there are some factors that might help identify potential data tombs.


First, if a database has been cited (whether by its URL or name) by a group other than its creators, that is suggestive evidence of its potential utility. In cases where the need for a new database is in doubt, it might not be unreasonable to set this as a prerequisite for moving forward with the peer-review process. Such a reference could, of course, be fabricated, but doing so is non-trivial. In the absence of citations, signed letters of support from users could similarly be used during the review process to persuade reviewers of its utility. Data tombs, in large part, seem to have resulted from a ‘build it and they will come’ philosophy, which is OK as a means of justifying database creation, but not publication.

Second, it is worth requesting a mix of reviewers who have expertise in biological database design, and those anticipated to be among the users of the database. It is also essential that the reviewers be asked to report on the usage and testing of the database as well as reviewing the manuscript.

Third, it would be useful to have a subsection in every database paper whereby authors explicitly describe and make convincing arguments for their anticipated user base, if none exists already. Not merely with generic proclamations (e.g. ‘this database can be of value to researchers who access genomic data’), but with specific examples (e.g. ‘so-and-so et al. were limited to the analysis of 431 genes of category X in their recent paper, but if they had been able
to access our database, they could have more than quadrupled that number’).

3. DATABASE UTILITY

Putting aside issues of permanence and anticipated access frequency, it is also important to weigh potential utility. Bear in mind that the first to publish a Database of Purpose X raises the requirements for anyone who wants to publish a similar database in the future. Merely creating a better quality database will probably not be enough to justify publication if the content is largely the same, yet it seems a shame that an inferior version would be part of the publication record rather than a superior one. However, such events cannot be reasonably anticipated and so requesting low-cost and/or high-benefit improvements is best done prior to publication, when authors are most motivated to make such changes. Specifics vary by database, and design considerations for good databases have been outlined (Bateman, 2007). Here are some of the more important strategic considerations.

First, more can be less. Busy web pages can confuse and distract. Developers often equate the power of their software with the number of options, but users usually equate the number of options with the number of barriers between them and their results. Default parameters should already be set and labeled as such. It is good practice to have a link or help feature explaining why one would want to choose one option over another if it is not already selfexplanatory. If a database is hard to navigate, query or use, users will prefer an alternative that is less sophisticated but easier to use. 

Second, the more a database can be integrated into other programs, the more its potential value is. The ability to access database entries by URL parameters (e.g. as one can do to link to PubMed articles by their PubMed ID) or by a programmatic interface (e.g. APIs, SOAP)also adds to its value and utility, since it can become a resource not just to people, but to programs.

Third, all databases should be evaluated in terms of the value provided to their intended user base. For example, agglomerating data from different sources into a ‘metabase’ can be potentially useful, but if the users of the database would mostly be the programmers that could just as easily combine the different data sources themselves, then there is not much value.

Finally, it is worth noting that the most valuable databases are either central repositories of data or add value by curation of biological information. Databases that merely parse a larger database(e.g. PDB) into a smaller, focused subset are rarely of any practical value. When judging a database, an important question to be asked is whether the sum of biological knowledge has been increased by the database. If the answer is no then what purpose does it fulfill?


4. SUMMARY

Publishing database descriptions in peer-reviewed journals implies that they have value to the scientific community, value at least equal to the regular research papers published in the same journal. This may vary by journal, but no journal would want to publish databases if they knew they were destined to become data tombs or dust in the wind. Estimating the potential value of a new database  needs to focus on the nature of the resource being described and take into account that, unlike regular research articles, a database’s continued existence, utility and maintenance can only be estimated probabilistically. Thus, factors that increase this probability increase its potential value.


Conflict of Interest: none declared.

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