Todd, a quarterback and popular senior, asks Jinx and Jackson to investigate a haunting at his family's tavern, where glasses move on their own and voices whisper horrible things each time Todd and his brother are fighting.

"A car crashes in front of rookie PI Paige Holden's home. And suddenly, she finds one of her pro bono clients dying in her arms-from a gunshot wound. With her last breath, the woman whispers cryptic words into her ear and hands her a blood-smeared flash drive. Five years ago, State's Attorney Grayson Smith put a murderer behind bars. But when Paige Holden shares the flash drive with him, its contents cast doubts on the conviction-and lead him and Paige into a world of blackmail, dark secrets, and a decades-long string of murders. An investigation they'll survive only by trusting each other-and the truth."--P. [4] of cover.

As the economy moves toward a services orientation, companies are struggling with how to improve their offerings. Process management is a key component of the services that companies provide. This book has three main parts: mapping, improvement, and error-proofing and metrics. In the first part--mapping--the reader will learn how to map a process so that the map is immediately understandable for identifying the roles, work steps, and automation support used in process delivery. The second part--improvement--provides a series of techniques for defining, prioritizing, and analyzing problems from several perspectives. The first perspective is called "leaning," and its purpose is to remove waste from an existing process. The second perspective is "cleaning," during which the remaining steps following leaning are analyzed for possible improvement. The third perspective is "greening," which explores opportunities and trade-offs for outsourcing, coproduction, and environmental improvements related to the process. The final third of the book--error-proofing and metrics--presents several techniques for ensuring risk mitigation for the new process and for measuring changes that define their impacts, and illustrates a method for proposing changes to executives in a "case for change." Overall, the book provides a blueprint of how to develop a discipline for process management that applies to any type of work.