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Deliverable 2 - Using Visuals to Enhance Viewer PerceptionCompet.docx
- 1. Deliverable 2 - Using Visuals to Enhance Viewer Perception Competency Analyze and interpret perceptual elements of visual media communication to identify effective visual messages. Scenario You have been hired by a large law enforcement agency to analyze the images used on advertising billboards in both urban and suburban regions. The billboards visually display a new campaign message to improve neighborhood safety. During your analysis, you find that the images used on billboards in the urban areas are exactly the same as the images used in the suburban areas. Both images show parents happily talking with law enforcement officers while children run over green lawns having a fun balloon fight. You decide that these images are not sending proper perceptual messages. You decide to create a visual analysis video for the law enforcement agency to share with the administration For the video visual analysis, you realize you will need to find two new images that are quite different from one another. One image will be used on the urban billboard, and the other image will be used on the suburban billboard. In your video presentation, you will compare and contrast how each image utilizes the following: 1. Compare and contrast the visual elements of cultural familiarity. Explain why it is important to use culturally familiar visuals that are quite different in the urban and suburban billboard images. Include specific visuals in your visual analysis. 2. Identify specific visual examples of the following cognitive elements: memories, experiences, and expectation. Compare and contrast how urban and suburban viewers may be affected differently by those specific cognitive visual elements. 3. Explain the difference between urban and suburban viewers' emotionally engagement with each of the billboard images.
- 2. 4. Identify visual semiotic codes in both images: metonymic, analogical, displaced, and condensed. Discuss the importance of using these codes. Include specific visuals in each part of your visual analysis. As you outline your ideas for the video, you decide to record your verbal analysis while analyzing the two visuals in less than seven minutes for added clarity. / FEATURE 8 common project management mistakes — and how to avoid them IT executives and certified project management professionals reveal the most common reasons projects get derailed and what project managers can do to keep them on track. By Jennifer Lonoff Schiff CIO | JUN 28, 2017 3:00 AM PDT So many projects, so much mismanagement. That's the refrain of many IT executives. Indeed, even with project management software, IT projects often wind up taking longer (much longer) than planned and costing more than budgeted. While no two projects are exactly the same, the issues that can affect — and potentially jeopardize — them are
- 3. often quite similar. And even good project managers can make mistakes when wrangling a big, complex project — or when being bombarded with change requests. Here's what IT executives and project management professionals told us are the all-too-common mistakes they see project managers make — and advice for avoiding them. Mistake #1: Not meeting with the whole team and setting goals upfront “It’s important for the entire team to know roles and responsibilities and deliverables” right from the start, says Shami Ahuja, director of agile practice at technology consulting firm Nisum. This is why it’s a good idea to hold a kickoff meeting with all stakeholders. [ Tips, strategies and best practices — all this and more in our project management professional guide. | Find out how to pick the right project management methodology for your team and beware the 10 project management myths to avoid. | Get the latest project management advice by signing up for our CIO newsletter. ] ADVERTISEMENT HPE Anthem https://www.cio.com/feature https://www.cio.com/author/Jennifer-Lonoff-Schiff/
- 4. https://www.cio.com/article/3224865/project-management/what- is-a-project-manager-the-lead-role-for-project-success.html http://www.nisum.com/ https://www.cio.com/article/3243005/project- management/project-management-tips-strategies-best- practices.html#tk.cio_fsb http://www.cio.com/article/2950579/methodology- frameworks/how-to-pick-a-project-management- methodology.html#tk.cio_fsb https://www.cio.com/article/3252332/10-project-management- myths-to-avoid#tk.cio_fsb http://cio.com/newsletters/signup.html#tk.cio_fsb https://www.cio.com/ / “A kickoff meeting helps [define and set] expectations — and [ultimately] makes the team more self-dependent and self-organized. It also instills a higher level of accountability and ownership [of the project].” Mistake #2: Not breaking down (big) projects into smaller pieces “Breaking [a] large project into small, manageable pieces will make the team feel more comfortable and confident that they can successfully tackle what may seem like an impossible project and [accomplish] each task,” says Sid Soil, owner of document imaging and storage provider DOCUdavit. To avoid leaving your team feeling overwhelmed, “take the time to understand each facet of the project.” Then
- 5. “break the project into small pieces, and break those small pieces into smaller pieces if you can.” And assign each task to the team members who are best suited to accomplish them. RECOMMENDED WHITEPAPERS 2019 Gartner Market Guide for AIOps Platforms 2019 Gartner Market Guide for IT Infrastructure Monitoring Tools How to Develop a Business Continuity Plan http://docudavit.com/ https://www.cio.com/resources https://www.cio.com/resources/201992/2019-gartner-market- guide-for-aiops-platforms https://www.cio.com/resources/201989/2019-gartner-market- guide-for-it-infrastructure-monitoring-tools https://www.cio.com/resources/201983/how-to-develop-a- business-continuity-plan / Related video: 7 goals every project manager should aspire to achieve Mistake #3: Not prioritizing projects and/or tasks “Many IT departments have multiple, concurrent projects running, for both internal and external customers,”
- 6. explains Cortney Thompson, CIO of data center services provider Green House Data. And “too many times, we see staff keeping their head down on a project that is a lower priority while a higher visibility project starts to slip.” That’s why it’s important for — and the job of — the project manager to let team members know what tasks should take priority and when priorities have changed. “Clearly communicating project priorities can help save a lot of hassle and headache,” he says. Mistake #4: Forgetting that project management is also people management “Too many project managers get bogged down focusing on the scope, quality, cost and timeline associated with their projects” and forget about the people who are actually doing the work, says Irfan Kapasi, managing director, strategic solutions and services, at IT staffing firm Computer Task Group. Failing to properly manage team members, or micromanaging them, can “lead to delays, impact quality and result in cost overruns.” To avoid this problem, “make sure everyone understands how and why their role is important to the success of the project and schedule time for periodic check-ins,” he advises. “This includes sponsors, team members, executives, suppliers and other stakeholders. This way you can make sure
- 7. everyone shares the same vision for the project.” SponsoredPost Sponsored by OpenText The changing face of energy IT INSIGHTS 7 goals every project manager should aspire to achieve https://www.cio.com/video/85937/7-goals-every-project- manager-should-aspire-to-achieve https://www.greenhousedata.com/ http://www.ctg.com/ https://www.cio.com/article/3516157/the-changing-face-of- energy.html / Mistake #5: Not regularly communicating with team members “While nobody will refute the importance of constant communication to successful project management, once a project is underway it's easy to miss times to meet with the team or provide updates to key stakeholders,” says Bob Drainville, president of time tracking app maker Timesheet Mobile. “Establishing the right foundation for regular meetings, who will attend these meetings and who else needs to be involved will help keep things on track." Drainville also emphasizes the importance of having the right number of
- 8. people involved because "too many people can bog things down, as people may feel they need to comment at every turn.” Mistake #6: Letting changes get out of hand “Scope creep is pervasive in project management and difficult to manage because, as the name suggests, it creeps up on you,” says Kofi Senaya, director of product at mobile app development company Clearbridge Mobile. “Additional requests and added features strain resources and can affect the focus of the product vision. And without the proper control, [they] can severely affect project success.” However, “scope creep can be curtailed by strong project management and product ownership." “When adding features [or considering changes] you need to ask yourself a few questions,” he says. “Do new feature requests align with the product vision? Do the proposed changes add value to the end user? Are they critical or nice to have? Clearly defining product goals and identifying success factors can help ensure that change requests and added features that aren’t aligned to objectives don’t threaten timelines.” Mistake #7: Not using a project management tool “Many solid project management tools, like Asana or Trello,
- 9. have great visual representations of the status of [a] project,” says Kean Graham, founder & CEO of ad optimization companyMonetizeMore. To help keep projects on track, “it's important to use these tools to know where the project is, to make sure it is on pace to complete by the deadline and to identify opportunities for additional efficiency [or spot problems].” Additionally, “project documentation should be updated weekly,” says Cerila Gailliard, a certified project management professional and consultant. “If something of importance comes up [e.g., a change in task or scope or deadline], the PM should update the documentation within 24 hours. This will give everyone on the project accurate https://www.timesheetmobile.com/ https://clearbridgemobile.com/ https://www.monetizemore.com/ http://oysllc.com/ https://www.cio.com/article/3516157/the-changing-face-of- energy.html / information [about] the project.” Mistake #8: Failure to adjust course when things go wrong As every project manager knows, sometimes, despite your best efforts, things go wrong or the project fails. And “the
- 10. fear of failure can sometimes lead a project manager to an exercise of futility in trying to salvage a doomed project,” says Brandon Evans, CTO of project portfolio management software provider Changepoint. That’s why it is essential to “create a vehicle for transparent and truthful reporting… [that] provides executive stakeholders with information that allows for good, timely decision making,” he says. That way, “if the project is strategically important, [and something goes wrong,] the business can change course and [help the project to] become successful by adjusting [the] budget, resources and/or delivery expectations.” More on project management Project management guide: Tips, strategies, best practices What is a project manager? The lead role for project success 10 project management myths to avoid 15 essential project management tools How to pick the right project management methodology for success Top 11 project management certi�cations for 2017 6 traits of highly effective project managers
- 11. Agile project management: A beginner's guide Project management salaries: Talent gap reveals long-term growth 7 goals every project manager should aspire to achieve Project management: 5 tips for managing your project budget Project management: 7 steps to on-time, on-budget, goal-based delivery The 7 best project management mobile apps Next read this: Top 9 challenges IT leaders will face in 2020 Top 5 strategic priorities for CIOs in 2020 7 'crackpot' technologies that might transform IT 8 technologies that will disrupt business in 2020 7 questions CIOs should ask before taking a new job 7 ways to position IT for success in 2020 The 9 new rules of IT leadership 20 ways to kill your IT career (without knowing it) https://www.changepoint.com/ https://www.cio.com/article/3243005/what-is-project- management-tips-strategies-best-practices#tk.cio_rs https://www.cio.com/article/3224865/project-management/what-
- 13. https://www.cio.com/article/3254744/technologies-that-will- disrupt-business.html https://www.cio.com/article/3489796/7-questions-cios-should- ask-before-taking-a-new-job.html https://www.cio.com/article/3487725/7-ways-to-position-it-for- success-in-2020.html https://www.cio.com/article/3326539/leadership- management/the-new-rules-of-it-leadership.html https://www.cio.com/article/3239287/careers-staffing/20-ways- to-kill-your-it-career-without-knowing-it.html / IT manager’s survival guide: 11 ways to thrive in the years ahead CIO resumes: 6 best practices and 4 strong examples 4 KPIs IT should ditch (and what to measure instead) Copyright © 2017 IDG Communications, Inc. � 7 secrets of successful remote IT teams Follow � Jennifer Lonoff Schiff is a business and technology writer and a contributor to CIO.com. She also runs Schiff & Schiff Communications, a marketing �rm focused on helping organizations better interact with their customers, employees and partners. SPONSORED STORIES A How to order DoorDash without
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- 16. https://www.outbrain.com/what-is/default/en / Copyright © 2020 IDG Communications, Inc. Retail’s COVID-19 woes written on toilet paper CIO How NHS CIOs are confronting COVID-19 CIO How AI is transforming retail CIO Take Care Of Your Elderly Loved Ones - Search Emergency Assistance Options Elderly Assistance | Sponsored Listings Scientists: This Breakthrough "Ends" Toenail Fungus (Watch) Clear Nail Plus 10,000 new VPN connections, 1 solution to secure them. NETSCOUT, get protected. As business changes, your VPN performance doesn’t have to. Learn how NETSCOUT can help When the lifeline of your company depends on staying connected, trust NETSCOUT
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- 19. ACgozNDQ0NjBfc3NsBAAAAAoKMzE4ODQzX3NzbA%3D%3 D&request_id=5ea6fc8fe4b0eea94028fd11&zone=outbrain&isE xternal=true&widget_num=0&obOrigUrl=true http://pubads.g.doubleclick.net/gampad/clk?id=5354387034&iu =/8456/IDG.G_B2B_CIO.com http://pubads.g.doubleclick.net/gampad/clk?id=5355155224&iu =/8456/IDG.G_B2B_CIO.com http://pubads.g.doubleclick.net/gampad/clk?id=5354389638&iu =/8456/IDG.G_B2B_CIO.com http://pubads.g.doubleclick.net/gampad/clk?id=5223351325&iu =/8456/IDG.G_B2B_CIO.com http://pubads.g.doubleclick.net/gampad/clk?id=5267788229&iu =/8456/IDG.US_E_CIO.com / FEATURE Budgetary black holes 10 mistakes that can suck the funds out of your IT project budget -- and how to avoid them By Mary Brandel Contributing Writer, Computerworld AUG 16, 2004 12:00 AM PST IT projects are notorious for being over budget. In fact, Gopal Kapur, president of the Center for Project Management in San Ramon, Calif., estimates that 77% of projects blow their budgets, with an average cost overrun of 169%. As for the remaining 23%, Kapur doesn't
- 20. have a lot of faith in those project managers. "They just lie about it," he says. Perhaps if project managers knew where the biggest money wasters were, these statistics would improve. With that in mind, we spoke with experienced project managers and other experts to find out where the black holes of project management are and how to avoid them. 1. Scope creep. It can begin early, at the requirements definition stage. "People say, 'We're spending the time and money anyway, let's add this and this,' " says Mark Reilley, director of IT at the Corporation for Public Broadcasting in Washington. "This expands the scope way beyond what you can accomplish or really need." [ Further reading: What is Asana? Task management tracking made easy ] Even well-planned projects expand up to 2% on their own each month throughout a project's duration, says Capers Jones, founder and chief scientist of Software Productivity Research LLC, a consultancy in Marlboro, Mass. One reason is "technical gold-plating," explains Gregory Fouquet, a consultant at
- 21. Ouellette & Associates, a consulting firm in Bedford, N.H. "It's where well-intentioned programmers add features and functionality that haven't been specified but are neat or slick," he says. "It eats away at productivity and introduces difficulties in testing." ADVERTISING https://www.computerworld.com/feature https://www.computerworld.com/author/Mary-Brandel/ https://www.computerworld.com/article/3235710/collaboration/ what-is-asana-task-management-tracking-made-easy.html https://www.computerworld.com/ / Solution : Keep to core functionality by defining requirements as "must haves," "should haves" and "nice to haves." To keep developers in check, Fouquet advises rigorously specifying must-have
- 22. requirements and tracking them through the development process. "This is trickier for project managers who come from the business side and don't understand technical complexities," he says. For these managers, enlist the help of a good, credible IT person. Reilley also suggests lowering user expectations by releasing something small in scope that you can add to later. "Usually Version 1 is the prototype, and when users see it, it's good enough," he says. ADVERTISEMENT 2. Building a too-sophisticated GUI too early in the project. Most graphical user interfaces change dramatically from the requirements definition stage to the final release, says Johanna Rothman, president of Rothman Consulting Group Inc. in Arlington, Mass. And yet developers are always tempted
- 23. to perfect the GUI in electronic form at early stages in the project. HPE Anthem /