The document discusses applying agile practices to a public sector project between eBIT and Tieto Latvia to develop an education information system for the Ministry of Education and Science in Latvia. Key aspects covered include collaborating closely with the customer, focusing on individuals and interactions, producing working software over documentation, and responding to changes over following a rigid plan. Some practices discussed are defining scope through user stories, maintaining transparency through shared information, educating all parties on the agile approach, and prioritizing the highest value items.
1) The workshop focused on understanding partnerships, gaining commitment from partners, and planning for sustainability and legacy.
2) The speaker discussed her experience managing a large digital learning project between 9 UK national museums, focusing on developing collective aims, managing expectations, and gaining advocacy within partner institutions.
3) She emphasized that successful partnerships depend on understanding people's different needs and building relationships, not just focusing on technology or deliverables.
- The document discusses areas of concern and recommendations for improving project development, monitoring and evaluation, reportorial requirements, financial matters, and mentoring/technical assistance for NGO and PO partners.
- It notes a need to involve experts in project development, provide assistance to partners in developing proposals, and standardize indicators. Approval timelines should be extended to 3 years.
- Reporting periods should be increased to 6 months to reduce burden, and electronic reporting should be accepted. Retention amounts may be reduced.
- Mentoring and technical assistance can be improved through more frequent visits, tapping expertise, and using technology for training.
The document summarizes a manual for conducting social impact assessments of land-based carbon projects. It outlines 7 stages of social impact assessment: 1) original conditions study and stakeholder identification, 2) social reference scenario, 3) project design and theory of change, 4) negative impacts and mitigation, 5) indicator selection, 6) monitoring plan, and 7) data analysis and reporting. It emphasizes using a theory of change approach to link project activities to outcomes and impacts. Participatory methods are recommended for cost-effective data collection. The manual was field tested in 2019 and will be published in early 2011.
Presentation on 'Effective partnerships: An example in water capacity development' by Kees Leendertse, Cap-Net at 2014 UN-Water Annual International Zaragoza Conference. Preparing for World Water Day 2014: Partnerships for improving water and energy access, efficiency and sustainability. 13-16 January 2014
The document summarizes an annual meeting to discuss a project on new economic models for higher education. It outlines the goals of ensuring institutions can fulfill their missions affordably and equipping members with tools to impact debates on needed changes. The agenda includes overviews of related publications and research, as well as constituent council and focus group results identifying strategic issues inhibiting sustainable models. Participants will brainstorm these issues and discuss managing change challenges in higher education's economic model.
The document outlines an agenda for a workshop on research impact and knowledge mobilization. The workshop will cover various tools and frameworks for research impact planning and assessment. It will include sessions on indicators for measuring knowledge mobilization efforts, collecting evidence of impact, and reflecting on research projects and programs. Breakout groups will discuss skills and qualities of knowledge brokers, and a case study on research impact at Eawag will be presented.
This document discusses knowledge exchange and mobilization in Canada. It begins with an overview of what knowledge exchange is and examples of knowledge exchange services at York University. It emphasizes that knowledge mobilization helps make research useful to society by supporting engaged research from inception to impact. The document then provides tips for effective knowledge exchange planning, including considering audiences, goals, activities, and demonstrating impact. It offers various tools and formats that can be used to mobilize research, such as infographics, research summaries, posters, videos and theatre. It concludes by reflecting on knowledge exchange as a collaborative, relational process of getting the right information to the right people through partnership from inception to impact.
The document discusses applying agile practices to a public sector project between eBIT and Tieto Latvia to develop an education information system for the Ministry of Education and Science in Latvia. Key aspects covered include collaborating closely with the customer, focusing on individuals and interactions, producing working software over documentation, and responding to changes over following a rigid plan. Some practices discussed are defining scope through user stories, maintaining transparency through shared information, educating all parties on the agile approach, and prioritizing the highest value items.
1) The workshop focused on understanding partnerships, gaining commitment from partners, and planning for sustainability and legacy.
2) The speaker discussed her experience managing a large digital learning project between 9 UK national museums, focusing on developing collective aims, managing expectations, and gaining advocacy within partner institutions.
3) She emphasized that successful partnerships depend on understanding people's different needs and building relationships, not just focusing on technology or deliverables.
- The document discusses areas of concern and recommendations for improving project development, monitoring and evaluation, reportorial requirements, financial matters, and mentoring/technical assistance for NGO and PO partners.
- It notes a need to involve experts in project development, provide assistance to partners in developing proposals, and standardize indicators. Approval timelines should be extended to 3 years.
- Reporting periods should be increased to 6 months to reduce burden, and electronic reporting should be accepted. Retention amounts may be reduced.
- Mentoring and technical assistance can be improved through more frequent visits, tapping expertise, and using technology for training.
The document summarizes a manual for conducting social impact assessments of land-based carbon projects. It outlines 7 stages of social impact assessment: 1) original conditions study and stakeholder identification, 2) social reference scenario, 3) project design and theory of change, 4) negative impacts and mitigation, 5) indicator selection, 6) monitoring plan, and 7) data analysis and reporting. It emphasizes using a theory of change approach to link project activities to outcomes and impacts. Participatory methods are recommended for cost-effective data collection. The manual was field tested in 2019 and will be published in early 2011.
Presentation on 'Effective partnerships: An example in water capacity development' by Kees Leendertse, Cap-Net at 2014 UN-Water Annual International Zaragoza Conference. Preparing for World Water Day 2014: Partnerships for improving water and energy access, efficiency and sustainability. 13-16 January 2014
The document summarizes an annual meeting to discuss a project on new economic models for higher education. It outlines the goals of ensuring institutions can fulfill their missions affordably and equipping members with tools to impact debates on needed changes. The agenda includes overviews of related publications and research, as well as constituent council and focus group results identifying strategic issues inhibiting sustainable models. Participants will brainstorm these issues and discuss managing change challenges in higher education's economic model.
The document outlines an agenda for a workshop on research impact and knowledge mobilization. The workshop will cover various tools and frameworks for research impact planning and assessment. It will include sessions on indicators for measuring knowledge mobilization efforts, collecting evidence of impact, and reflecting on research projects and programs. Breakout groups will discuss skills and qualities of knowledge brokers, and a case study on research impact at Eawag will be presented.
This document discusses knowledge exchange and mobilization in Canada. It begins with an overview of what knowledge exchange is and examples of knowledge exchange services at York University. It emphasizes that knowledge mobilization helps make research useful to society by supporting engaged research from inception to impact. The document then provides tips for effective knowledge exchange planning, including considering audiences, goals, activities, and demonstrating impact. It offers various tools and formats that can be used to mobilize research, such as infographics, research summaries, posters, videos and theatre. It concludes by reflecting on knowledge exchange as a collaborative, relational process of getting the right information to the right people through partnership from inception to impact.
This document discusses trends in corporate sustainability reporting. It notes that environmental, social and governance (ESG) disclosures are increasingly included in financial and sustainability reports. The use of Global Reporting Initiative (GRI) guidelines for sustainability reporting has grown substantially since 1999. Key developments include the mainstreaming of sustainability reporting and a shift toward integrated reporting that combines financial and non-financial information. The document advocates for measuring sustainability impacts using materiality-based metrics to manage performance and drive change.
1) The document discusses mobilizing research for impact through knowledge mobilization. It describes impact planning, assessment, and collecting evidence of impact.
2) Key aspects of knowledge mobilization discussed include moving from dissemination to co-production and ensuring research is useful to society by supporting engaged scholarship from inception through impact.
3) The document provides examples of impact indicators and assessing impact through documentation, testimonials, surveys, interviews with end users and partners to demonstrate real world impact.
Working in Partnership: Benefits and Challengesguest1c9ffa5
- The document discusses the benefits and challenges of partnership working, using the Nine Museums Learning Partnership (NMOLP) as a case study. It outlines some of the key lessons learned from managing the NMOLP partnership.
- Managing expectations, gaining commitment from partners, identifying constraints early, and planning for sustainability and legacy were important for making the partnership work.
- The NMOLP was a large-scale digital learning project between 9 UK national museums, funded by the Treasury. It aimed to provide online educational resources through a shared search platform across the different museum collections.
The document summarizes the objectives and activities of the OECD Water Governance Initiative Indicators Working Group at their 13th meeting. The working group aims to 1) facilitate uptake and use of water governance indicators, 2) learn from self-assessments, 3) propose a framework to measure impacts, and 4) facilitate dialogue on SDG reporting. An inventory of impact measurement frameworks found a variety of economic, social and environmental impacts measured but no comprehensive framework. The working group will develop a three-step process to link indicators to SDGs and impacts by connecting water governance aspects to specific impacts. An interactive session will provide feedback on proposed questions for 12 water governance principles.
The document outlines the strategic plan and accomplishments of the Community of Federal Regulators (CFR) for fiscal years 2010-2011. The CFR aims to enhance the capacity of the federal regulatory community through learning, partnerships, and sharing best practices. Over the past year, the CFR improved communications, facilitated collaboration on common challenges, developed a learning roadmap for regulators, and supported implementation of the Cabinet Directive on Streamlining Regulation. Going forward, the CFR will focus on further strengthening communications, horizontal collaboration, learning and development opportunities, and secretariat management to advance Canada's regulatory priorities.
The document discusses Sanitation Infrastructure Enhancement Grants (IEGs) in India. IEGs are performance-based grants provided to local governments to increase investment in sanitation infrastructure. The grants were designed to support national objectives, address underinvestment in sanitation, and ensure sustainability of improvements. The grants differ from previous output-based models by being paid into LG budgets after works are completed and quality is assured. The design emerged from interactions between national and local agencies to finish within the budget cycle. Lessons learned include the need for simplified models and linking the grants to multiple year programs and other initiatives to improve governance outcomes.
Consolidating Experiences of ICCO's Programmatic ApproachICCO Cooperation
The document evaluates ICCO's programmatic approach, which consolidates different organizations and programs into a single strategic framework. It finds that while the approach started slowly, it is providing benefits like joint learning and complementarity. However, fully implementing the approach requires addressing ongoing issues like distinguishing roles, building capacities, and balancing ownership among organizations. Further developing management practices, learning, and clear communication can help strengthen the programmatic approach moving forward.
Funding options for social initiatives - A joint presentation by Social Capital Partners, Enterprising Nonprofits, Potluck Cafe, and Developmental Disabilities Association
Gabriele Columbro, the Executive Director of the Symphony Software Foundation, provides an overview of the Foundation's progress and plans. The Foundation has established governance structures like a Board of Directors and Engineering Steering Committee. Several working groups are active with members from multiple organizations. The Foundation's first code contribution from FactSet has been approved, and several other contributions are in process. Looking ahead, the Foundation will focus on completing contributions, improving community infrastructure, and supporting members in open sourcing their work. Columbro encourages organizations to get involved by contributing code, providing feedback, and hosting Foundation events.
Project Scope and Work Breakdown Schedule Scoring GuideCRI.docxwoodruffeloisa
Project Scope and Work Breakdown Schedule Scoring Guide
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Develop a scope
section.
Does not identify a
scope section.
Identifies but does not
develop a scope
section.
Develops a scope
section.
Develops a
comprehensive scope
section appropriate for
the selected business,
including information that
contributes to project
success and supports the
business value.
Explain what is in
scope and what is
not in scope.
Does not identify
what is in scope and
what is not in scope.
Identifies but does not
explain what is in
scope and what is not
in scope.
Explains what is in
scope and what is
not in scope.
Analyzes what is in scope
and what is not in scope
in a detailed and
comprehensive manner,
using relevant
acceptance criteria.
Describe required
work for successful
project completion.
Does not identify
required work for
successful project
completion.
Identifies but does not
describe required
work for successful
project completion.
Describes required
work for successful
project completion.
Analyzes required work
items in detailed and
comprehensive manner
that supports a
successful project
completion.
Develop a work
breakdown
structure.
Does not identify a
work breakdown
structure.
Identifies but does not
develop a work
breakdown structure.
Develops a work
breakdown structure.
Analyzes in a detailed
and comprehensive
manner the application of
techniques for developing
a work breakdown
structure.
Communicate in a
manner that is
professional and
consistent with
expectations for
members of the
project management
profession.
Does not
communicate in a
manner that is
professional and
consistent with
expectations for
members of the
project management
profession.
Communicates in a
manner that is not
consistently
professional or not
consistent with
expectations for
members of the
project management
profession.
Communicates in a
manner that is
professional and
consistent with
expectations for
members of the
project management
profession.
Communicates in a
manner that is
professional and
consistent with
expectations for
members of the project
management profession.
Writing is clear, well
organized, and free of
grammatical and other
mechanical errors.
Project Management Plan
[Title]
[Subtitle]
[Learner name:]
[Course number:]
[Date:]
Table of Contents
3Executive Summary (Assessment 4)
4Project Charter (Assessment 1)
7Project Scope (Assessment 2)
7Work Breakdown Structure (WBS) (Assessment 2)
7Project Management Cost (Budget) (Assessment 3)
8Project Management Schedule (Assessment 3)
8Risk Management Plan (Assessment 4)
9Project Quality Plan (Assessment 4)
9Project Close and Lessons Learned (Assessment 4)
10Appendices
11References
Executive Summary (Assessment 4)Project Charter (Assessment 1)Project Title:
Project Start Date:
Projected Finish Date:
Budget Information
Project Mana ...
Lab insight into retail investors use of digital for corporate reportingThomas Toomse-Smith
The Lab was launched in 2011 to help improve corporate reporting effectiveness. It provides a safe space for companies and investors to collaborate on disclosure issues. The Lab facilitates discussions rather than setting requirements. Its current projects include a two-year study of how digital media can enhance reporting, a review of clear and concise reporting practices, and studies of accounting policy disclosures and dividend reporting.
The document presents an evaluation framework for assessing the JISC Business and Community Engagement (BCE) programme. It identifies key outcomes and impacts to evaluate at the programme, workstream, and project levels. These include impacts on strategies, activities, and wider engagement. The framework provides an initial assessment of the type of impacts each workstream may have. Evaluation should be an ongoing process throughout project delivery and involve external independent evaluators and stakeholders.
The document discusses BlueNove, an innovation consulting firm. It provides the following key information:
1) BlueNove specializes in "Open Innovation" programs to help major companies collaborate with startups and develop new services.
2) One such program is the Orange Partner Startup Programme (OPSUP), which BlueNove designed to help Orange launch new mobile/web services.
3) OPSUP identifies startups, assesses opportunities, and supports partnerships like one with mob-it to mobilize websites onto phones.
OSCELOT is an open source community that develops educational tools and resources through collaboration. It has grown from a mailing list to over 100 projects with thousands of downloads. The community offers benefits like reducing costs through shared development and providing technical support. Getting involved can range from using existing tools to contributing code, documentation, or other support for projects.
Customer-Focused Community Source: Concepts and ProcessesMark Notess
The revolutionary Sakai project, unlike most open source efforts, began with developers who were not the primary users. The Sakai community is continually working to be more effectively customer-responsive. This talk identifies key characteristics of customer-focused cultures as well as processes that can help move us there.
IS.IT. Project Office set-up in complex environment. A post-merger case ( PRA...Manuel Lacarte
Project management Office, PMO.
This presentation is a consulting report to set-up a IS/IT Project Office for a world steel industry player just the day after post-merger.
It shows an interesting case and helps to face challenges in big companies and complex cases.
The Web Management Community: Beyond IWMW and JISCMail Lists (#A4)lisbk
Slides for a workshop session on "The Web Management Community: Beyond IWMW and JISCMail Lists" facilitated by Brian Kelly, UKOLN at the IWMW 2011 event held at the University of Reading on 26-27 July 2011.
See http://www.ukoln.ac.uk/web-focus/events/workshops/iwmw-2011/
This webinar discussed trends in SharePoint implementations after the initial phase. It found that SharePoint is improving collaboration for most organizations by centralizing information. However, search customizations and usage monitoring are not major focuses in early phases. Common challenges include ensuring central administration, user utilization, participation incentives, and measuring payback. Successful initiatives link SharePoint to business needs, look for other uses as a platform, and focus on change management and user experience.
MBA 599 – Strategic Management Case Project This capsto.docxwkyra78
MBA 599 – Strategic Management Case Project
This capstone course requires each student to construct a detailed and well-thought-out analysis of a
business employing all the relevant strategic analysis tools studied in the course. This project will take the
full term to complete. It is our sincere hope that you will find this project to be the most rewarding effort in
your educational career.
Project Overview
This course is designed to help you develop strategic skills that can be used in management. The
process of strategic planning is an iterative cycle of research and analysis, ending with a series of choices
about what will be attempted and how it will be approached. The most tangible output is the strategic
planning document. The most important output is the increased understanding that the participants
acquire. Accordingly, the assessment of the final project will be heavily dependent on the quality of the
strategic thinking inside that polished report. Students that focus on the expeditious completion of the
steps may find that they have shortchanged the important and time-consuming exploration and thinking
that is necessary to create a quality strategic case. Since not all tools can tell the planner which factors
and alternatives are important to consider, the planner should pull in as much diverse information and
perspectives as possible. Additionally, you should put yourselves in the competitor’s shoes and consider
how the “game” will play out. Your homework and subsequent improvements are intended to become a
primary basis for the exploration and questioning that drives your strategic understanding and creative
ideas. In addition, it is important to test your strategic thinking and your use of analytical tools in
preparation for your final project.
Tips for Selecting an Organization
As you select an organization for your class project, it is important that you select one that is interesting,
possibly useful to you in your career, industry, or interests, and allows you to explore strategic challenges
in a meaningful way. If you select the industry in which you currently work, you must address two critical
issues: (1) integrating and clearly citing existing information. (You will need to delineate work you’ve
contributed as opposed to pre-existing information), and (2) succinctly presenting existing information
while adding new insight, analysis, and plans that substantially add to strategy development,
implementation, and/or assessment of the organization. An organization or industry you are interested in
should give you better access to information although you need to pay careful attention to the points
made above.
Do not underestimate the degree to which you will need to be an expert in the selected industry and
related areas. It is impossible to create a strategy without understanding the terms, technologies, market
changes, and so forth in great depth. A.
This document discusses trends in corporate sustainability reporting. It notes that environmental, social and governance (ESG) disclosures are increasingly included in financial and sustainability reports. The use of Global Reporting Initiative (GRI) guidelines for sustainability reporting has grown substantially since 1999. Key developments include the mainstreaming of sustainability reporting and a shift toward integrated reporting that combines financial and non-financial information. The document advocates for measuring sustainability impacts using materiality-based metrics to manage performance and drive change.
1) The document discusses mobilizing research for impact through knowledge mobilization. It describes impact planning, assessment, and collecting evidence of impact.
2) Key aspects of knowledge mobilization discussed include moving from dissemination to co-production and ensuring research is useful to society by supporting engaged scholarship from inception through impact.
3) The document provides examples of impact indicators and assessing impact through documentation, testimonials, surveys, interviews with end users and partners to demonstrate real world impact.
Working in Partnership: Benefits and Challengesguest1c9ffa5
- The document discusses the benefits and challenges of partnership working, using the Nine Museums Learning Partnership (NMOLP) as a case study. It outlines some of the key lessons learned from managing the NMOLP partnership.
- Managing expectations, gaining commitment from partners, identifying constraints early, and planning for sustainability and legacy were important for making the partnership work.
- The NMOLP was a large-scale digital learning project between 9 UK national museums, funded by the Treasury. It aimed to provide online educational resources through a shared search platform across the different museum collections.
The document summarizes the objectives and activities of the OECD Water Governance Initiative Indicators Working Group at their 13th meeting. The working group aims to 1) facilitate uptake and use of water governance indicators, 2) learn from self-assessments, 3) propose a framework to measure impacts, and 4) facilitate dialogue on SDG reporting. An inventory of impact measurement frameworks found a variety of economic, social and environmental impacts measured but no comprehensive framework. The working group will develop a three-step process to link indicators to SDGs and impacts by connecting water governance aspects to specific impacts. An interactive session will provide feedback on proposed questions for 12 water governance principles.
The document outlines the strategic plan and accomplishments of the Community of Federal Regulators (CFR) for fiscal years 2010-2011. The CFR aims to enhance the capacity of the federal regulatory community through learning, partnerships, and sharing best practices. Over the past year, the CFR improved communications, facilitated collaboration on common challenges, developed a learning roadmap for regulators, and supported implementation of the Cabinet Directive on Streamlining Regulation. Going forward, the CFR will focus on further strengthening communications, horizontal collaboration, learning and development opportunities, and secretariat management to advance Canada's regulatory priorities.
The document discusses Sanitation Infrastructure Enhancement Grants (IEGs) in India. IEGs are performance-based grants provided to local governments to increase investment in sanitation infrastructure. The grants were designed to support national objectives, address underinvestment in sanitation, and ensure sustainability of improvements. The grants differ from previous output-based models by being paid into LG budgets after works are completed and quality is assured. The design emerged from interactions between national and local agencies to finish within the budget cycle. Lessons learned include the need for simplified models and linking the grants to multiple year programs and other initiatives to improve governance outcomes.
Consolidating Experiences of ICCO's Programmatic ApproachICCO Cooperation
The document evaluates ICCO's programmatic approach, which consolidates different organizations and programs into a single strategic framework. It finds that while the approach started slowly, it is providing benefits like joint learning and complementarity. However, fully implementing the approach requires addressing ongoing issues like distinguishing roles, building capacities, and balancing ownership among organizations. Further developing management practices, learning, and clear communication can help strengthen the programmatic approach moving forward.
Funding options for social initiatives - A joint presentation by Social Capital Partners, Enterprising Nonprofits, Potluck Cafe, and Developmental Disabilities Association
Gabriele Columbro, the Executive Director of the Symphony Software Foundation, provides an overview of the Foundation's progress and plans. The Foundation has established governance structures like a Board of Directors and Engineering Steering Committee. Several working groups are active with members from multiple organizations. The Foundation's first code contribution from FactSet has been approved, and several other contributions are in process. Looking ahead, the Foundation will focus on completing contributions, improving community infrastructure, and supporting members in open sourcing their work. Columbro encourages organizations to get involved by contributing code, providing feedback, and hosting Foundation events.
Project Scope and Work Breakdown Schedule Scoring GuideCRI.docxwoodruffeloisa
Project Scope and Work Breakdown Schedule Scoring Guide
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Develop a scope
section.
Does not identify a
scope section.
Identifies but does not
develop a scope
section.
Develops a scope
section.
Develops a
comprehensive scope
section appropriate for
the selected business,
including information that
contributes to project
success and supports the
business value.
Explain what is in
scope and what is
not in scope.
Does not identify
what is in scope and
what is not in scope.
Identifies but does not
explain what is in
scope and what is not
in scope.
Explains what is in
scope and what is
not in scope.
Analyzes what is in scope
and what is not in scope
in a detailed and
comprehensive manner,
using relevant
acceptance criteria.
Describe required
work for successful
project completion.
Does not identify
required work for
successful project
completion.
Identifies but does not
describe required
work for successful
project completion.
Describes required
work for successful
project completion.
Analyzes required work
items in detailed and
comprehensive manner
that supports a
successful project
completion.
Develop a work
breakdown
structure.
Does not identify a
work breakdown
structure.
Identifies but does not
develop a work
breakdown structure.
Develops a work
breakdown structure.
Analyzes in a detailed
and comprehensive
manner the application of
techniques for developing
a work breakdown
structure.
Communicate in a
manner that is
professional and
consistent with
expectations for
members of the
project management
profession.
Does not
communicate in a
manner that is
professional and
consistent with
expectations for
members of the
project management
profession.
Communicates in a
manner that is not
consistently
professional or not
consistent with
expectations for
members of the
project management
profession.
Communicates in a
manner that is
professional and
consistent with
expectations for
members of the
project management
profession.
Communicates in a
manner that is
professional and
consistent with
expectations for
members of the project
management profession.
Writing is clear, well
organized, and free of
grammatical and other
mechanical errors.
Project Management Plan
[Title]
[Subtitle]
[Learner name:]
[Course number:]
[Date:]
Table of Contents
3Executive Summary (Assessment 4)
4Project Charter (Assessment 1)
7Project Scope (Assessment 2)
7Work Breakdown Structure (WBS) (Assessment 2)
7Project Management Cost (Budget) (Assessment 3)
8Project Management Schedule (Assessment 3)
8Risk Management Plan (Assessment 4)
9Project Quality Plan (Assessment 4)
9Project Close and Lessons Learned (Assessment 4)
10Appendices
11References
Executive Summary (Assessment 4)Project Charter (Assessment 1)Project Title:
Project Start Date:
Projected Finish Date:
Budget Information
Project Mana ...
Lab insight into retail investors use of digital for corporate reportingThomas Toomse-Smith
The Lab was launched in 2011 to help improve corporate reporting effectiveness. It provides a safe space for companies and investors to collaborate on disclosure issues. The Lab facilitates discussions rather than setting requirements. Its current projects include a two-year study of how digital media can enhance reporting, a review of clear and concise reporting practices, and studies of accounting policy disclosures and dividend reporting.
The document presents an evaluation framework for assessing the JISC Business and Community Engagement (BCE) programme. It identifies key outcomes and impacts to evaluate at the programme, workstream, and project levels. These include impacts on strategies, activities, and wider engagement. The framework provides an initial assessment of the type of impacts each workstream may have. Evaluation should be an ongoing process throughout project delivery and involve external independent evaluators and stakeholders.
The document discusses BlueNove, an innovation consulting firm. It provides the following key information:
1) BlueNove specializes in "Open Innovation" programs to help major companies collaborate with startups and develop new services.
2) One such program is the Orange Partner Startup Programme (OPSUP), which BlueNove designed to help Orange launch new mobile/web services.
3) OPSUP identifies startups, assesses opportunities, and supports partnerships like one with mob-it to mobilize websites onto phones.
OSCELOT is an open source community that develops educational tools and resources through collaboration. It has grown from a mailing list to over 100 projects with thousands of downloads. The community offers benefits like reducing costs through shared development and providing technical support. Getting involved can range from using existing tools to contributing code, documentation, or other support for projects.
Customer-Focused Community Source: Concepts and ProcessesMark Notess
The revolutionary Sakai project, unlike most open source efforts, began with developers who were not the primary users. The Sakai community is continually working to be more effectively customer-responsive. This talk identifies key characteristics of customer-focused cultures as well as processes that can help move us there.
IS.IT. Project Office set-up in complex environment. A post-merger case ( PRA...Manuel Lacarte
Project management Office, PMO.
This presentation is a consulting report to set-up a IS/IT Project Office for a world steel industry player just the day after post-merger.
It shows an interesting case and helps to face challenges in big companies and complex cases.
The Web Management Community: Beyond IWMW and JISCMail Lists (#A4)lisbk
Slides for a workshop session on "The Web Management Community: Beyond IWMW and JISCMail Lists" facilitated by Brian Kelly, UKOLN at the IWMW 2011 event held at the University of Reading on 26-27 July 2011.
See http://www.ukoln.ac.uk/web-focus/events/workshops/iwmw-2011/
This webinar discussed trends in SharePoint implementations after the initial phase. It found that SharePoint is improving collaboration for most organizations by centralizing information. However, search customizations and usage monitoring are not major focuses in early phases. Common challenges include ensuring central administration, user utilization, participation incentives, and measuring payback. Successful initiatives link SharePoint to business needs, look for other uses as a platform, and focus on change management and user experience.
MBA 599 – Strategic Management Case Project This capsto.docxwkyra78
MBA 599 – Strategic Management Case Project
This capstone course requires each student to construct a detailed and well-thought-out analysis of a
business employing all the relevant strategic analysis tools studied in the course. This project will take the
full term to complete. It is our sincere hope that you will find this project to be the most rewarding effort in
your educational career.
Project Overview
This course is designed to help you develop strategic skills that can be used in management. The
process of strategic planning is an iterative cycle of research and analysis, ending with a series of choices
about what will be attempted and how it will be approached. The most tangible output is the strategic
planning document. The most important output is the increased understanding that the participants
acquire. Accordingly, the assessment of the final project will be heavily dependent on the quality of the
strategic thinking inside that polished report. Students that focus on the expeditious completion of the
steps may find that they have shortchanged the important and time-consuming exploration and thinking
that is necessary to create a quality strategic case. Since not all tools can tell the planner which factors
and alternatives are important to consider, the planner should pull in as much diverse information and
perspectives as possible. Additionally, you should put yourselves in the competitor’s shoes and consider
how the “game” will play out. Your homework and subsequent improvements are intended to become a
primary basis for the exploration and questioning that drives your strategic understanding and creative
ideas. In addition, it is important to test your strategic thinking and your use of analytical tools in
preparation for your final project.
Tips for Selecting an Organization
As you select an organization for your class project, it is important that you select one that is interesting,
possibly useful to you in your career, industry, or interests, and allows you to explore strategic challenges
in a meaningful way. If you select the industry in which you currently work, you must address two critical
issues: (1) integrating and clearly citing existing information. (You will need to delineate work you’ve
contributed as opposed to pre-existing information), and (2) succinctly presenting existing information
while adding new insight, analysis, and plans that substantially add to strategy development,
implementation, and/or assessment of the organization. An organization or industry you are interested in
should give you better access to information although you need to pay careful attention to the points
made above.
Do not underestimate the degree to which you will need to be an expert in the selected industry and
related areas. It is impossible to create a strategy without understanding the terms, technologies, market
changes, and so forth in great depth. A.
MBA 599 – Strategic Management Case Project This capsto.docxtienboileau
MBA 599 – Strategic Management Case Project
This capstone course requires each student to construct a detailed and well-thought-out analysis of a
business employing all the relevant strategic analysis tools studied in the course. This project will take the
full term to complete. It is our sincere hope that you will find this project to be the most rewarding effort in
your educational career.
Project Overview
This course is designed to help you develop strategic skills that can be used in management. The
process of strategic planning is an iterative cycle of research and analysis, ending with a series of choices
about what will be attempted and how it will be approached. The most tangible output is the strategic
planning document. The most important output is the increased understanding that the participants
acquire. Accordingly, the assessment of the final project will be heavily dependent on the quality of the
strategic thinking inside that polished report. Students that focus on the expeditious completion of the
steps may find that they have shortchanged the important and time-consuming exploration and thinking
that is necessary to create a quality strategic case. Since not all tools can tell the planner which factors
and alternatives are important to consider, the planner should pull in as much diverse information and
perspectives as possible. Additionally, you should put yourselves in the competitor’s shoes and consider
how the “game” will play out. Your homework and subsequent improvements are intended to become a
primary basis for the exploration and questioning that drives your strategic understanding and creative
ideas. In addition, it is important to test your strategic thinking and your use of analytical tools in
preparation for your final project.
Tips for Selecting an Organization
As you select an organization for your class project, it is important that you select one that is interesting,
possibly useful to you in your career, industry, or interests, and allows you to explore strategic challenges
in a meaningful way. If you select the industry in which you currently work, you must address two critical
issues: (1) integrating and clearly citing existing information. (You will need to delineate work you’ve
contributed as opposed to pre-existing information), and (2) succinctly presenting existing information
while adding new insight, analysis, and plans that substantially add to strategy development,
implementation, and/or assessment of the organization. An organization or industry you are interested in
should give you better access to information although you need to pay careful attention to the points
made above.
Do not underestimate the degree to which you will need to be an expert in the selected industry and
related areas. It is impossible to create a strategy without understanding the terms, technologies, market
changes, and so forth in great depth. A.
Introduction to the Software Sustainability Institute and a record of the discussion held at the JISC RI Software Sustainability Workshop on the 12th May 2010.
The document proposes two recommendations to develop a self-sustaining financial model for Agora Partnerships' Accelerator Program: 1) Launching "ImpactXchange", a social media site connecting impact investors to entrepreneurs, which could generate revenue through fees and increase as the network grows. 2) Partnering with undergraduates through the "Agora Collegiate Practicum" to educate them on impact investing and develop a pipeline of future consultants/investors. The recommendations aim to create an entrepreneurial environment, provide access to capital, and engage students as the future of impact investing.
CBC's product owner of web presentation, Sam Lightowler, provides an overview of the CBC Feed product. Discussing the motivation for the work, objectives set for the product, methods used, and next steps, the audience should leave with a comprehensive understanding of what the feed is and what effect it will have on internal and external audiences.
The document summarizes the agenda and materials for an extra June board meeting of JumpStart. Key discussion items include:
- An introduction to a strategy conversation by the committee chair
- A presentation by the COO on JumpStart's history and past activities
- A 3 hour discussion by the CEO and COO on JumpStart's future direction, vision, mission, products, investments, lending activities, organizational focus, metrics, and risks
The meeting aims to engage the board in high-level discussions on JumpStart's strategic evolution over the next 3 years to expand its mission, services, and impact nationally while continuing its work in Northeast Ohio.
DIVISIONS COUNCIL
FY2012 ANNUAL DIVISION PERFORMANCE REPORT
TECHNOLOGY DIVISION
1. Summary of Major Accomplishments
The Technology Division links members who share interests in the uses of technology in land use planning and community development to make great communities happen.
Vision
Our vision is to be a leading voice in the planning community for technology in support of planning and to become the preferred forum for debate about technology as it applies to planning.
Why?
The use of technology is integral to how communities are communicating and engaging their citizens to plan for the future. Big data and rapidly evolving tools for community design and decision making are creating new opportunities to enhance public involvement, share information, and make more informed decisions in cities and towns throughout the country.
Purpose
Our purpose is to exchange information about planning applications that incorporate technology, to explore potential applications that may have benefit to the profession, and to inform all members of the association about solutions that work. We believe the planning community needs a voice to advocate for best practices in technology. The division advocates for the responsible and best use of technology in support of planning.
(Tags: accomplishment, agenda, american, annual, association, chair, conference, division, finance, fiscal, leadership, media, meeting, member, newsletter, opensource, planning, social, technology, website)
Similar to 2010 January Sakai Foundation Executive Brief (20)
Merrill Research, Wine Club Dynamics: Topline Report - 2018the Hartsook Letter
OBJECTIVES:
Understand winery club member profiles, behavior, and wine club preferences in order to reveal ways to keep members happy, or win them back if they’ve left. This report leverages 3 research projects conducted by Merrill Research:
The Grapes & Grain Opinion Panel, with over 10,000 members, is the largest consumer panel in North America dedicated to wine and spirits drinkers.
The panel was created by Merrill Research in the summer of 2011 and new respondents are continuously added. Participants remain highly engaged as they are not inundated with surveys and are only surveyed about wine or spirits by Merrill Research.
Objectives
Insight was sought about core (weekly+) wine drinkers in order to provide guidance to wine producers and resellers.
Study objectives were to gain the following information about core wine drinkers:
– Wine consumption and purchase behavior
– Price and value attitudes
– Initial understanding of wine brand advocates
– Restaurant purchase and consumption dynamics
– Path-to-Purchase , including digital and social media behavior
Wine Club Satisfaction and Segmentation Study - Presentation by Merrill Resea...the Hartsook Letter
This document is a presentation summarizing the findings of the Merrill Research LLC Wine Club Satisfaction and Segmentation Study from April 2016. The study assessed consumer satisfaction with winery and non-winery wine clubs to provide an industry benchmark. It examined factors influencing wine club membership, perceptions of clubs, and identified consumer segments. Key findings included that direct-to-consumer wine sales increased significantly in recent years and represent a major sales channel for many wineries. The research also analyzed membership tenure, average bottles purchased, and prices paid through wine clubs.
The document discusses examining sacred texts like the Bible and Koran through a modern psychological lens. It argues that portrayals of God/Allah's actions could be seen as narcissistic and lacking empathy based on modern standards. These texts helped form violent civilizations by modeling behaviors like abuse, rejection, and scapegoating. However, the texts also contain messages of peace and compassion. A new interpretation could emphasize the shared lineage and family ties between Muslims, Christians and Jews. Focusing on themes of reconciliation over differences could help heal longstanding wounds and foster greater harmony.
The documents summarize U.S. energy production, consumption, and import trends from 2009 to 2025. It shows that while U.S. energy consumption is expected to increase, domestic production will not keep pace, leading to larger import dependencies over time. Specifically, the U.S. energy gap is projected to widen from 13% in 2012 to 20% in 2025, and the liquid fuel gap may grow from 60% in 2006 to 37% in 2025, requiring increased imports. The top sources of U.S. crude oil imports are expected to remain Canada, Mexico, Saudi Arabia and other OPEC nations.
Smartphones as the Next Frontier in Medical Imaging, EMRs and Telemedicinethe Hartsook Letter
Physicians today use their smartphones 5 times a day on average and these smartphones are another form of clinical decision support that is freeing up their time and allowing these doctors to give healthcare from anywhere. It’s an amazing time to be a doctor and all of us in the digital healthcare group at Claremont Creek Ventures are on top of these emerging trends.
The document provides advice and best practices for venture capital fund managers seeking to raise new funds from limited partners (LPs). It discusses that existing LPs must commit to re-investing in the new fund, fundraising is challenging given weak 10-year returns in venture capital, and LPs have many investment options and are less interested in filling "venture buckets". The top fundraising practices highlighted are developing a compelling pitch, having a ready back office for due diligence, properly timing the fundraising process, and maintaining consistency in communications with LPs.
Corporate Strategic Investors: Background & Considerations for Entrepreneursthe Hartsook Letter
Presented at UC Berkeley Haas School of Business class in New Venture Finance by Robert Ackerman Managing Director and Founder of Allegis Capital - http://www.allegiscapital.com/
Healthcare IT and Healthcare Services: The New Personalized Medicine Frontierthe Hartsook Letter
Presentation by LIsa Suennen co-founder and Managing Partner of Psilos from January 2012 presentation at the Personalized Medicine Conference Silicon Valley CA
Considerations for a sustainable corporate venture program by Robert Ackerma...the Hartsook Letter
Reputation is Key to the Success/Failure of a CVC Program
* Corporate Venturing is Here to Stay
* Increased Scrutiny Requires Deliberate Steps
* Model will Evolve Based on Lessons Learned
* Working with the Venture Community is Critical
* Every Transaction, Every Engagement, Every Partnership contributes to the Corporate Reputation
This document discusses key trends in the mobile market including devices, sectors, usage statistics, and recent mergers and acquisitions. It outlines that tablets and basic cell phones currently dominate the mobile device market. The mobile sectors discussed are mobile and social, mobile publishing, location-based services, mobile operators, and mobile payments. Worldwide mobile phone usage statistics from 2011 show over 900 million users. The document also summarizes the top mobile operating systems and recent examples of mobile company mergers, acquisitions, and venture capital financings.
Keynote Speech, Vijay Kumar: Learning OUTed -- Open Ubiquitous Transformationalthe Hartsook Letter
Keynote Speaker: Vijay Kumar
Dr. Vijay Kumar is Senior Associate Dean of Undergraduate Education and Director of the Office of Educational Innovation and Technology, DUE at MIT. In this capacity he provides leadership for sustainable technology-enabled educational innovation at MIT. In his prior roles at MIT as Assistant Provost and Director of Academic Computing, as well at other institutions, Vijay provided leadership for units engaged in delivering infrastructure and services for the effective integration of information technology and media services in education. Vijay was the Principal Investigator of O.K.I (Open Knowledge Initiative), a MIT-led collaborative project to develop an open architecture for enterprise educational applications.
Vijay is a member of the Advisory Committee of MIT OpenCourseWare (OCW) and a member of the steering committee for I-Campus, the MIT-Microsoft Alliance initiative for educational technology. He is the Executive officer for MIT's Council on Educational Technology. Vijay also served on the Applications Strategy Council for Internet2, as a Trustee of the Corporation for Research and Education Networking (CREN), Chair of the Boards of the Seminars on Academic Computing (SAC) Snowmass, CO and NERCOMP.
Vijay is an active champion of open education efforts: As an honorary Advisor to India's National Knowledge Commission he has been engaged in advancing Open and technology enabled initiatives for educational access and quality in India; He is actively involved in efforts, such as those supported by the Hewlett Foundation, and Curriki to advance the use of Open Educational Resources for improving educational access and quality. He is also an advisor to the Open University of Catalonia.
Vijay has recently co-edited "Opening Up Education: The Collective Advancement of Education through Open Technology, Open Content and Open Knowledge " (MIT Press, August 2008), a book sponsored by the Carnegie Foundation for the Advancement of Teaching.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
A Free 200-Page eBook ~ Brain and Mind Exercise.pptxOH TEIK BIN
(A Free eBook comprising 3 Sets of Presentation of a selection of Puzzles, Brain Teasers and Thinking Problems to exercise both the mind and the Right and Left Brain. To help keep the mind and brain fit and healthy. Good for both the young and old alike.
Answers are given for all the puzzles and problems.)
With Metta,
Bro. Oh Teik Bin 🙏🤓🤔🥰
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Of course the Sakai Foundation is not a sales organization or a product development organization, so our influence of this is very indirect
R&D: Is it applicable. Is it strategic — is it worth putting it into incubation? Product Council: Needs ability to self-adapt (add members) to some degree Insert a slide about the product council. Stephen: council resolves tensions between product coherence and project work