Perhaps the toughest thing to do since grade school is your homework. The good news is, the following will help you refine your focus down to the most important 4% and GET THINGS DONE.
The document outlines an agenda for a time management workshop. The workshop will explore best practices for using time to fulfill life purposes and better manage workplaces. It will cover topics like prioritizing key priorities and projects, identifying strengths, managing interruptions, and applying systems for tasks and calendar management. The goal is to help participants effectively structure their time to achieve goals and intentions.
The document discusses 4 steps for better process design:
1. Accept that no one truly understands existing processes and how work gets done. Observe processes directly to understand reality.
2. Walk through processes to document how work actually gets done, not how managers think it works. Note exceptions to expected workflows.
3. Spend time observing common workflows to capture details of who, what, when, where without interrupting workers.
4. Create a flow chart to model the real workflow based on observations. Review with workers and refine the model.
When will it be done? (Lean Agile Forecasting)Rodrigo Vieira
This document summarizes key points from the book "When will it be done?" by Daniel Vacanti. It discusses how traditional software estimating techniques often fail and presents better approaches. These include using data from past cycle times to generate forecasts in the form of percentiles, tracking item ages, and applying Monte Carlo simulations to forecasts for multiple items. Keeping work in progress limited and flows smooth helps improve predictability. Focusing standups and retrospectives on queue times, scatterplots, and histograms can help teams reduce cycle times and make more reliable forecasts. The document emphasizes that reliable forecasts require a predictable process with minimal waste.
There’s a massive difference between teams that rock and those that just don't. Not only do the teams that rock deliver some phenomenal, off-the-page results, they are a joy to work with and be part of. These teams act like magnets for more amazing people, deliver remarkable value for customers and inspire action in others.
This session explored the ideas beneath the Open Leader Method(TM), a unique leadership programme for leaders in IT.
Lean is a set of concepts and tools used to maximize value and minimize waste from the customer's perspective. It involves engaging employees in continuous improvement. Examples show how lean helped improve processes in healthcare, manufacturing, and government. Key lean principles include specifying value, mapping the value stream, creating flow, establishing pull, and seeking perfection. Continuous improvement involves small, incremental tests of changes through the Plan-Do-Check-Act cycle.
Agile Basics for Government with ThoughtWorks
Most people interested in the field of innovation have heard of agile innovation teams. These small, entrepreneurial groups are designed to stay close to customers and adapt quickly to changing conditions. When implemented correctly, they have a reputation for almost always result in higher team productivity and moral, faster time to market, better quality and lower risk than traditional approaches can achieve.
But while agile methods caught on first in IT departments and are now widely used in software development, the agile approach has potential to transform the public sector in ways far beyond better bits and bytes. Conditions are ripe for agile teams in any situation where problems are complex, solutions are at first unclear, project requirements are likely to change, and close collaboration with end users is feasible: a description that matches many facing a wide variety of public sector activities.
This session will provide participants with an opportunity to explore what the world of agile can teach them – about themselves, their work and their potential to serve their clients better, whatever their role. It will confront some of the common myths and misconceptions about agile, and demonstrate how an agile approach can enable teams to deliver sooner and scale faster through a proven learning culture that builds and strengthens the team and its capabilities.
The Steps You Need to Take to Get Your Business Ready to Reopen (Proactive Ma...Mark Graban
As our businesses enter the new phases of a return to post-pandemic life, it will be critically important for leaders to be proactive with their employees and customers – for the sake of the health of our people and our organizations.
By the end of this webinar, you will:
- Recognize the difference between merely containing a COVID-19 related problems and preventing them from occurring again, especially if we see a fall resurgence.
- Learn why it’s important to see problems, solve problems, and share problems in your organization.
- Understand how to use methods like FMEA (“Failure Mode Effects Analysis”) and root-cause problem solving to be more proactive in your management and improvement efforts post crisis.
Hosted by Mark Graban, M.B.A., M.S., a top expert in Lean Management. Graban is the author of “Measures of Success: React Less, Lead Better, Improve More” a book about using simple, yet practical statistical methods that help leaders overreact less to their metrics, which frees up time for real, focused, sustainable improvement. While he works with startups, entrepreneurs and midsized businesses, Mark previously worked for General Motors, Dell, Honeywell, and divisions of Johnson & Johnson. Graban is a guest lecturer at MIT, Wharton, Ohio State University, and several international universities.
Getting Things Done for Technical Communicators at TCUK14Karen Mardahl
My presentation at TCUK14 in Brighton in September 2014 - technicalcommunicationuk.com. It is an update of my similar presentation in June at UA Europe.
The document outlines an agenda for a time management workshop. The workshop will explore best practices for using time to fulfill life purposes and better manage workplaces. It will cover topics like prioritizing key priorities and projects, identifying strengths, managing interruptions, and applying systems for tasks and calendar management. The goal is to help participants effectively structure their time to achieve goals and intentions.
The document discusses 4 steps for better process design:
1. Accept that no one truly understands existing processes and how work gets done. Observe processes directly to understand reality.
2. Walk through processes to document how work actually gets done, not how managers think it works. Note exceptions to expected workflows.
3. Spend time observing common workflows to capture details of who, what, when, where without interrupting workers.
4. Create a flow chart to model the real workflow based on observations. Review with workers and refine the model.
When will it be done? (Lean Agile Forecasting)Rodrigo Vieira
This document summarizes key points from the book "When will it be done?" by Daniel Vacanti. It discusses how traditional software estimating techniques often fail and presents better approaches. These include using data from past cycle times to generate forecasts in the form of percentiles, tracking item ages, and applying Monte Carlo simulations to forecasts for multiple items. Keeping work in progress limited and flows smooth helps improve predictability. Focusing standups and retrospectives on queue times, scatterplots, and histograms can help teams reduce cycle times and make more reliable forecasts. The document emphasizes that reliable forecasts require a predictable process with minimal waste.
There’s a massive difference between teams that rock and those that just don't. Not only do the teams that rock deliver some phenomenal, off-the-page results, they are a joy to work with and be part of. These teams act like magnets for more amazing people, deliver remarkable value for customers and inspire action in others.
This session explored the ideas beneath the Open Leader Method(TM), a unique leadership programme for leaders in IT.
Lean is a set of concepts and tools used to maximize value and minimize waste from the customer's perspective. It involves engaging employees in continuous improvement. Examples show how lean helped improve processes in healthcare, manufacturing, and government. Key lean principles include specifying value, mapping the value stream, creating flow, establishing pull, and seeking perfection. Continuous improvement involves small, incremental tests of changes through the Plan-Do-Check-Act cycle.
Agile Basics for Government with ThoughtWorks
Most people interested in the field of innovation have heard of agile innovation teams. These small, entrepreneurial groups are designed to stay close to customers and adapt quickly to changing conditions. When implemented correctly, they have a reputation for almost always result in higher team productivity and moral, faster time to market, better quality and lower risk than traditional approaches can achieve.
But while agile methods caught on first in IT departments and are now widely used in software development, the agile approach has potential to transform the public sector in ways far beyond better bits and bytes. Conditions are ripe for agile teams in any situation where problems are complex, solutions are at first unclear, project requirements are likely to change, and close collaboration with end users is feasible: a description that matches many facing a wide variety of public sector activities.
This session will provide participants with an opportunity to explore what the world of agile can teach them – about themselves, their work and their potential to serve their clients better, whatever their role. It will confront some of the common myths and misconceptions about agile, and demonstrate how an agile approach can enable teams to deliver sooner and scale faster through a proven learning culture that builds and strengthens the team and its capabilities.
The Steps You Need to Take to Get Your Business Ready to Reopen (Proactive Ma...Mark Graban
As our businesses enter the new phases of a return to post-pandemic life, it will be critically important for leaders to be proactive with their employees and customers – for the sake of the health of our people and our organizations.
By the end of this webinar, you will:
- Recognize the difference between merely containing a COVID-19 related problems and preventing them from occurring again, especially if we see a fall resurgence.
- Learn why it’s important to see problems, solve problems, and share problems in your organization.
- Understand how to use methods like FMEA (“Failure Mode Effects Analysis”) and root-cause problem solving to be more proactive in your management and improvement efforts post crisis.
Hosted by Mark Graban, M.B.A., M.S., a top expert in Lean Management. Graban is the author of “Measures of Success: React Less, Lead Better, Improve More” a book about using simple, yet practical statistical methods that help leaders overreact less to their metrics, which frees up time for real, focused, sustainable improvement. While he works with startups, entrepreneurs and midsized businesses, Mark previously worked for General Motors, Dell, Honeywell, and divisions of Johnson & Johnson. Graban is a guest lecturer at MIT, Wharton, Ohio State University, and several international universities.
Getting Things Done for Technical Communicators at TCUK14Karen Mardahl
My presentation at TCUK14 in Brighton in September 2014 - technicalcommunicationuk.com. It is an update of my similar presentation in June at UA Europe.
Publishing Strategic Technology for Association of Catholic PublishersCraig Miller
Association of Catholic Publishers presentation on best practice approach to technology application to the publishing enterprise. Relevant to all organizations for whom technology is a service.
Getting Things Done for Technical CommunicatorsKaren Mardahl
A TCUK15 workshop by John Kearney and Karen Mardahl at the ISTC's technical communication conference on September 29th in Glasgow, Scotland. Script for the workshop is at http://www.mardahl.dk/2015/10/29/the-getting-things-done-workshop-at-tcuk15/.
The document provides 20 tips for managing business IT projects. Some key tips include:
1) Define clear business objectives and ensure stakeholders are motivated for change.
2) Evaluate the business' readiness for transformation before starting the project.
3) Reduce initial scope and focus on delivering value in phases.
4) Avoid overfragmenting resources and ensure consultants are fully dedicated.
5) Conduct regular status reviews to make effective decisions.
6) Keep solutions as standard as possible to reduce risks and costs.
One, No One, One Hundred Thousand Projects (Uno, Nessuno, Centomila Progetti)Gaetano Mazzanti
This document discusses managing projects and initiatives using lean and agile principles. It advocates for limiting work in progress, visualizing and measuring flow, prioritizing based on cost of delay, making decisions with uncertainty in mind, and focusing on continuous learning over predetermined destinations or best practices. The overall message is that complex domains with human involvement require an adaptive approach focused on transparency, collaboration, and experimentation over rigid plans.
Methodology Madness: The Origins, Issues and Advantages of AGILELou Russell
Over the years, methods for buildin solutions have gone from Top Down, to Rapidly Development, to Agile, to Design Thinking... and on and on. The Best method depends on your problem.
The Real Lessons of Dr. Deming’s Red Bead FactoryMark Graban
The red bead experiment, created by Dr. Deming, demonstrates how variation exists in any process and is mostly due to common causes within the system, not individual performance. In the experiment, workers try to produce a standard number of beads per trial but often fail due to the inherent variation in the bead drawing process. This shows that blaming individuals and incentivizing performance does not work. The key lessons are that the system, not individuals, is usually the cause of variation, and the focus should be on understanding and reducing common cause variation through systematic improvements.
The document discusses issues with estimation in software projects. It notes that traditional estimation approaches fail because they ignore uncertainty and complexity. While Agile aims to help with lighter estimation practices, there is still risk of falling into the same traps as traditional methods. The key problems are how estimates are used, with unrealistic targets, imposed deadlines, and lack of respect causing issues. Respecting uncertainty and using estimates appropriately is emphasized as important.
Herman- Pieter Nijhof - Where Do Old Testers Go?TEST Huddle
EuroSTAR Software Testing Conference 2008 presentation on Where Do Old Testers Go? by Herman- Pieter Nijhof. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
Why processes rule and how to make them betterMarkus Sandelin
Comments are highly appreciated! My view on processes, their design and the general pitfalls of processes in corporate environments. As an example, I added my view on how recruiting processes should work, which is a work in progress.
Managers, you have huge undiscovered potential to improve your efficiency! What is the impact of multitasking? How widespread is multitasking? A case study of leadership team that renounced multitasking by adopting Personal Agility, Scrum and other widely used agile practices. After just 6 months, the results were visible in their financial results.
1. The document outlines 10 things that make a good project manager great, including following a process, asking for a mentor, surrounding oneself with tools, using templates to save time, planning, communicating the plan with stakeholders, managing and tracking the project, managing issues and risks, creating progress reports, and delivering the final product.
2. Key aspects include following an established project management process, seeking a mentor for advice and guidance, using software and templates to efficiently plan and manage projects, creating detailed plans and getting stakeholder approval, regularly tracking progress and addressing any issues, providing updates on status, and completing the project deliverables.
3. Effective project managers plan thoroughly, communicate well with stakeholders, monitor progress closely and solve
The document describes an exercise called the "Red Bead Factory" used to demonstrate concepts from quality expert W. Edwards Deming. In the exercise, participants take on roles in a simulated factory producing beads, with some beads coming out red due to variation. The exercise shows how blaming individual workers is misguided when variation is due to systemic problems. It also illustrates how management should focus on understanding and reducing variation in the system rather than reacting to normal daily fluctuations in performance. Deming's teachings emphasize examining processes for improvement rather than blaming individuals for "special causes" outside their control.
This document summarizes a 5S project conducted at MicroTel Source, a small RF consulting firm. The initial implementation was unsuccessful due to a lack of structure. A subsequent implementation involved sorting items by frequency of use, cleaning the office, systematically organizing tools using labels and color coding, and establishing standards for maintenance through a weekly cleaning schedule and kanban system. As a result, $1,569 was saved and the time to find tools decreased by 58.33%. While the goals of standardized processes and cost savings were achieved, maintaining 5S principles in a mixed-use home/office space presented challenges.
This document outlines an agenda for a workshop on A3 thinking and problem solving. The workshop objectives are to explore lessons from Managing to Learn using A3s. The agenda covers defining an A3, working through examples, applying A3 thinking to problems, and discussing uses of A3s for proposals and reports. Time is allotted to introduce A3 concepts, examine example A3s, have participants apply the process to their own work, and reflect on learning. The workshop aims to help participants recognize effective A3 stories and create different sections of an A3 through practice and discussion.
Is there a difference between Lean Six Sigma projects and 'just projects'? Yes, actually many big advantages in favor of the Lean Six Sigma approach.
Here I describe knowing by seeing, working on what matters and creating a sense of excitement for your teams.
Second in a series of executive-level messages.
The Importance of a CMMS as a Knowledge Management ToolTranscendent
Learn how integrating a simple checklist into your facility maintenance plan can increase productivity, decrease error, and keep employees accountable.
This document summarizes the problems with relying solely on deadlines to manage projects. It argues that deadlines promote behaviors like multitasking, lack of transparency, and homeostasis around deadlines rather than focusing on speed. This decreases efficiency and increases variability, stress, and the likelihood of missed deadlines. However, the problems of deadline-focused management are not well recognized because deadlines are assumed and convenient, their negative effects are not well understood, and organizations value predictability over speed.
What’s Happening to Our Freshout Engineers?svillach
This presentation describes the results of an exploratory study investigating the work that newly graduated and hired "freshout" engineers perform in the workplace. The study investigates:
* The tasks that freshouts perform successfully and unsuccessfully on the job.
* The consequences of nonperformance.
* The root causes of nonperformance.
This study was funded by the National Science foundation.
Portions of this material are based upon work supported by the National Science Foundation under Grant No. 1037808.
Any opinions, findings, and conclusions or recommendations expressed in this material are those of the author(s) and do not necessarily reflect the views of the National Science Foundation.
Iterate & Innovate: Success with Agile, Lean Six Sigma, SAVVY and ITIL SMF De...Lou Russell
This document provides an overview of a presentation by Russell Martin & Associates on iteratively innovating and succeeding with Agile, Lean Six Sigma, SAVVY and ITIL SMF development projects. The learning objectives are to apply reusable project management templates, work effectively with business stakeholders, and evolve toolkits to succeed despite constraints. The content discusses getting real about projects as temporary collaborations, the difference between methodologies and project management, why there are different methodology choices, and how influencing stakeholders is key. Templates, examples, and tips are provided for various project methodology phases and influencing different styles.
H O L I S T I C M A N A G E M E N T O F G L O B A L R E C E S S I O N D Rghanyog
1) The document discusses holistic management of global recession through spiritual practices like namasmarn, which involves remembering the name of God.
2) It recommends increasing productive activities like agriculture while reducing wasteful and unproductive activities that fuel economic booms and busts.
3) Namasmarn is described as a spiritual practice that can help overcome sectarian biases and establish a connection between individuals' physiological being and their true self, leading to cosmic consciousness.
El documento describe la importancia de la Web 2.0 y las herramientas que han permitido una mayor participación de los usuarios, como wikis, blogs y redes sociales. Explica que las APIs han permitido extraer información de bases de datos y desarrollar nuevos modelos de negocio. También enumera varias herramientas web 2.0 como blogs, wikis, Flickr y Wikipedia que brindan potencial educativo. Finalmente, detalla algunos usos de las redes sociales como la comunicación, formación de redes, búsqueda de expertos y oportunidades
Publishing Strategic Technology for Association of Catholic PublishersCraig Miller
Association of Catholic Publishers presentation on best practice approach to technology application to the publishing enterprise. Relevant to all organizations for whom technology is a service.
Getting Things Done for Technical CommunicatorsKaren Mardahl
A TCUK15 workshop by John Kearney and Karen Mardahl at the ISTC's technical communication conference on September 29th in Glasgow, Scotland. Script for the workshop is at http://www.mardahl.dk/2015/10/29/the-getting-things-done-workshop-at-tcuk15/.
The document provides 20 tips for managing business IT projects. Some key tips include:
1) Define clear business objectives and ensure stakeholders are motivated for change.
2) Evaluate the business' readiness for transformation before starting the project.
3) Reduce initial scope and focus on delivering value in phases.
4) Avoid overfragmenting resources and ensure consultants are fully dedicated.
5) Conduct regular status reviews to make effective decisions.
6) Keep solutions as standard as possible to reduce risks and costs.
One, No One, One Hundred Thousand Projects (Uno, Nessuno, Centomila Progetti)Gaetano Mazzanti
This document discusses managing projects and initiatives using lean and agile principles. It advocates for limiting work in progress, visualizing and measuring flow, prioritizing based on cost of delay, making decisions with uncertainty in mind, and focusing on continuous learning over predetermined destinations or best practices. The overall message is that complex domains with human involvement require an adaptive approach focused on transparency, collaboration, and experimentation over rigid plans.
Methodology Madness: The Origins, Issues and Advantages of AGILELou Russell
Over the years, methods for buildin solutions have gone from Top Down, to Rapidly Development, to Agile, to Design Thinking... and on and on. The Best method depends on your problem.
The Real Lessons of Dr. Deming’s Red Bead FactoryMark Graban
The red bead experiment, created by Dr. Deming, demonstrates how variation exists in any process and is mostly due to common causes within the system, not individual performance. In the experiment, workers try to produce a standard number of beads per trial but often fail due to the inherent variation in the bead drawing process. This shows that blaming individuals and incentivizing performance does not work. The key lessons are that the system, not individuals, is usually the cause of variation, and the focus should be on understanding and reducing common cause variation through systematic improvements.
The document discusses issues with estimation in software projects. It notes that traditional estimation approaches fail because they ignore uncertainty and complexity. While Agile aims to help with lighter estimation practices, there is still risk of falling into the same traps as traditional methods. The key problems are how estimates are used, with unrealistic targets, imposed deadlines, and lack of respect causing issues. Respecting uncertainty and using estimates appropriately is emphasized as important.
Herman- Pieter Nijhof - Where Do Old Testers Go?TEST Huddle
EuroSTAR Software Testing Conference 2008 presentation on Where Do Old Testers Go? by Herman- Pieter Nijhof. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
Why processes rule and how to make them betterMarkus Sandelin
Comments are highly appreciated! My view on processes, their design and the general pitfalls of processes in corporate environments. As an example, I added my view on how recruiting processes should work, which is a work in progress.
Managers, you have huge undiscovered potential to improve your efficiency! What is the impact of multitasking? How widespread is multitasking? A case study of leadership team that renounced multitasking by adopting Personal Agility, Scrum and other widely used agile practices. After just 6 months, the results were visible in their financial results.
1. The document outlines 10 things that make a good project manager great, including following a process, asking for a mentor, surrounding oneself with tools, using templates to save time, planning, communicating the plan with stakeholders, managing and tracking the project, managing issues and risks, creating progress reports, and delivering the final product.
2. Key aspects include following an established project management process, seeking a mentor for advice and guidance, using software and templates to efficiently plan and manage projects, creating detailed plans and getting stakeholder approval, regularly tracking progress and addressing any issues, providing updates on status, and completing the project deliverables.
3. Effective project managers plan thoroughly, communicate well with stakeholders, monitor progress closely and solve
The document describes an exercise called the "Red Bead Factory" used to demonstrate concepts from quality expert W. Edwards Deming. In the exercise, participants take on roles in a simulated factory producing beads, with some beads coming out red due to variation. The exercise shows how blaming individual workers is misguided when variation is due to systemic problems. It also illustrates how management should focus on understanding and reducing variation in the system rather than reacting to normal daily fluctuations in performance. Deming's teachings emphasize examining processes for improvement rather than blaming individuals for "special causes" outside their control.
This document summarizes a 5S project conducted at MicroTel Source, a small RF consulting firm. The initial implementation was unsuccessful due to a lack of structure. A subsequent implementation involved sorting items by frequency of use, cleaning the office, systematically organizing tools using labels and color coding, and establishing standards for maintenance through a weekly cleaning schedule and kanban system. As a result, $1,569 was saved and the time to find tools decreased by 58.33%. While the goals of standardized processes and cost savings were achieved, maintaining 5S principles in a mixed-use home/office space presented challenges.
This document outlines an agenda for a workshop on A3 thinking and problem solving. The workshop objectives are to explore lessons from Managing to Learn using A3s. The agenda covers defining an A3, working through examples, applying A3 thinking to problems, and discussing uses of A3s for proposals and reports. Time is allotted to introduce A3 concepts, examine example A3s, have participants apply the process to their own work, and reflect on learning. The workshop aims to help participants recognize effective A3 stories and create different sections of an A3 through practice and discussion.
Is there a difference between Lean Six Sigma projects and 'just projects'? Yes, actually many big advantages in favor of the Lean Six Sigma approach.
Here I describe knowing by seeing, working on what matters and creating a sense of excitement for your teams.
Second in a series of executive-level messages.
The Importance of a CMMS as a Knowledge Management ToolTranscendent
Learn how integrating a simple checklist into your facility maintenance plan can increase productivity, decrease error, and keep employees accountable.
This document summarizes the problems with relying solely on deadlines to manage projects. It argues that deadlines promote behaviors like multitasking, lack of transparency, and homeostasis around deadlines rather than focusing on speed. This decreases efficiency and increases variability, stress, and the likelihood of missed deadlines. However, the problems of deadline-focused management are not well recognized because deadlines are assumed and convenient, their negative effects are not well understood, and organizations value predictability over speed.
What’s Happening to Our Freshout Engineers?svillach
This presentation describes the results of an exploratory study investigating the work that newly graduated and hired "freshout" engineers perform in the workplace. The study investigates:
* The tasks that freshouts perform successfully and unsuccessfully on the job.
* The consequences of nonperformance.
* The root causes of nonperformance.
This study was funded by the National Science foundation.
Portions of this material are based upon work supported by the National Science Foundation under Grant No. 1037808.
Any opinions, findings, and conclusions or recommendations expressed in this material are those of the author(s) and do not necessarily reflect the views of the National Science Foundation.
Iterate & Innovate: Success with Agile, Lean Six Sigma, SAVVY and ITIL SMF De...Lou Russell
This document provides an overview of a presentation by Russell Martin & Associates on iteratively innovating and succeeding with Agile, Lean Six Sigma, SAVVY and ITIL SMF development projects. The learning objectives are to apply reusable project management templates, work effectively with business stakeholders, and evolve toolkits to succeed despite constraints. The content discusses getting real about projects as temporary collaborations, the difference between methodologies and project management, why there are different methodology choices, and how influencing stakeholders is key. Templates, examples, and tips are provided for various project methodology phases and influencing different styles.
H O L I S T I C M A N A G E M E N T O F G L O B A L R E C E S S I O N D Rghanyog
1) The document discusses holistic management of global recession through spiritual practices like namasmarn, which involves remembering the name of God.
2) It recommends increasing productive activities like agriculture while reducing wasteful and unproductive activities that fuel economic booms and busts.
3) Namasmarn is described as a spiritual practice that can help overcome sectarian biases and establish a connection between individuals' physiological being and their true self, leading to cosmic consciousness.
El documento describe la importancia de la Web 2.0 y las herramientas que han permitido una mayor participación de los usuarios, como wikis, blogs y redes sociales. Explica que las APIs han permitido extraer información de bases de datos y desarrollar nuevos modelos de negocio. También enumera varias herramientas web 2.0 como blogs, wikis, Flickr y Wikipedia que brindan potencial educativo. Finalmente, detalla algunos usos de las redes sociales como la comunicación, formación de redes, búsqueda de expertos y oportunidades
Testing is used to measure a person's knowledge or skills and determine what level they have acquired. There are two main purposes of testing: to verify that specifications are met and to manage risks. Different types of tests include proficiency, diagnostic, placement, achievement and aptitude tests. A good testing program is an important tool that identifies when development is complete and criteria for acceptance, as well as establishes a warranty period.
Os alunos do PIEF 6oG da Escola Secundária Infante D. Henrique visitaram uma central de valorização energética em Tondela acompanhados pela professora Adelaide Sousa para aprender mais sobre sistemas ambientais.
Los seres vivos se caracterizan por tener células y ADN, reproducirse, alimentarse, adaptarse, evolucionar, moverse y morir. Los organismos terrestres están perfectamente adaptados a la Tierra y aunque pueden parecer inertes, se distinguen de los seres no vivos porque contienen ADN.
Este documento presenta un plan de lecciones sobre el Sistema Solar para alumnos de 6o grado. El plan incluye tres tareas que cubren los conceptos básicos del sistema solar, como planetas, estrellas y galaxias, además de la Tierra y el impacto humano en el medio ambiente. Las lecciones utilizan métodos prácticos como debates, investigación en grupo y propuestas de soluciones. El objetivo general es que los estudiantes comprendan los componentes del universo y tomen conciencia sobre la sostenibilidad ambiental.
TBEX North America 2016; Authenticity In Blogging, Dalene and Pete Heck TBEX
Advanced, Commerce, Dalene is one half of the travel blog HeckticTravels.com and a founder of Hecktic Media Inc. Since 2009 she has been traveling the world nomadically with her husband, and they both were honored as National Geographic Travelers of the Year in 2014. Dalene has also twice been named a BlogHer Voice of the Year, and was an Alto Award finalist in 2015.
Checkpointing and Rollback Recovery Algorithms for Fault Tolerance in MANETs:...Eswar Publications
This document summarizes and reviews various checkpointing and rollback recovery algorithms that have been proposed to provide fault tolerance in mobile ad hoc networks (MANETs). It begins with background information on MANETs and checkpointing. Checkpointing techniques take snapshots of process states and store them to allow recovery from failures without restarting from the beginning. The document then describes different types of checkpointing, including uncoordinated, coordinated, communication-induced, and hybrid approaches. Several specific algorithms for MANETs checkpointing are then analyzed, including flooding-based, concurrent checkpointing, cluster-based, and mobility-aware approaches. The document concludes by stating that checkpointing presents challenges for MANETs due to their dynamic topology and limited
- Water is essential for life but only a small portion of Earth's water is available for human use. Water pollution occurs when human activities introduce harmful substances that make water unsuitable for its intended use.
- The main sources of water pollution are sewage, industrial waste, agricultural runoff and surface runoff from urban areas. This pollutes water bodies and harms aquatic life and humans.
- Key water quality parameters include physical aspects like turbidity, chemical components like pH and dissolved solids, and microbiological presence of pathogens. Various groups set standards to define acceptable water quality levels.
This document discusses ancient siege weapons such as the onager, ballista, and trebuchet. It examines the physics behind each weapon, including the forces of tension, torsion, traction, and gravity that were used to launch projectiles. The onager, ballista, and trebuchet each employed different combinations of these forces to fling rocks and other payloads.
This case report describes a 52-year-old male farmer who presented with abdominal pain and bleeding for several months. Imaging revealed multiple liver abscesses and a mass arising from the second part of the duodenum. Biopsy of the mass during endoscopy indicated adenocarcinoma. The patient underwent a Whipple procedure where a 6x5cm mass was removed. Post-operative biopsy found it to be a malignant gastrointestinal stromal tumor (GIST). The patient was referred for chemotherapy. GISTs of the duodenum are rare but often diagnosed via endoscopy with biopsy. Surgical resection is the main treatment but imatinib may help downstage tumors for less invasive surgery or as adjuvant therapy.
Видання присвячене аналізові шляхів досягнення Україною критеріїв безвізової країни у відносинах з Європейським Союзом. Сформульовано рекомендації для державних органів України щодо встановлення в перспективі безвізового режиму між Україною та ЄС.
The document provides an overview of a guide for leaders overseeing renewable energy or water reclamation projects. It discusses establishing strategic goals and metrics before beginning projects. It recommends starting small and building incrementally based on lessons learned. This allows controlling costs and ensuring critical factors are addressed. A modular approach is suggested to break projects into manageable components that can be delivered quickly and improved upon efficiently.
The 12 Agile Principles document outlines 12 foundational principles derived from the Agile Manifesto's 4 basic statements. The principles emphasize delivering value to customers through working software, welcoming changing requirements, frequent delivery in short iterations, collaboration between business and development teams, self-organizing motivated teams, face-to-face communication, measuring progress through working software, sustainable development pace, technical excellence, simplicity, self-organizing teams, and continuous improvement. The document provides explanations and examples for each principle.
This document summarizes an article from the DITY newsletter about accelerating ITIL implementations using critical chain project management. It discusses that critical chain provides improvements over critical path by not using task-level buffers and instead applying one buffer to the overall project. It also advocates for honest task estimates, focusing resources exclusively on projects, and close collaboration between project managers and resources. The article promotes aligning projects closely with business needs and priorities.
4 reasons you need to find budget for work management softwareWorkfront
As the person who is trying to change the way work gets done in your department or organization, you need back up.
Use this presentation to become the expert and show your team and exec the problems with staying with the project management status quo and what they need to do next.
This document provides an overview and guide for implementing a successful big data project. It discusses common reasons why big data projects fail, such as having vague goals, mismanaged expectations, going over budget/timeline, and an inability to scale. The document then provides tips for ensuring a big data project succeeds, such as setting clear objectives and metrics to demonstrate the project's value, and using tools to automate processes rather than relying solely on manual coding. The overall aim is to help readers establish focus, prove practical impact, and deliver sustainable value from their big data initiative.
Not every organization can afford to have a full time CIO on staff. But someone will be fulfilling the role, even without the title. This seminar will help you understand the role a CIO fulfills within your organization, the areas you may not be addressing without a CIO, the risks and opportunities mitigated by the presence of a CIO, and the new world of outsourced IT.
Additionally, we will discuss if your organization can thrive without the latest technology, whether your IT team is doing what they should be, how your IT infrastructure measures up to best practices, and what technology you may be missing out on.
Ways To Keep Employees Productive & Inspired For A Startup / New ProjectSultan Suleman Chaudhry
Whenever you are involved in a #startup or take up a new project, you are faced with many perils from the start.
In a startup there is much more at stake as getting all the work done on time and within the budget is critical.
All this comes down to the productivity & effectiveness of your team and this is of paramount importance.
The success of the startup / new project all depends on you as a leader; as how you keep your employees / team productive and inspired all along.
This document summarizes the top 10 traits of organizations that are successful in adopting ITIL best practices. These include: understanding the politics of implementing cross-functional processes; gaining commitment from IT management; focusing on quick wins for customers; keeping initial implementations simple; treating adoption as an ongoing process rather than a project; using additional best practices like a process framework and quality management system; and recognizing that the biggest challenge is change management with IT staff. The key is learning to implement ITIL in a workable, practical way through the skills of one's own organization.
It organizational review why research the fuzzy questions?Angie Tarasoff
This presentation outlines why a project team needs to conduct research into long-term, strategic questions about the future of technology and education as part of an IT organizational design review.
The document discusses key aspects of project management using an Agile approach. It defines what projects are and aren't, and describes different common project approaches like Waterfall and Agile. It outlines the Scrum process used in Agile, including sprints, product and sprint backlogs, and roles like the Scrum Master and Product Owner. It emphasizes values like commitment, openness, focus and courage needed to implement Agile successfully in a business.
Visual project management simplifying project execution to deliver on time an...ssuser52fa40
This document discusses why projects are often late and over budget, despite best efforts. It finds that while training improves control factors like scope and quality, there is an inverse relationship between training and schedule/budget performance. This is because training focuses on planning and control, not execution. Execution accounts for under 5% of the Project Management Body of Knowledge (PMBOK) guide content. The document argues successful project execution is an art, not a science, and that improving execution can boost financial returns by 65% for "best executors." Focusing on on-time and on-budget performance yields more financial gains than other initiatives.
Nine keys to successful delegation in Project Managementmrinalsingh385
The document discusses the benefits of using an IT methodology for project management. It states that an IT methodology provides:
1) A repeatable organizational process for developing and supporting products and applications consistently and on time/budget.
2) Consistency in delivering applications through established roles, responsibilities, plans, and deliverables.
3) Optimized communication across project stakeholders, business users, and IT teams through clear understanding of the project methodology.
4) Mechanisms for senior management to govern IT resources and prioritize applications based on business needs.
Failure is inevitable but it isn't permanentTom Stiehm
Agile Transformation is harder than it needs to be because we often find ways to consciously or subconsciously sabotage our efforts if we can recognize this behavior it is possible to intervene and make a change for the positive.
The Toyota Way, also known as Lean, was born from hardship and survival. It is an approach that does not rely on the accidental fortunate circumstance of being in a positive business climate. The system that propelled Toyota to the top of the global automotive industry is designed to succeed in both good times and bad.
Lean thinking fundamentally changes the engagement model between IT and the business, challenging traditional relationships with staff,customers and partners.
This session, presented by a partnership between ThoughtWorks and KM&T, explains the Lean approach to challenges, continuous improvement, productivity, and quality, and how these principles can help you deliver high-value,high-quality software solutions to reduce operational costs, increase profitability, and survive.
With presenters bringing deep expertise from Toyota, Lean and Agile principles, learn how to:
-Identify and eliminate non-value adding work and cost (i.e., waste)
-Build quality into processes to remove unnecessary rework
-Apply Just-in-Time (JIT) principles to software delivery
-Build processes that optimise use of resources and productivity for the entire end-to-end value stream
-Engage everyone to continuously improve your team and practices
-Understand the differences between repetitive processes, product development and software development
Join us to discover how to do more with less.
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BRISBANE
Tuesday 17 March, 2009
8am –- 9.30am
Hilton
190 Elizabeth Street, Brisbane
SYDNEY
Tuesday 24 March, 2009
8am –- 9.30am
Hilton
488 George Street, Sydney
MELBOURNE
Tuesday 31 March, 2009
8am –- 9.30am
Marriott
Cnr Exhibition & Lonsdale
Streets, Melbourne
PERTH
Tuesday 7 April, 2009
8am –- 9.30am
Hilton
14 Mill Street, Perth
A light buffet breakfast will be provided *
*
The Toyota Way, also known as Lean, was born from hardship and survival. It is an approach that does not rely on the accidental fortunate circumstance of being in a positive business climate. The system that propelled Toyota to the top of the global automotive industry is designed to succeed in both good times and bad.
Lean thinking fundamentally changes the engagement model between IT and the business, challenging traditional relationships with staff,customers and partners.
This session, presented by a partnership between ThoughtWorks and KM&T, explains the Lean approach to challenges, continuous improvement, productivity, and quality, and how these principles can help you deliver high-value,high-quality software solutions to reduce operational costs, increase profitability, and survive.
With presenters bringing deep expertise from Toyota, Lean and Agile principles, learn how to:
-Identify and eliminate non-value adding work and cost (i.e., waste)
-Build quality into processes to remove unnecessary rework
-Apply Just-in-Time (JIT) principles to software delivery
-Build processes that optimise use of resources and productivity for the entire end-to-end value stream
-Engage everyone to continuously improve your team and practices
-Understand the differences between repetitive processes, product development and software development
Join us to discover how to do more with less.
»
»
»
»
»
»
BRISBANE
Tuesday 17 March, 2009
8am –- 9.30am
Hilton
190 Elizabeth Street, Brisbane
SYDNEY
Tuesday 24 March, 2009
8am –- 9.30am
Hilton
488 George Street, Sydney
MELBOURNE
Tuesday 31 March, 2009
8am –- 9.30am
Marriott
Cnr Exhibition & Lonsdale
Streets, Melbourne
PERTH
Tuesday 7 April, 2009
8am –- 9.30am
Hilton
14 Mill Street, Perth
A light buffet breakfast will be provided *
*
Not every organization can afford to have a full time CIO on staff. But someone will be fulfilling the role, even without the title. This seminar will help you understand the role a CIO fulfills within your organization, the areas you may not be addressing without a CIO, the risks and opportunities mitigated by the presence of a CIO, and the new world of outsourced IT.
Additionally, we will discuss if your organization can thrive without the latest technology, whether your IT team is doing what they should be, how your IT infrastructure measures up to best practices, and what technology you may be missing out on.
The document provides tips for succeeding in the first 90 days of a new IT position or project. It recommends preparing by researching the company's plans and how one's role fits in. It also suggests starting with an open mindset, orienting oneself by meeting key stakeholders, maintaining professionalism, focusing on the company's goals, learning the culture, understanding different perspectives, making small contributions first, sharing credit, gaining experience through doing tasks, practicing tact, being flexible, and keeping these tips in mind and action. Following these tips can help one confidently start this new exciting IT career phase.
1. The document outlines 10 things that make a good project manager great, including following a process, asking for a mentor, surrounding oneself with tools, using templates to save time, planning, communicating the plan with stakeholders, managing and tracking the project, managing issues and risks, creating progress reports, and delivering the final product.
2. Key aspects include following an established project management process, seeking a mentor for advice and guidance, using software and templates to efficiently plan and manage projects, creating detailed plans and getting stakeholder approval, regularly tracking progress and addressing any issues, providing updates through concise reports, and ensuring projects are completed on time and on budget.
3. Effective project managers plan thoroughly, communicate well with stakeholders
Similar to Building a Renewable Program Chapter 2 Doing Your Homework (20)
Water Environment Association of Ontario keynote 2016 by Erik LindquistErik Lindquist, P.Eng.
Most importantly Modular Infrastructure Generates Results, quickly, cost effectively, incrementally, and in a manner that you can show success, grow and improve on!
The more you integrate modular renewable utility components together and the waste from one component becomes the resource for anther the more competitive you can be with conventional utility rates for their consumers.
Perhaps the greatest outcome of modular, is you enable your staff to maximize their value to their business, their community, and their planet.
Building waste water treatment plants that pay for themselves. This presentation shows how Victoria can build a modular wastewater treatment plant that creates cash flow that pays down the cost of the treatment plant. By integrating mixed use development, value can be created to pay down the capital cost of the utility infrastructure. For example, residential or commercial unit sales revenues can pay down upfront capital and lease and royalty revenue pay down operating costs.
Recover, reuse and RESELL energy and water throughout the community. Start in one subdivision or multiple neighbourhoods in a community. Build and interconnect energy and water sources. Build out like Lego Get Results Quickly and Cost Effectively!
Modular Waste To Energy is the most economical, environmental and sustainable solution available to communities. You don't have to start from scratch - so start your waste to energy program today!
Modular deployment of waste to energy, water reclamation, energy recovery and renewable power generation systems allow for the incremental roll-out of systems that generate results quickly and enable communities to rapidly respond to climate change.
Transforming Public Infrastructure Into Environmental and Economically Sustainable Communities.
TITUS enables Simple, Fast, Cost Effective Renewable Infrastructure.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Make it or Break it - Insights for achieving Product-market fit .pdfResonate Digital
This presentation was used in talks in various startup and SMB events, focusing on achieving product-market fit by prioritizing customer needs over your solution. It stresses the importance of engaging with your target audience directly. It also provides techniques for interviewing customers, leveraging Jobs To Be Done for insights, and refining product positioning and features to drive customer adoption.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Leadership Ethics and Change, Purpose to Impact Plan
Building a Renewable Program Chapter 2 Doing Your Homework
1. TITUS Infrastructure Services Limited
#215 – 737 GOLDSTREAM AVE
VICTORIA, BC, V9B 2X4
TEL. 250 727-8355
Making Renewable Utilities Profitable
Are you a leader? Have you been charged with overseeing a renewable energy or water
reclamation project? Are you overwhelmed by the responsibility? Are you concerned that your
project may not deliver the results you are expecting? Are you concerned the budget might spiral
out of control?
FEAR NOT!
The good news is there are only a few things you need to know to be successful!
Chapter 2: Do your homework!
In this chapter we will look at:
• Why Do Your Homework – the clarity required to lead
• Learning from Others – the importance of applying lessons learned before starting
• The Rule of 80’s – keeping challenges in perspective
• Do Not Get Lost in the Details – Get Things Done
Why Do Your Homework!
Perhaps the toughest thing to do since grade school is your homework!
Some things never change.
Why, is homework so hard to do? Perhaps, because we get caught up in the details, get
overwhelmed and have never figured out where to start, and that cripples our ability to focus and
Building a Renewable Program
A Leaders Guide
To
GETTING THINGS DONE!
CHAPTER 2
2. TITUS P a g e 2
Making Renewable Utilities Profitable
get things done. Perhaps it is because we have so many stakeholders that are demanding so
many resources we do not know how to deliver.
The good news is, the following will help you refine your focus down to the most important 4%,
and leave the other 96% to others.
Don’t get me wrong, you still need to “Do Your Homework”, however 96% of what you need to
know, you can learn from others who have come before you!
However, before you get caught up in the above, go back to Chapter 1, and make sure you know
what your critical success factors are, and that you have broken those critical success factors into
manageable bite size components. Then you will find your homework so much more enjoyable,
and rewarding, no matter where you start.
Learning from Others
Before you start investing a lot of time and money into a project; sit back and consider what you
are trying to achieve. Then look to others to see what they have done, how they went about it,
what were their challenges, what were their successes and what would they have done
differently. Then, if you can look to see who else has been through those challenges and how
they resolved them, you are well on your way to being successful.
The most important thing to know before you start!
In keeping with Churchill’s directive there are two things everyone who leads a renewable
energy and water reclamation project needs to know:
1. 80% of what you want to do has already been done somewhere – find it!
2. 80% of what makes a project unique is common to all – learn from others!
Too many projects start with the assumption that their project is unique. They assume they have
a unique location, a unique set of demands or regulations, or even a unique technology and that
makes their project unique. However, what they do not understand is the incredible strength that
comes from finding commonalities with other projects. They also don’t understand the freedom
to innovate that comes by understanding that of the 20% of what makes their project unique,
80% has been dealt with by someone already, and they can learn from that, as well.
To test if the 20% of what makes your project seem unique to you, is common to other projects,
don’t limit yourself to your industry or technology vertical. In fact, when you break down what
3. TITUS P a g e 3
Making Renewable Utilities Profitable
makes your project unique, simply categorize your challenges or unique features. For example,
those unique site constraints, or environmental constraints, or labour needs, or time constraints,
or regulations. Doing this, you will find many more similarities than differences. Similarly,
when you categorize the unique technology features, for example feedstock handling, flow
balancing, equalization, temperature control, pressure balancing, materials or software controls,
you will find that 80% of those features or issues are common, and you can learn from them.
Further, if you find groups or organizations that are in other industries or market segments, then
you have a great opportunity to get objective information and make a step change in the quality
of your results. It is also a great opportunity to take proven technologies from one market and
apply those innovations in another market.
The Power of Math
If you can learn from both similar projects, and those projects that have common unique
challenges or features you are 96% of the way to a successful project.
80% + 80% × 20% = 96%
This Rule of 80’s means when you finish your homework
only 4% of your project is truly unique.
If you take the Rule of 80’s to heart, and find projects that are similar, and then find projects that
have faced some of the similar challenges or have some of the unique features – you don’t need
to start from scratch! You can get a jump on your project, and GET THINGS DONE!
If you can do this, you can make a huge step forward. What is important is, you don’t need deep
technical knowledge – you just need a desire to learn and ask questions, and keep asking!
Don’t get lost in the details –GET THINGS DONE.
If only 4% of your project is truly unique, and you have the homework to demonstrate that, you
have incredible strength to lead your project with clarity. Once you have done your homework,
you can engage your staff, consultants and contractors in a more valuable manner. However, do
not get distracted from the above with all the details that may be presented. If you are getting
distracted, step back and look at your homework and remember the Rule of 80! Look for the
80% that is common to similar projects and then look for 80% that is unique to other projects.
This will greatly simplify your job and keep your team on track, your consultants and contractors
on point, and most importantly help you GET THINGS DONE!
With these two principles you can make sure your project is successful in the face of the
inevitable!
What is inevitable?
1. Aversion to new technologies
2. Propensity to re-invent the wheel
3. Vested interests in starting everything from scratch
4. TITUS P a g e 4
Making Renewable Utilities Profitable
4. High capital costs required to start
5. High carrying cost of invested capital
6. Long procurement timelines
7. Risk of obsolescence
8. Underutilized capital
9. Vested interest in keeping status quo
10. No opportunity to build on lessons learned
11. The list goes on!
Chapter Summary
• Chapter 1: Getting Things Done – Know where you are going and why
• Chapter 2: Do Your Homework – Gets you 96% of the way to a successful project
• Chapter 3: Know Where to Start – Once your homework is done – then what?
• Chapter 4: Keeping Things Small Enough – The key to Getting Things Done!
TITUS Turnkey Integrated Resource Management (TIRM) Platform
TITUS has developed a Turnkey Integrated Resource Management (TIRM) Platform for its
clients. The TITUS TIRM Platform provides its clients with modular, integrated, renewable
utility services that are simple, fast and cost effective for our clients to deploy.
TITUS has found that the more you modularize infrastructure the more you are able to repurpose
and reuse or resell the resources that were otherwise wasted. Once you give waste a purpose,
you create value and reduce cost. These two drivers can make renewable infrastructure more
cost effective than conventional infrastructure. This allows TITUS to recover, repurpose and
resell resources that were otherwise wasted within a community, accelerating the payback on
renewable utilities, making them more profitable sooner than conventional utilities.
Thirdly, a modular approach allows you to control:
• Financial models that match investment to cash flow;
• Deployment of modules as the development grows or retrofit expands;
• Redeployment of modules if demand drops or new technologies evolve;
• Getting results, quickly and cost effectively
Let us help you get started today!
For more information contact:
Email: info@TITUSinfrastructure.com
Twitter: @TITUSrenewables
Web: www.TITUSinfrastructure.com