The document provides governance guidelines for using the WGET Collaboration Platform. It outlines the purpose and scope of the platform, which is to improve communication between WGET members. It defines roles for users, including administrators, content administrators, members, and visitors. It also establishes policies for posting content, including requiring content administrators to approve posts and removing inappropriate content. Technical standards for the platform are also provided.
Male Stereotypes Ppm Feb Apr11 R1 2011 (2)EColeman7857
The document discusses the current trend of media buying shifting away from male demographics in favor of female demographics. It notes that while men make up about half the population aged 18 and older in the metro area, over 80% of single men make sole or key decisions on big ticket items for their households. The document advocates that single men represent an untapped market for advertisers, as they spend significantly on areas like groceries, furniture, vehicles, and electronics.
Dealing with discount real estate servicesJohn Lusink
This document compares the advantages of using a full-service real estate brokerage versus a for sale by owner (FSBO) franchise to sell a home. It outlines that brokerages provide professional services that help sellers obtain a higher sale price in less time. These services include determining the optimal asking price based on market comparables, marketing the home through the multiple listing service (MLS) for maximum exposure, facilitating showings and open houses for buyer access and security, and expertise in negotiations that help obtain the best offer. Statistics show brokerages sell homes at a much higher rate than FSBOs or low-service franchises. Sellers should work with a full-service brokerage to benefit from professional expertise that can yield a
This document contains programming schedule information for various time periods between January and December 2010, listing the channels, programming ratings, and daily time slots.
This document provides tips and strategies for business sales prospecting. It discusses defining an ideal prospect by asking 7 key questions, developing a sales strategy by considering 8 questions, understanding DISC personality types, and overcoming fears of rejection. The document concludes by outlining next steps for scheduling a complimentary coaching session to improve sales prospecting skills.
The document discusses the connection between bullying and empathy. It argues that teaching children empathy from a young age can help reduce bullying by allowing children to understand others' perspectives and feelings. While bullies are often perceived as having low self-esteem, research finds this is inaccurate - bullies often have inflated self-views but lack empathy. The document advocates for teaching empathy in schools and cites research showing empathy programs are successfully decreasing bullying rates by changing children's behaviors before problems escalate.
The document discusses using social media as an early indicator of trends and opinions. It mentions that social media can act as an "early warning signal" for what people are thinking and discussing. The document also advertises Krista Neher as a professional social media speaker, author, and entrepreneur who can be contacted via email or phone for speaking opportunities.
Possible Worldwide is a global marketing firm with over 1,000 employees across 19 offices helping brands engage customers through non-traditional marketing. Their mission is to move marketing from communication to participation. They suggest several non-traditional marketing strategies for political candidates in 2012 including search engine marketing to target interested voters, mobile advertising and apps to connect with voters personally, and using SMS and mobile donations to remind and encourage turnout.
The document discusses branding strategies for political candidates presented at a Cincinnati AdClub event. It recommends candidates create a memorable brand identity, establish a clear communication hierarchy, consider all interactions as opportunities to engage voters, make a lasting connection through inspiring messages, and maintain consistency across all branding efforts. Consistency and an attention-grabbing pink pony were emphasized as important for political candidates.
Male Stereotypes Ppm Feb Apr11 R1 2011 (2)EColeman7857
The document discusses the current trend of media buying shifting away from male demographics in favor of female demographics. It notes that while men make up about half the population aged 18 and older in the metro area, over 80% of single men make sole or key decisions on big ticket items for their households. The document advocates that single men represent an untapped market for advertisers, as they spend significantly on areas like groceries, furniture, vehicles, and electronics.
Dealing with discount real estate servicesJohn Lusink
This document compares the advantages of using a full-service real estate brokerage versus a for sale by owner (FSBO) franchise to sell a home. It outlines that brokerages provide professional services that help sellers obtain a higher sale price in less time. These services include determining the optimal asking price based on market comparables, marketing the home through the multiple listing service (MLS) for maximum exposure, facilitating showings and open houses for buyer access and security, and expertise in negotiations that help obtain the best offer. Statistics show brokerages sell homes at a much higher rate than FSBOs or low-service franchises. Sellers should work with a full-service brokerage to benefit from professional expertise that can yield a
This document contains programming schedule information for various time periods between January and December 2010, listing the channels, programming ratings, and daily time slots.
This document provides tips and strategies for business sales prospecting. It discusses defining an ideal prospect by asking 7 key questions, developing a sales strategy by considering 8 questions, understanding DISC personality types, and overcoming fears of rejection. The document concludes by outlining next steps for scheduling a complimentary coaching session to improve sales prospecting skills.
The document discusses the connection between bullying and empathy. It argues that teaching children empathy from a young age can help reduce bullying by allowing children to understand others' perspectives and feelings. While bullies are often perceived as having low self-esteem, research finds this is inaccurate - bullies often have inflated self-views but lack empathy. The document advocates for teaching empathy in schools and cites research showing empathy programs are successfully decreasing bullying rates by changing children's behaviors before problems escalate.
The document discusses using social media as an early indicator of trends and opinions. It mentions that social media can act as an "early warning signal" for what people are thinking and discussing. The document also advertises Krista Neher as a professional social media speaker, author, and entrepreneur who can be contacted via email or phone for speaking opportunities.
Possible Worldwide is a global marketing firm with over 1,000 employees across 19 offices helping brands engage customers through non-traditional marketing. Their mission is to move marketing from communication to participation. They suggest several non-traditional marketing strategies for political candidates in 2012 including search engine marketing to target interested voters, mobile advertising and apps to connect with voters personally, and using SMS and mobile donations to remind and encourage turnout.
The document discusses branding strategies for political candidates presented at a Cincinnati AdClub event. It recommends candidates create a memorable brand identity, establish a clear communication hierarchy, consider all interactions as opportunities to engage voters, make a lasting connection through inspiring messages, and maintain consistency across all branding efforts. Consistency and an attention-grabbing pink pony were emphasized as important for political candidates.
Fitt Toolbox Best Practice Cluster Collaboration FinalFITT
KREATEK is an online collaboration platform for cluster managers and stakeholders to share information, best practices, and network. The platform includes news, documents, profiles, discussion forums, and a private workspace for each cluster initiative. It was created by MFG to professionalize cluster management and currently has over 120 members after six months. While the platform provides benefits, ongoing maintenance and community engagement are needed for success.
Organizations Social Media Web 2 0 ApproachJuhani Anttila
This document discusses an organization's approach to using social media and web 2.0 technologies to improve organizational management and engage with suppliers on quality issues. It provides 12 examples of how an organization can implement an enterprise social media strategy, including maintaining social media pages, blogs, wikis and more. It also outlines a 4-level system an organization can use to communicate quality information with suppliers through their public website, a supplier extranet, internal intranet and a specific portal for quality experts.
The document discusses a system that provides tools to facilitate collaborative activities over the internet (e-activities). The system architecture has three levels with increasing interactivity and requirements. The basic level allows asynchronous collaboration via web browsing. The collaborative level enables synchronous collaboration and application sharing. The multimedia level integrates audio/video to improve communication. The system was tested for research meetings, e-learning activities, and managing virtual teams. Evaluation methods include analyzing usage logs, learning outcomes, and participant surveys/discussions.
KMWorld 2010_Building an Intranet Governance Strategy - Busch and Wahl_201011...andinieldananty
The document outlines an intranet governance strategy, including defining intranet governance, establishing a governance team, and developing policies. It discusses establishing a governance team charter that defines the team's scope, structure, and objectives. The team would include core members from IT, HR, and communications, as well as an extended team of content approvers. Job descriptions are provided for executive sponsors, a team lead, and core and extended team members. Content lifecycle and archiving policies are also part of developing an effective intranet governance strategy.
The document discusses the transition from the centralized Athens access management service to a federated access management model in the UK. Key points include:
- JISC will support federated access as the preferred solution and continue funding Athens until July 2008, when it will be available via subscription.
- The UK Access Management Federation will launch in November 2006 with early adopters in August 2006, transitioning members from the successful SDSS pilot federation.
- Federated access involves authentication at the institution with attributes shared between institutions and service providers to determine access.
This document provides a roadmap for implementing social media in project management. It outlines four key steps: 1) Assess stakeholder requirements and suitability of social media, 2) Select appropriate social media tools for the project, 3) Monitor sentiments through the tools and build new metrics, and 4) Check effectiveness and initiate continuous improvement. Social media can improve communication and introduce new metrics like sentiment analysis to complement traditional metrics like Earned Value Management. The challenges include gaining acceptance for open communication and ensuring alignment with corporate policies.
The presented online cooperation platform was developed to give cluster managers and other cluster stakeholders access to current information and trends. It is set up in form of a Social Network on the topic ‘cluster management’ and offers users/members a central information tool, where knowledge is documented and exchange is fostered. Therefore it is an efficient way to foster exchange between experts, to build up a repository of knowledge including success stories and to present the topic to a broader public.
www.FITT-for-Innovation.eu
The document discusses a project called "egosta" which aims to actively involve stakeholders in the development of new e-government applications using a web-based platform. The platform utilizes Web 2.0 technologies like wikis, blogs and forums to facilitate collaboration between stakeholders and project teams. The goal is to develop more user-friendly applications and increase acceptance of new e-government services by incorporating stakeholder input early in the process. Egosta has been tested on the "Virtual Company Dossier" use case in Austria. The document also outlines research questions around measuring how well Web 2.0 can facilitate stakeholder participation and the level of moderation required for an e-participation platform.
The document provides an overview of the objectives and requirements for developing an online information portal for a college. The key points are:
- The objective is to develop a unified portal using open source tools to replace existing separate systems for managing notices, events and other college information.
- The proposed system aims to overcome limitations of the existing systems like lack of a unified interface and platform independence.
- Technical, operational, economic and timeline feasibility studies were conducted and the project was found to be feasible in all aspects.
- System requirements like hardware, software, functional, performance, security and maintainability requirements are specified to guide the development of the proposed online information portal.
The Project Charter is the documented output of the project init.docxssusera34210
The Project Charter is the documented output of the project initiation phases of project management. As such, it is the foundation scoping document describing the reasons for doing the project, the work to be done, who is involved, what costs will be incurred, when it should complete, and how issues will be addressed along the way. The student will follow this rubric in completing the Project Charter. The more thought given to the critical elements of the Project Charter the more prepared the student will be in completing Milestone Three and the Final Project.
Create a document that describes the objectives and purpose of the selected project for the organization. Identify benefits to be achieved that will define project success and how they will be measured. Identify what’s in scope and out of scope for the project or the current phase of the project. Identify the job function/title of project stakeholders, specifically the sponsor executive, the project team doing the work, and the users of the delivered technology solution. Describe the project governance and communications plan among the stakeholders. Define completion criteria, key deliverable milestones, and high-level time line targets. Identify budgetary items in terms of things and services to acquire and existing staff effort. Identify project risks in terms of likelihood, impact, and means for mitigation. Describe constraints in terms of impact to quality, time, and cost. Determine if this project has any interdependencies with other projects.
Specifically the following critical elements must be addressed:
• Project Initiation Control Information: including project name, approval date, project sponsor, project manager, primary customers/partners and project core team (by function)
• Business Need: including a brief overview and background information about the project, and a high-level explanation of what the project is to accomplish
• Objectives: including main objectives, benefits, and justifications for completing the project
• Scope: including an itemized description of the work of the project, and what is “in scope” and “out of scope”
• Stakeholders: including a list of stakeholders and summaries of stakeholder expectations
• Project Completion Criteria
• Budgetary Elements: including cost elements, skills required, estimated dollar value, and person hours with hourly rates
• Target Completion Timeline: including high-level milestones and an estimated target date for completion
• Risks
• Constraints
• Interfaces
PROJECT SELECTION SUMMARY 1
Intranet portal that provide Single Sign-on (SSO)
Single sign-on (SSO) for the intranet portal is a one of the technology tools that allow the users to access the intranet system using the authentication method. However, the system does not allow passwords and usernames as part of the authentication process. The process uses an automated procedure to acquire authentication needs of a user. This solution is efficient because it prov ...
Slides accompanying a day-long AtoM and Archivematica workshop, delivered October 17, 2016 at the VII Congresso Nacional de Arquivologia in Fortaleza, Brazil.
These slides introduce AtoM (short for Access to Memory), a flexible, open-source application for standards-based description and access in a multilingual, multi-repository environment.
For more information, visit https://accesstomemory.org/
The document is the executive summary of the second edition of the ITEA Technology Roadmap for Software-Intensive Systems from May 2004. It outlines the process used to update the roadmap, which involved developing scenarios of potential application evolutions, clustering results to outline software system evolutions, and structuring the analysis around application domains and technology clusters. It summarizes the findings in terms of the four technology clusters: content, infrastructure and basic services, human-system interaction, and engineering. For each cluster it provides a brief description and table outlining the major challenges.
The EnviroGrids Geoportal is an open source, modular geoportal system that allows users to search, view, and share spatial and non-spatial data based on interoperability standards. It includes tools for data validation, discovery, access, visualization, sharing, and metadata management. The geoportal also connects to social networks to further enable sharing of spatial information among communities. It has a three-tiered user structure of guests, registered users, and administrators and utilizes uniform resource management and open standards to interconnect distributed sources of spatial data.
The document discusses the Territorial Intelligence Service Cloud (TISC), which aims to provide a cloud-based directory and services for participants from different institutions collaborating on projects. TISC would allow users to access applications, search for other participants, manage their data and groups, and support decision making. It describes the basic functions of TISC, how users would access services and be managed in the cloud. Next steps include further developing user and group management features, an application directory, and integrating tools like CooSpace for project coordination. Long term, TISC could also provide statistics, map visualizations, and additional collaboration capabilities.
The document provides a software requirements specification for a smart tutor application. It describes the purpose, intended users, product scope and features. The key features allow students to search and message tutors, allow tutors to accept students and update profiles, and allow administrators to manage the user database and verify tutor qualifications. The system will have mobile and web interfaces and use a client-server architecture with a Firebase database.
Intranet governance and information managementGabrieleSani3
A presentation on how to define the roles and responsibilities of people across multiple departments. The challeneg is how to define shared processes to manage tools, information and policies in the common intranet.
OUT-OF-THE-BOX INTEROPERABLE COMPONENTS FOR THE DESIGN OF DIGITAL MEDIA ARCHI...FIAT/IFTA
The document summarizes a paper presented at the World Conference 2013 in Dubai from October 25-28. The paper reports on achievements of the FIMS (Framework for Interoperable Media Services) task force, a joint effort between EBU and AMWA to define common approaches for integrating media components. It provides an overview of the FIMS 1.0 specification and previews developments in FIMS 1.1, including new repository services for managing digital media archives and an extended metadata set. FIMS aims to simplify interoperability and reusability of media services through a service-oriented architecture.
This document provides guidance on conducting an equality impact assessment when reviewing proposed changes to an organization's pay policies and terms. It outlines a 6-step process for reviewing the changes:
1. Deciding the scope of assessment and collecting relevant data
2. Identifying groups advantaged/disadvantaged by each proposed change
3. Determining if proportions impacted differ significantly by gender/other attributes
4. Justifying any disparate impacts with objective reasons unrelated to protected attributes
5. Implementing the changes and conducting a post-implementation equal pay audit
6. Reporting results of the assessment and ensuring proposed changes comply with equal pay legislation
The goal is to evaluate how proposed changes may differently and disproportionately impact
ANALYSIS OF PROJECT CHARTER PROJECT MANAGEMENT ANALYSIS OF PROJECT CHARTERClaire Webber
The document is a project charter for the University of North Carolina General Administration's Intranet Project. It outlines the project's purpose, background, goals, scope, stakeholders, timeline, budget, reporting, risks, and documentation storage location. The project aims to redesign UNC's intranet using best practices to create a more efficient communication channel and support operational processes. The charter establishes the boundaries and governance for successful project implementation.
Fitt Toolbox Best Practice Cluster Collaboration FinalFITT
KREATEK is an online collaboration platform for cluster managers and stakeholders to share information, best practices, and network. The platform includes news, documents, profiles, discussion forums, and a private workspace for each cluster initiative. It was created by MFG to professionalize cluster management and currently has over 120 members after six months. While the platform provides benefits, ongoing maintenance and community engagement are needed for success.
Organizations Social Media Web 2 0 ApproachJuhani Anttila
This document discusses an organization's approach to using social media and web 2.0 technologies to improve organizational management and engage with suppliers on quality issues. It provides 12 examples of how an organization can implement an enterprise social media strategy, including maintaining social media pages, blogs, wikis and more. It also outlines a 4-level system an organization can use to communicate quality information with suppliers through their public website, a supplier extranet, internal intranet and a specific portal for quality experts.
The document discusses a system that provides tools to facilitate collaborative activities over the internet (e-activities). The system architecture has three levels with increasing interactivity and requirements. The basic level allows asynchronous collaboration via web browsing. The collaborative level enables synchronous collaboration and application sharing. The multimedia level integrates audio/video to improve communication. The system was tested for research meetings, e-learning activities, and managing virtual teams. Evaluation methods include analyzing usage logs, learning outcomes, and participant surveys/discussions.
KMWorld 2010_Building an Intranet Governance Strategy - Busch and Wahl_201011...andinieldananty
The document outlines an intranet governance strategy, including defining intranet governance, establishing a governance team, and developing policies. It discusses establishing a governance team charter that defines the team's scope, structure, and objectives. The team would include core members from IT, HR, and communications, as well as an extended team of content approvers. Job descriptions are provided for executive sponsors, a team lead, and core and extended team members. Content lifecycle and archiving policies are also part of developing an effective intranet governance strategy.
The document discusses the transition from the centralized Athens access management service to a federated access management model in the UK. Key points include:
- JISC will support federated access as the preferred solution and continue funding Athens until July 2008, when it will be available via subscription.
- The UK Access Management Federation will launch in November 2006 with early adopters in August 2006, transitioning members from the successful SDSS pilot federation.
- Federated access involves authentication at the institution with attributes shared between institutions and service providers to determine access.
This document provides a roadmap for implementing social media in project management. It outlines four key steps: 1) Assess stakeholder requirements and suitability of social media, 2) Select appropriate social media tools for the project, 3) Monitor sentiments through the tools and build new metrics, and 4) Check effectiveness and initiate continuous improvement. Social media can improve communication and introduce new metrics like sentiment analysis to complement traditional metrics like Earned Value Management. The challenges include gaining acceptance for open communication and ensuring alignment with corporate policies.
The presented online cooperation platform was developed to give cluster managers and other cluster stakeholders access to current information and trends. It is set up in form of a Social Network on the topic ‘cluster management’ and offers users/members a central information tool, where knowledge is documented and exchange is fostered. Therefore it is an efficient way to foster exchange between experts, to build up a repository of knowledge including success stories and to present the topic to a broader public.
www.FITT-for-Innovation.eu
The document discusses a project called "egosta" which aims to actively involve stakeholders in the development of new e-government applications using a web-based platform. The platform utilizes Web 2.0 technologies like wikis, blogs and forums to facilitate collaboration between stakeholders and project teams. The goal is to develop more user-friendly applications and increase acceptance of new e-government services by incorporating stakeholder input early in the process. Egosta has been tested on the "Virtual Company Dossier" use case in Austria. The document also outlines research questions around measuring how well Web 2.0 can facilitate stakeholder participation and the level of moderation required for an e-participation platform.
The document provides an overview of the objectives and requirements for developing an online information portal for a college. The key points are:
- The objective is to develop a unified portal using open source tools to replace existing separate systems for managing notices, events and other college information.
- The proposed system aims to overcome limitations of the existing systems like lack of a unified interface and platform independence.
- Technical, operational, economic and timeline feasibility studies were conducted and the project was found to be feasible in all aspects.
- System requirements like hardware, software, functional, performance, security and maintainability requirements are specified to guide the development of the proposed online information portal.
The Project Charter is the documented output of the project init.docxssusera34210
The Project Charter is the documented output of the project initiation phases of project management. As such, it is the foundation scoping document describing the reasons for doing the project, the work to be done, who is involved, what costs will be incurred, when it should complete, and how issues will be addressed along the way. The student will follow this rubric in completing the Project Charter. The more thought given to the critical elements of the Project Charter the more prepared the student will be in completing Milestone Three and the Final Project.
Create a document that describes the objectives and purpose of the selected project for the organization. Identify benefits to be achieved that will define project success and how they will be measured. Identify what’s in scope and out of scope for the project or the current phase of the project. Identify the job function/title of project stakeholders, specifically the sponsor executive, the project team doing the work, and the users of the delivered technology solution. Describe the project governance and communications plan among the stakeholders. Define completion criteria, key deliverable milestones, and high-level time line targets. Identify budgetary items in terms of things and services to acquire and existing staff effort. Identify project risks in terms of likelihood, impact, and means for mitigation. Describe constraints in terms of impact to quality, time, and cost. Determine if this project has any interdependencies with other projects.
Specifically the following critical elements must be addressed:
• Project Initiation Control Information: including project name, approval date, project sponsor, project manager, primary customers/partners and project core team (by function)
• Business Need: including a brief overview and background information about the project, and a high-level explanation of what the project is to accomplish
• Objectives: including main objectives, benefits, and justifications for completing the project
• Scope: including an itemized description of the work of the project, and what is “in scope” and “out of scope”
• Stakeholders: including a list of stakeholders and summaries of stakeholder expectations
• Project Completion Criteria
• Budgetary Elements: including cost elements, skills required, estimated dollar value, and person hours with hourly rates
• Target Completion Timeline: including high-level milestones and an estimated target date for completion
• Risks
• Constraints
• Interfaces
PROJECT SELECTION SUMMARY 1
Intranet portal that provide Single Sign-on (SSO)
Single sign-on (SSO) for the intranet portal is a one of the technology tools that allow the users to access the intranet system using the authentication method. However, the system does not allow passwords and usernames as part of the authentication process. The process uses an automated procedure to acquire authentication needs of a user. This solution is efficient because it prov ...
Slides accompanying a day-long AtoM and Archivematica workshop, delivered October 17, 2016 at the VII Congresso Nacional de Arquivologia in Fortaleza, Brazil.
These slides introduce AtoM (short for Access to Memory), a flexible, open-source application for standards-based description and access in a multilingual, multi-repository environment.
For more information, visit https://accesstomemory.org/
The document is the executive summary of the second edition of the ITEA Technology Roadmap for Software-Intensive Systems from May 2004. It outlines the process used to update the roadmap, which involved developing scenarios of potential application evolutions, clustering results to outline software system evolutions, and structuring the analysis around application domains and technology clusters. It summarizes the findings in terms of the four technology clusters: content, infrastructure and basic services, human-system interaction, and engineering. For each cluster it provides a brief description and table outlining the major challenges.
The EnviroGrids Geoportal is an open source, modular geoportal system that allows users to search, view, and share spatial and non-spatial data based on interoperability standards. It includes tools for data validation, discovery, access, visualization, sharing, and metadata management. The geoportal also connects to social networks to further enable sharing of spatial information among communities. It has a three-tiered user structure of guests, registered users, and administrators and utilizes uniform resource management and open standards to interconnect distributed sources of spatial data.
The document discusses the Territorial Intelligence Service Cloud (TISC), which aims to provide a cloud-based directory and services for participants from different institutions collaborating on projects. TISC would allow users to access applications, search for other participants, manage their data and groups, and support decision making. It describes the basic functions of TISC, how users would access services and be managed in the cloud. Next steps include further developing user and group management features, an application directory, and integrating tools like CooSpace for project coordination. Long term, TISC could also provide statistics, map visualizations, and additional collaboration capabilities.
The document provides a software requirements specification for a smart tutor application. It describes the purpose, intended users, product scope and features. The key features allow students to search and message tutors, allow tutors to accept students and update profiles, and allow administrators to manage the user database and verify tutor qualifications. The system will have mobile and web interfaces and use a client-server architecture with a Firebase database.
Intranet governance and information managementGabrieleSani3
A presentation on how to define the roles and responsibilities of people across multiple departments. The challeneg is how to define shared processes to manage tools, information and policies in the common intranet.
OUT-OF-THE-BOX INTEROPERABLE COMPONENTS FOR THE DESIGN OF DIGITAL MEDIA ARCHI...FIAT/IFTA
The document summarizes a paper presented at the World Conference 2013 in Dubai from October 25-28. The paper reports on achievements of the FIMS (Framework for Interoperable Media Services) task force, a joint effort between EBU and AMWA to define common approaches for integrating media components. It provides an overview of the FIMS 1.0 specification and previews developments in FIMS 1.1, including new repository services for managing digital media archives and an extended metadata set. FIMS aims to simplify interoperability and reusability of media services through a service-oriented architecture.
This document provides guidance on conducting an equality impact assessment when reviewing proposed changes to an organization's pay policies and terms. It outlines a 6-step process for reviewing the changes:
1. Deciding the scope of assessment and collecting relevant data
2. Identifying groups advantaged/disadvantaged by each proposed change
3. Determining if proportions impacted differ significantly by gender/other attributes
4. Justifying any disparate impacts with objective reasons unrelated to protected attributes
5. Implementing the changes and conducting a post-implementation equal pay audit
6. Reporting results of the assessment and ensuring proposed changes comply with equal pay legislation
The goal is to evaluate how proposed changes may differently and disproportionately impact
ANALYSIS OF PROJECT CHARTER PROJECT MANAGEMENT ANALYSIS OF PROJECT CHARTERClaire Webber
The document is a project charter for the University of North Carolina General Administration's Intranet Project. It outlines the project's purpose, background, goals, scope, stakeholders, timeline, budget, reporting, risks, and documentation storage location. The project aims to redesign UNC's intranet using best practices to create a more efficient communication channel and support operational processes. The charter establishes the boundaries and governance for successful project implementation.
ANALYSIS OF PROJECT CHARTER PROJECT MANAGEMENT ANALYSIS OF PROJECT CHARTER
Collaboration 2011
1. WGET Collaboration Platform Governance Guidelines
October 2010, version 1.0
Purpose
The purpose of this document is to provide governance and policy guidelines that will ensure the WGET
Collaboration Platform meets its intended objectives and delivers worthwhile content in an effective and
efficient way.
Scope
These guidelines present the WGET Collaboration Platform basic principles and its use by the WGET
Community.
Rationale
The Sub-Working Group on Emergency Telecommunications (WGET) is a subsidiary of the IASC and has
a wide membership including UN organizations, IFRC, ICRC, governmental and non-governmental
organizations (NGOs) and experts from the private sector and academia with an interest in emergency
telecommunications may also be invited to participate in the work of the WGET. Due to this specificity, the
governance guidelines are to ensure all stakeholders follow a common way of using the WGET
Collaboration platform.
Introduction
In recognition of the critical role of information and communications technology (ICT) in support of disaster
relief and mitigation, the IASC established the Sub-Working Group on Emergency Telecommunications
(WGET) as a forum to increase the effectiveness of its participants related to regulatory, operational and
technical aspects of telecommunications for disaster relief. WGET includes international, governmental
and non-governmental humanitarian organizations with an interest in emergency telecommunications.
The mandate of the IASC sub Working Group on Emergency Telecommunications (WGET) includes the
facilitation of operational activities and the pro-active representation of the interests of all users of
telecommunications in humanitarian assistance in the international regulatory and policy environment, as
well as vis-à-vis the private sector. WGET also represents the humanitarian community at other fora such
as IASMN (Inter Agency Security Management Network), GDIN (Global Disaster Information Network) and
ITAG (UN Inter-Agency Telecommunications Advisory Group).
WGET is an important body responsible for ensuring emergency telecommunications interoperability and
adopting standards for the humanitarian community. WGET is also responsible for developing and
disseminating issues related to regulatory, operational and technical aspects of telecommunications for
disaster relief. WGET is instrumental in facilitating the work of the Emergency Telecommunications
Cluster (ETC) through its collaborative and normative responsibilities.
WGET Terms of Reference:
1. The Working Group on Emergency Telecommunications (WGET) is a forum to increase the
effectiveness of its participants related to regulatory, operational and technical aspects of
telecommunications for disaster relief.
2. Its objectives include:
a. facilitating the promotion and implementation of The Tampere Convention on the Provision of
Telecommunication Resources for Disaster Mitigation and Relief Operations;
b. encouraging measures applying the ITU resolutions and recommendations relative to
telecommunications for disaster relief;
c. exchanging and disseminating information concerning emergency telecommunications;
d. promoting cooperation and interoperability of telecommunications with and in the field.
3. Institutional participants in the WGET include international, governmental and non-governmental
humanitarian organizations with an interest in emergency telecommunications. Individuals with an interest
in emergency telecommunications may be invited to participate in the work of the WGET.
4. The WGET has no budget of its own.
WGET Collaboration Platform Governance Guidelines version 1.0 1
2. 1) Technical aspects
WGET Collaboration Platform Objectives
The Website is an information-sharing tool that will allow WGET members to access relevant knowledge
and information quickly and easily. It has the following objectives:
• Improve communication and collaboration between WGET members
• Provide an effective tool for communication of WGET information (mandate, governing body,
mission, objectives, work plans, projects, Relevant ITU documents, etc…)
• Provide a content management solution to post Industry standards, guidelines and processes
• Increase the efficiency and effectiveness of current WGET processes
• Standardize the presentation of information through the use of template
• Provide an effective calendaring solution for all WGET activities and relevant industry forums
• Provide an effective tool for surveying / polling agency members
• Provide a registry of member contact information
The WGET Collaboration Platform
The Platform is based on Microsoft SharePoint Content Management System that enables users to work
in a web-based collaborative environment. This platform is very flexible and offer multiple applications and
services to work as teams in collaboration.
Roles
The default permission levels in a SharePoint site are as follows:
Full Control - Has full control.
Design - Can view, add, update, delete, approve, and customize.
Manage Hierarchy - Can create sites and edit pages, list items, and documents.
Approve - Can edit and approve pages, list items, and documents.
Contribute - Can view, add, update, and delete.
Read - Can view only.
Restricted Read - Can view pages and documents, but cannot view historical versions or review
user rights information.
Definition of Roles and permissions level for the WGET Collaboration Platform
Administrator (Jolera):
Administrators are responsible for monitoring and maintaining the WGET Collaboration Platform. They
have full rights over all functions. They support users of the site and create user accounts following
Content Administrator notifications. They also support the users in any technical issue and ensure that the
issues are well-addressed.
Default permission: Full control
Content Administrator (WGET Secretariat – OCHA):
The key role of the content administrator is to facilitate and disseminate accurate information in a timely
manner throughout the enterprise via the WGET Collaboration Platform.
The Content Administrator is responsible for ensuring information integrity is maintained for the WGET
Collaboration Platform. This role will be responsible for ensuring system standards and processes are
developed and maintained. The WGET Content Administrator will be responsible for ensuring content
security by maintaining access permission logs in coordination with the system administrator (Jolera).
The Content Administrator maintains the permission level for each page and person.
The Content Administrator will have a virtual reporting relationship to the WGET Technical Advisory Board
(TAB) to ensure policies and processes are respected.
The Content Administrator will be accountable for consolidating and managing the master system access
log. His/her default permission is: “Design”.
WGET Members (WGET Community):
WGET Members have a restricted access to the WGET portal. They are able to post information,
documents, and announcements and take part in discussions. Except for the pages on Discussions and
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3. personal or organizations’ information, WGET Members must submit their posting to Content
Administrators before publishing via the workflow facility.
Default permission: Contribute (with Content administrator’s approval needed)
WGET Visitors (External stakeholders interesting in WGET activity):
Visitors can only view certain pages and will never be able to contribute to the Web-sites.
Default permission: Read
NOTE: The site is by default “anonymous” and can be visited by anyone without having to login. However
to see and access restricted areas (pages, sites, web-parts), users require authorized login credentials.
The Content Administrator is responsible for giving the proper role to the requester. A user may have
multiple roles and levels of access depending on his/her involvement with the activity related to the sites.
Account
Users who wish to have an account must submit their request to the Content Administrator. The
Administrators will determine if the requestor meets the access requirements and then create the
account(s) and when notified by the Content Administrator the user will be given the appropriate role(s).
2) Content Policy
The Content Administrator is responsible for ensuring the information posted on the WGET Collaboration
Platform is well-disseminated and its integrity is maintained.
However, some users may have the right to post information, comments, and pictures (i.e. WGET
Members). If these users post information on the anonymous areas of the platform, they may be required
to go through a workflow procedure. The content is therefore filtered before being approved or rejected by
the Content Administrator. In using workflows, the content cannot be seen by anyone until approved by
the Content Administrator.
If these users are post information in sections without workflows (i.e. working group sites, discussion
boards), it is recommended they follow the policy instructions.
Please note that if the content posted does not follow the policy instructions, the Content Administrator
has the right to remove the content.
Policy Instructions for posting content on the WGET Collaboration Platform
All content to be posted on the WGET Collaboration Platform should follow respect copyright
requirements.
The Content Administrator has the right to remove all content (text, images, video, links, etc) that could be
deemed controversial, defamatory, offensive, and violent unless it has a relevant caption to clarify intent or
an appropriate disclaimer.
Technical Standards
The default maximum size to upload a single file is 50MB. For the efficient use of the Website, it is
recommended to limit the uploading of pictures.
The user shall post documents in a version that can be read by widely available software. For example,
documents posted on the WGET collaboration platform should be in a version that Pack MS 2003 and
Adobe Reader 7.0 can open.
WGET Scope
Users are to respect the WGET Scope. Information posted on the WGET Collaboration page shall be
relevant to the WGET Work and activities or a matter of interest to the group and it membership. The
WGET Collaboration site is set up to share information, expertise and work on activities related to the
group and approved by the group. The platform is a mean to achieve WGET goals and activities set up in
the WorkPlan and shall be used to collaborate and promote WGET activities.
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4. Roles of Users
All users have roles set up to collaborate in sites/web parts of the WGET Collaboration Platform. At
anytime the user can ask for advice and/or assistance of the Content Administrator regarding his role(s).
Users may have multiple roles and can ask the Content Administrator to add or remove roles as his
WGET activities evolve.
Users cannot have the Administrator or Content Administrator role without approval of the WGET
Technical Advisory Board.
Responsibility
Users are responsible for the content they post. It is the user responsibility to ensure information posted is
legal and respectful.
The Content Administrator has the right to inform the Technical Advisory Board and the WGET
membership if content is considered to be inappropriate and/or illegal. Decision to remove a user access
can be taken by the Content Administrator following consultation with the WGET membership and the
Technical Advisory Board.
Dispute
In case the user(s) and the Content Administrator disagree on information/documents posted on the
platform or the way the Sites are used, it is the right of the user(s) and the Content Administrator to ask
the WGET Technical Advisory Board to judge the situation and help finding an appropriate solution. If
solution can not be found by amicable agreement, the WGET Technical Advisory Board will make the final
decision.
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