This document provides a storyboard and overview for a multimedia presentation on innovations in educational technology. It discusses Adobe Captivate software, describing its development from RoboDemo, intended uses for creating demonstrations and simulations, and adoption through different user groups over time following an S-curve of innovation diffusion. Key individuals in its development and the attributes that affected its rate of adoption are also summarized.
Dr. Isaksen and I collaborated to develop and present this study at the 10th Annual European Conference on Innovation in Copenhagen, Denemark in October 2008
Managing Accessibility Compliance in the EnterpriseKarl Groves
From my CSUN 2011 presentation
A lecture style session discussing ways to approach management of accessibility compliance at the enterprise level including project/ program management and procurement.
Are you struggling with the challenges of delivering training to a global employee base? Would you like to provide more interactive and engaging training? How about social learning — is this one of your training objectives?
This webinar will showcase seven best practices for using virtual learning environments to:
Deliver a global training experience while enabling localized distinctiveness.
Engage and motivate your learners.
Add social learning to your training arsenal.
DITA and Localization: Bringing the Best TogetherLavaCon
By Dominique Trouche, WhP
You have switched to DITA and your first localisation project is coming up. Ask your LSP whether it can manage DITA content. If the answer is, "DITA is simple; it’s just another XML", you might have to teach your LSP what DITA is and how to deal with it (in addition to training your staff).
At first glance, DITA adds complexity to localisation: extensive reuse, multiplication of files, numerous cross references, conditional text, and specialisation, among other things. It also provides features, such as UIcontrol, key term index, and the Open tool kit, which optimise localization.
As customers' content needs mature, DITA localisation paves the way for multilingual dynamic publishing and convergence of DITA outputs, with Marketing and Training.
In this presentation, you will learn how to piggy-back localisation onto your CMS, and how your content management teams will benefit from it, both for their morale and your bottom line.
Subject matter experts (SMEs) have expert knowledge to share. For rapid development situations or just-in-time training, SMEs can contribute good, solid content videos that can be shared with learners—and they can create the videos when they have the time or when a situation arises that would be a great video example, such as demonstrating a process or recalling a dangerous situation.
Co-Developing and Implementing a Content Strategy Focued on User Experience R...LavaCon
By Patrice Fanning, TWi, Ltd.
Detailed process documentation, complete with audit and approval trails, is required for regulatory compliance in the pharmaceutical industry and others. But how usable is that process documentation for those involved in drug development? TWi has partnered with a leading global corporation on a content strategy that presents simplified process documentation in an innovative online playbook.
In this session, you will learn:
--How to build a business case for developing content to enhance user experience, rather than focusing solely on regulatory compliance.
--How to manage a remote team on a two-year project that crosses many geographies, reporting lines, and mind sets!
--How explaining process hierarchies and making process descriptions clear, concise, consistent, and easily accessible can improve productivity, speed up training time, and reduce error rates.
--How partnering with a neutral third party can help to overcome resistance to change and office politics across different parts of your organisation.
Publishers - Wiztango active learning platform WIZTANGO
A new and unique way for traditional publishers to monetize their content through digital facilitated learning.
check us out at www.wiztango.com
contact us at info@wiztango.com
By Jennifer O Neill, FS, UTC
Terminology is one of the basic buildings blocks of content. But, if you let your terms run wild without any control or management, your content risks being badly bitten by poor quality and usability, and savaged by increased translation costs. You may even scare away your customers!
Although many writers unfortunately seem to think that terminology management largely happens during translation, most terminology problems start with the source content. The impact of mergers and acquisitions, company restructurings, and outsourcing mean that there can be problems even before you start writing.
In this session, you will learn:
--How a company’s business model can impact terminology management.
--Why it’s important to manage your terminology.
--How to cope with “contaminated English”.
--Why a style guide isn’t the best place from which to manage your terminology (particularly if you plan on translating).
--How to structure your termbase to suit multiple uses.
Dr. Isaksen and I collaborated to develop and present this study at the 10th Annual European Conference on Innovation in Copenhagen, Denemark in October 2008
Managing Accessibility Compliance in the EnterpriseKarl Groves
From my CSUN 2011 presentation
A lecture style session discussing ways to approach management of accessibility compliance at the enterprise level including project/ program management and procurement.
Are you struggling with the challenges of delivering training to a global employee base? Would you like to provide more interactive and engaging training? How about social learning — is this one of your training objectives?
This webinar will showcase seven best practices for using virtual learning environments to:
Deliver a global training experience while enabling localized distinctiveness.
Engage and motivate your learners.
Add social learning to your training arsenal.
DITA and Localization: Bringing the Best TogetherLavaCon
By Dominique Trouche, WhP
You have switched to DITA and your first localisation project is coming up. Ask your LSP whether it can manage DITA content. If the answer is, "DITA is simple; it’s just another XML", you might have to teach your LSP what DITA is and how to deal with it (in addition to training your staff).
At first glance, DITA adds complexity to localisation: extensive reuse, multiplication of files, numerous cross references, conditional text, and specialisation, among other things. It also provides features, such as UIcontrol, key term index, and the Open tool kit, which optimise localization.
As customers' content needs mature, DITA localisation paves the way for multilingual dynamic publishing and convergence of DITA outputs, with Marketing and Training.
In this presentation, you will learn how to piggy-back localisation onto your CMS, and how your content management teams will benefit from it, both for their morale and your bottom line.
Subject matter experts (SMEs) have expert knowledge to share. For rapid development situations or just-in-time training, SMEs can contribute good, solid content videos that can be shared with learners—and they can create the videos when they have the time or when a situation arises that would be a great video example, such as demonstrating a process or recalling a dangerous situation.
Co-Developing and Implementing a Content Strategy Focued on User Experience R...LavaCon
By Patrice Fanning, TWi, Ltd.
Detailed process documentation, complete with audit and approval trails, is required for regulatory compliance in the pharmaceutical industry and others. But how usable is that process documentation for those involved in drug development? TWi has partnered with a leading global corporation on a content strategy that presents simplified process documentation in an innovative online playbook.
In this session, you will learn:
--How to build a business case for developing content to enhance user experience, rather than focusing solely on regulatory compliance.
--How to manage a remote team on a two-year project that crosses many geographies, reporting lines, and mind sets!
--How explaining process hierarchies and making process descriptions clear, concise, consistent, and easily accessible can improve productivity, speed up training time, and reduce error rates.
--How partnering with a neutral third party can help to overcome resistance to change and office politics across different parts of your organisation.
Publishers - Wiztango active learning platform WIZTANGO
A new and unique way for traditional publishers to monetize their content through digital facilitated learning.
check us out at www.wiztango.com
contact us at info@wiztango.com
By Jennifer O Neill, FS, UTC
Terminology is one of the basic buildings blocks of content. But, if you let your terms run wild without any control or management, your content risks being badly bitten by poor quality and usability, and savaged by increased translation costs. You may even scare away your customers!
Although many writers unfortunately seem to think that terminology management largely happens during translation, most terminology problems start with the source content. The impact of mergers and acquisitions, company restructurings, and outsourcing mean that there can be problems even before you start writing.
In this session, you will learn:
--How a company’s business model can impact terminology management.
--Why it’s important to manage your terminology.
--How to cope with “contaminated English”.
--Why a style guide isn’t the best place from which to manage your terminology (particularly if you plan on translating).
--How to structure your termbase to suit multiple uses.
2021 solution challenge info session presentationBeauWilliams7
This document provides an overview and agenda for an info session on the 2021 Google Developer Student Clubs Solution Challenge. The session will cover an overview of the Solution Challenge, the United Nations Sustainable Development Goals being addressed, Google technologies that can be used, the timeline and judging criteria, available resources, and a Q&A. There will also be a discussion of a Solution Challenge Design Day/Hackathon for participants to brainstorm problems, define users, find solutions, and design their project interfaces using Google technologies on the front-end, back-end and database.
This document discusses DevOps and continuous delivery. It notes that businesses need to adapt quickly and old ways of working are being replaced by new models like DevOps. DevOps breaks down silos between teams and focuses on customer satisfaction, resilience, speed to market, and efficiency. A key part of DevOps is continuous integration, delivery, testing and deployment through automation. Cultural change and breaking down barriers between teams is important for successful DevOps implementation.
eLearning Case Study: Docebo helps INHOPE charity to combat child sexual abus...DoceboElearning
The Docebo platform enabled INHOPE to deploy vitally needed training across the globe on a 24 / 7 basis – enabling the skills base of the organization to improve dramatically. In addition, Docebo is helping INHOPE not only to fulfil its mission in combatting online Child Sexual Abuse Material, but also to improve the impact of its activities all around the world.
Innovation Labs create global interoperability. They are physical spaces that allow for collaboration among private sector, academia and civil society. The labs profiled in this guide allow UNICEF to convene dynamic, new partners around specific local issues—and, importantly, allow the solutions that are created to go to global scale. The lab in Kosovo works with technology created in Prishtina, in Kampala, and elsewhere, and adapts it to the needs of a young, determined population. The lab in Uganda connects academia from the US, Europe, and Kampala, and creates system change at a national scale. The CCORE lab in Zimbabwe takes best practices from the world of operational research and applies them to pressing programmatic issues. These are just the beginning.
This document gives you the information you need to create your own lab. This could be a UNICEF lab—or could simply be a space of creativity that is aimed at solving significant global problems through the application of dedicated local resources.
There is no ego in the concept of a lab. Pioneers like the iHub in Nairobi, INSTEDD in South East Asia, the Global Pulse in Jakarta, and Un Techo para mi Pais in Chile show the demand for methodologies of openness, collaboration, and experimentation.
The document is structured to give a sense of what a lab contains, to provide the specific, operational steps needed to get a lab up and running, to provide a few examples of existing labs, and finally to provide the technical documents (terms of reference, partnership agreements, etc.) that you can adapt for your own use. Most importantly, it is designed to be extended.
This is the first version of this Do-It-Yourself Guide—and we invite you to submit your lab structures, your documents and your knowledge to the project so that future versions can grow, learn, and build. You can submit your input to both innovateforchildren@unicef.org and to the UNICEF Innovation blog at: http://unicefstories.org/submit/
UpGrad - our vision for online higher education UpGrad
For individuals looking to advance in their professional journey, UpGrad will empower them to reach their full professional potential, through our rigourous and engaging online learning courses developed with the best-in-class faculty and industry and always-on, personalised support.
This slideshare throws a little more light on who we are and our vision for online higher education in India
This presentation covers key aspects of Dual Track Agile and provides real-world examples and case studies. It also gives some background on the Discovery and Framing framework and is meant for practitioners who have been using Lean-Agile methodology for at least a year.
While the slides do not describe UCD (User-Centered Design), Pair Programming, TDD (Test Driven Development), or DDD (Domain Driven Development), these concepts are assumed in the approach. That's how VMware Pivotal builds great products.
The approach described here is only ideal for Lean-Agile methodology.
The document discusses a startup company that is looking for a development partner to help build their disruptive product idea. They outline 10 criteria for what they need in a partner, including sharing risks, experience building products, flexibility, and delivering on time and budget. The document is from Cuelogic Technologies, an Indian software development company, positioning themselves as a potential partner that meets all of the criteria through their agile approach, offshore pricing model, and past success working with other startups and businesses.
The document provides an overview of the VentureWell E-Team Grant & Training Program. It begins with introductions to VentureWell and its mission to support student innovators. It then describes the E-Team Program, which provides grants, training and support to multidisciplinary student teams working to commercialize STEM-based inventions. Key details include the application process, eligibility requirements, selection criteria, program benefits and examples of successful companies founded by past E-Teams.
The document provides an introduction to the PMI-ACP certification. It discusses that Edureka is a registered education provider with PMI and offers a PMI-ACP certification course. The objectives of the course are to understand PMI and its credentials, Agile principles, the PMI-ACP exam process, and the differences between PMP and PMI-ACP. It also outlines the eligibility requirements, exam format, and benefits of obtaining the PMI-ACP certification.
Trilogy University (TU) is Trilogy's corporate training program for new hires modeled after the US Marine Corps boot camp. It pushes recruits to their limits through intense challenges and teamwork to solve real business problems under tight deadlines. Graduates emerge highly confident and bonded to each other and the company.
TU achieves more than typical corporate boot camps by serving as Trilogy's primary research and development engine and incubator for strategic thinking and next generation leadership. This is possible because Trilogy's top leadership is deeply engaged in TU, participating directly and using it to develop the company's future leaders. The program has become a virtuous cycle that continuously improves due to this leadership involvement and commitment to innovation.
BSD VR Presentation - AR & VR for businessDaniel Blair
BSD is a Canadian firm that focuses on problem-solving using tools like virtual reality (VR) and augmented reality (AR). Working with organizations across North America has given us a unique look at interactive digital media and how they can solve problems in new and exciting ways.
Using the TOGAF® 9.1 Architecture Content Framework with the ArchiMate® 2.0 M...Iver Band
A thorough comparison of the ArchiMate 2.0 metamodel with the Content Metamodel
from the TOGAF 9.1 Architecture Content Framework reveals that these two Open
Group standards are highly compatible. The ArchiMate 2.0 visual modeling language
is therefore well suited for architecture initiatives guided by the TOGAF 9.1 standard,
and this White Paper provides both theoretical preparation and practical guidance for
users of the ArchiMate language working on such initiatives.
This work supports The Open Group vision of Boundaryless Information Flow by
further enabling the combined use of the TOGAF standard and the ArchiMate
modeling language for consistent representation of architectural information across
diverse organizations, systems, and initiatives.
Digital Workplace Leadership 3 sessionsTimothy Wooi
This is 3 Session course of Digital Leadership At Workplace with topics and sub topics as below.
Session 1
Digital Workplace Leadership
1. Introduction to Leadership in the Digital Age
2. Digital Workplace and its definition
3. Common misconceptions about Digital Workplace platform
4. Why do Organizations need a Digital Workplace
5. Improve employee experience by Digitally Transforming Your Workplace
6. The Future of Work Is the Digital Workplace
7. The 5 Pillars of a Digital Workplace Strategy
Session 2
5 Key Characteristics of Digital Leaders
1. Inspires others
2. Leverages technology
3. Encourages collaboration
4. Drives innovation
5. Manages risk
Session 3
Today's Top 8 Digital Leadership Skills
1. Digital Literacy
2. Digital Vision
3. Advocacy
4. Presence
5. Communication
6. Adaptability
7. Self-Awareness
8. Cultural Awareness
Improve Your Branding, Save Costs, and Engage Your Customers through Content ...LavaCon
By Berry Braster, Etteplan
Did you know that words like “set”, “run” and “go” each have over 368 definitions?
Content quality results in clear, concise, and consistent writing, which will drive cost down and quality up – providing your end users with information they can easily retrieve and understand, enhancing product safety, and improving your brand.
During this session, we will discuss how to implement content quality standards for authoring using various case studies, and how it helps you publish your content using technologies like augmented reality.
Workplace training 4.0 for Industry 4.0 Experience Capturing and Re-enactment...Mikhail Fominykh
Invited speech at IMTEL Innovation Day at the Norwegian University of Science and Technology on November 20, 2018.
The WEKIT training methodology and the technological platform allow creating educational experience efficiently using the time of the expert, aimed for the areas where expertise is rare and experts are scarce.
This approach is based on the idea of using wearable sensors to capture performance of an expert and then making it available for trainees using Augmented Reality.
Development to Operations (DevOps) is driving a profound impact on the global IT sector. IT vendors that realize DevOps’ full potential are more agile in providing new products and services under the label “DevOps inside” at an ever increasing pace. With the growing number of product choices, conflicting definitions and competing services, you may often encounter confusion while making complex decisions, delaying time to market. You at times may be unsure about how to deploy DevOps and get the most out of the solutions and tools available. Are you looking to master the DevOps "Fog?"
Learn new and trending innovations through the success of others during this informative session, and about tools and practices in the VMware world that will lead you to competitive advantage.
The document provides information on and comparisons between three major project management certifications: PMP, PMI-ACP, and PRINCE2. It outlines the foundations and focuses of each certification, as well as differences in their exam formats, eligibility criteria, costs, renewal processes, and ideal preparation times. The PMP is based on traditional project management approaches and focuses on knowledge and skills. The PMI-ACP focuses on agile principles and iterative development. PRINCE2 provides a standardized methodology and framework. The document aims to help readers understand the distinctions between the certifications and determine which may be most suitable for their needs and experiences.
This document outlines a multimedia storyboard that compares and contrasts 2nd grade education in 1995-1996 and 2008-2009. It will investigate curriculum, teaching methods, and learning theories through an analysis of the author's old school assignments from 2nd grade and her sister's current assignments. Video footage and projects from both time periods will also be analyzed and compared. The storyboard will present this comparison through a PowerPoint presentation that includes background information, research methods, analysis of assignments and videos, and conclusions about how the education system has changed and remained the same over the past 13 years.
The document discusses screen design and storyboarding for multimedia applications. It defines storyboarding and its purpose to provide an overview and guide for a multimedia project. It also covers identifying different screen layouts, appropriate font selection and text formatting. Guidelines are provided for text usage including making it concise, readable and controlling typeface selection. The document includes examples of a storyboard template to map out screens, navigation and multimedia elements. It also gives examples of poor interface design.
Blogging in schools could be enhanced by installing Web 2.0 technologies which could help bridge the gap between theory and practice of using the internet. The document discusses the benefits of blogging and research, as well as the development of Web 2.0 to connect users on the World Wide Web. It aims to commercialize the use of these technologies.
2021 solution challenge info session presentationBeauWilliams7
This document provides an overview and agenda for an info session on the 2021 Google Developer Student Clubs Solution Challenge. The session will cover an overview of the Solution Challenge, the United Nations Sustainable Development Goals being addressed, Google technologies that can be used, the timeline and judging criteria, available resources, and a Q&A. There will also be a discussion of a Solution Challenge Design Day/Hackathon for participants to brainstorm problems, define users, find solutions, and design their project interfaces using Google technologies on the front-end, back-end and database.
This document discusses DevOps and continuous delivery. It notes that businesses need to adapt quickly and old ways of working are being replaced by new models like DevOps. DevOps breaks down silos between teams and focuses on customer satisfaction, resilience, speed to market, and efficiency. A key part of DevOps is continuous integration, delivery, testing and deployment through automation. Cultural change and breaking down barriers between teams is important for successful DevOps implementation.
eLearning Case Study: Docebo helps INHOPE charity to combat child sexual abus...DoceboElearning
The Docebo platform enabled INHOPE to deploy vitally needed training across the globe on a 24 / 7 basis – enabling the skills base of the organization to improve dramatically. In addition, Docebo is helping INHOPE not only to fulfil its mission in combatting online Child Sexual Abuse Material, but also to improve the impact of its activities all around the world.
Innovation Labs create global interoperability. They are physical spaces that allow for collaboration among private sector, academia and civil society. The labs profiled in this guide allow UNICEF to convene dynamic, new partners around specific local issues—and, importantly, allow the solutions that are created to go to global scale. The lab in Kosovo works with technology created in Prishtina, in Kampala, and elsewhere, and adapts it to the needs of a young, determined population. The lab in Uganda connects academia from the US, Europe, and Kampala, and creates system change at a national scale. The CCORE lab in Zimbabwe takes best practices from the world of operational research and applies them to pressing programmatic issues. These are just the beginning.
This document gives you the information you need to create your own lab. This could be a UNICEF lab—or could simply be a space of creativity that is aimed at solving significant global problems through the application of dedicated local resources.
There is no ego in the concept of a lab. Pioneers like the iHub in Nairobi, INSTEDD in South East Asia, the Global Pulse in Jakarta, and Un Techo para mi Pais in Chile show the demand for methodologies of openness, collaboration, and experimentation.
The document is structured to give a sense of what a lab contains, to provide the specific, operational steps needed to get a lab up and running, to provide a few examples of existing labs, and finally to provide the technical documents (terms of reference, partnership agreements, etc.) that you can adapt for your own use. Most importantly, it is designed to be extended.
This is the first version of this Do-It-Yourself Guide—and we invite you to submit your lab structures, your documents and your knowledge to the project so that future versions can grow, learn, and build. You can submit your input to both innovateforchildren@unicef.org and to the UNICEF Innovation blog at: http://unicefstories.org/submit/
UpGrad - our vision for online higher education UpGrad
For individuals looking to advance in their professional journey, UpGrad will empower them to reach their full professional potential, through our rigourous and engaging online learning courses developed with the best-in-class faculty and industry and always-on, personalised support.
This slideshare throws a little more light on who we are and our vision for online higher education in India
This presentation covers key aspects of Dual Track Agile and provides real-world examples and case studies. It also gives some background on the Discovery and Framing framework and is meant for practitioners who have been using Lean-Agile methodology for at least a year.
While the slides do not describe UCD (User-Centered Design), Pair Programming, TDD (Test Driven Development), or DDD (Domain Driven Development), these concepts are assumed in the approach. That's how VMware Pivotal builds great products.
The approach described here is only ideal for Lean-Agile methodology.
The document discusses a startup company that is looking for a development partner to help build their disruptive product idea. They outline 10 criteria for what they need in a partner, including sharing risks, experience building products, flexibility, and delivering on time and budget. The document is from Cuelogic Technologies, an Indian software development company, positioning themselves as a potential partner that meets all of the criteria through their agile approach, offshore pricing model, and past success working with other startups and businesses.
The document provides an overview of the VentureWell E-Team Grant & Training Program. It begins with introductions to VentureWell and its mission to support student innovators. It then describes the E-Team Program, which provides grants, training and support to multidisciplinary student teams working to commercialize STEM-based inventions. Key details include the application process, eligibility requirements, selection criteria, program benefits and examples of successful companies founded by past E-Teams.
The document provides an introduction to the PMI-ACP certification. It discusses that Edureka is a registered education provider with PMI and offers a PMI-ACP certification course. The objectives of the course are to understand PMI and its credentials, Agile principles, the PMI-ACP exam process, and the differences between PMP and PMI-ACP. It also outlines the eligibility requirements, exam format, and benefits of obtaining the PMI-ACP certification.
Trilogy University (TU) is Trilogy's corporate training program for new hires modeled after the US Marine Corps boot camp. It pushes recruits to their limits through intense challenges and teamwork to solve real business problems under tight deadlines. Graduates emerge highly confident and bonded to each other and the company.
TU achieves more than typical corporate boot camps by serving as Trilogy's primary research and development engine and incubator for strategic thinking and next generation leadership. This is possible because Trilogy's top leadership is deeply engaged in TU, participating directly and using it to develop the company's future leaders. The program has become a virtuous cycle that continuously improves due to this leadership involvement and commitment to innovation.
BSD VR Presentation - AR & VR for businessDaniel Blair
BSD is a Canadian firm that focuses on problem-solving using tools like virtual reality (VR) and augmented reality (AR). Working with organizations across North America has given us a unique look at interactive digital media and how they can solve problems in new and exciting ways.
Using the TOGAF® 9.1 Architecture Content Framework with the ArchiMate® 2.0 M...Iver Band
A thorough comparison of the ArchiMate 2.0 metamodel with the Content Metamodel
from the TOGAF 9.1 Architecture Content Framework reveals that these two Open
Group standards are highly compatible. The ArchiMate 2.0 visual modeling language
is therefore well suited for architecture initiatives guided by the TOGAF 9.1 standard,
and this White Paper provides both theoretical preparation and practical guidance for
users of the ArchiMate language working on such initiatives.
This work supports The Open Group vision of Boundaryless Information Flow by
further enabling the combined use of the TOGAF standard and the ArchiMate
modeling language for consistent representation of architectural information across
diverse organizations, systems, and initiatives.
Digital Workplace Leadership 3 sessionsTimothy Wooi
This is 3 Session course of Digital Leadership At Workplace with topics and sub topics as below.
Session 1
Digital Workplace Leadership
1. Introduction to Leadership in the Digital Age
2. Digital Workplace and its definition
3. Common misconceptions about Digital Workplace platform
4. Why do Organizations need a Digital Workplace
5. Improve employee experience by Digitally Transforming Your Workplace
6. The Future of Work Is the Digital Workplace
7. The 5 Pillars of a Digital Workplace Strategy
Session 2
5 Key Characteristics of Digital Leaders
1. Inspires others
2. Leverages technology
3. Encourages collaboration
4. Drives innovation
5. Manages risk
Session 3
Today's Top 8 Digital Leadership Skills
1. Digital Literacy
2. Digital Vision
3. Advocacy
4. Presence
5. Communication
6. Adaptability
7. Self-Awareness
8. Cultural Awareness
Improve Your Branding, Save Costs, and Engage Your Customers through Content ...LavaCon
By Berry Braster, Etteplan
Did you know that words like “set”, “run” and “go” each have over 368 definitions?
Content quality results in clear, concise, and consistent writing, which will drive cost down and quality up – providing your end users with information they can easily retrieve and understand, enhancing product safety, and improving your brand.
During this session, we will discuss how to implement content quality standards for authoring using various case studies, and how it helps you publish your content using technologies like augmented reality.
Workplace training 4.0 for Industry 4.0 Experience Capturing and Re-enactment...Mikhail Fominykh
Invited speech at IMTEL Innovation Day at the Norwegian University of Science and Technology on November 20, 2018.
The WEKIT training methodology and the technological platform allow creating educational experience efficiently using the time of the expert, aimed for the areas where expertise is rare and experts are scarce.
This approach is based on the idea of using wearable sensors to capture performance of an expert and then making it available for trainees using Augmented Reality.
Development to Operations (DevOps) is driving a profound impact on the global IT sector. IT vendors that realize DevOps’ full potential are more agile in providing new products and services under the label “DevOps inside” at an ever increasing pace. With the growing number of product choices, conflicting definitions and competing services, you may often encounter confusion while making complex decisions, delaying time to market. You at times may be unsure about how to deploy DevOps and get the most out of the solutions and tools available. Are you looking to master the DevOps "Fog?"
Learn new and trending innovations through the success of others during this informative session, and about tools and practices in the VMware world that will lead you to competitive advantage.
The document provides information on and comparisons between three major project management certifications: PMP, PMI-ACP, and PRINCE2. It outlines the foundations and focuses of each certification, as well as differences in their exam formats, eligibility criteria, costs, renewal processes, and ideal preparation times. The PMP is based on traditional project management approaches and focuses on knowledge and skills. The PMI-ACP focuses on agile principles and iterative development. PRINCE2 provides a standardized methodology and framework. The document aims to help readers understand the distinctions between the certifications and determine which may be most suitable for their needs and experiences.
This document outlines a multimedia storyboard that compares and contrasts 2nd grade education in 1995-1996 and 2008-2009. It will investigate curriculum, teaching methods, and learning theories through an analysis of the author's old school assignments from 2nd grade and her sister's current assignments. Video footage and projects from both time periods will also be analyzed and compared. The storyboard will present this comparison through a PowerPoint presentation that includes background information, research methods, analysis of assignments and videos, and conclusions about how the education system has changed and remained the same over the past 13 years.
The document discusses screen design and storyboarding for multimedia applications. It defines storyboarding and its purpose to provide an overview and guide for a multimedia project. It also covers identifying different screen layouts, appropriate font selection and text formatting. Guidelines are provided for text usage including making it concise, readable and controlling typeface selection. The document includes examples of a storyboard template to map out screens, navigation and multimedia elements. It also gives examples of poor interface design.
Blogging in schools could be enhanced by installing Web 2.0 technologies which could help bridge the gap between theory and practice of using the internet. The document discusses the benefits of blogging and research, as well as the development of Web 2.0 to connect users on the World Wide Web. It aims to commercialize the use of these technologies.
The document provides guidance on creating storyboards for instructional design. It discusses that storyboards can be used as a communication tool and blueprint for multimedia projects. It recommends beginning with a flowchart to map out the workflow and navigation before creating the storyboard. The document then covers how to create storyboards manually with grids and digitally using various tools. It also discusses including essential instructional and non-instructional elements, as well as tips for visual design principles and naming conventions.
The document is a storyboard for a multimedia presentation titled "What do Sir Isaac Newton and Your Brain Have in Common?". The objective is to introduce a unit on force and motion while educating students and parents about concussion possibilities in contact sports. The storyboard outlines 9 slides covering statistics on concussions in different sports, what happens to the brain during a concussion, symptoms of concussions, and the connection to Sir Isaac Newton's discovery of how the brain works similarly to Newton's laws of motion. Background music and slide transitions are planned throughout the presentation.
This document is a storyboard for an e-learning unit about different cooking styles. The unit aims to teach Turkish learners the names of various cooking methods so they can more easily understand menus when ordering food abroad or in restaurants. It introduces the topic and learning objectives, then outlines subsequent slides that will define different cooking styles, have learners practice identifying them, and encourage learners to consider which styles they would use to cook a special dinner for friends.
This document provides instructions for how to use a Smart Board for interactive teaching and learning. It explains that a Smart Board allows for creative brainstorming sessions and interactive lessons. It then provides step-by-step instructions for how to record a lesson on a Smart Board, including opening the Smart Board notebook, accessing the video recording tool, starting and stopping the recording, and teaching while anything written on the board is recorded.
This document contains sample materials for a story including a 2-page storyboard and a 1-page script. The storyboard over two pages would outline some key visual elements and scenes of the narrative. The single page of script likely includes dialogue and descriptions to bring the storyboard to life verbally.
This document is a multimedia storyboard template that allows the user to plan out a multimedia project screen by screen. The template includes sections to describe each screen, links between screens, sketches, functionality, background, audio, video, color schemes, text attributes, and stills/photos.
This storyboard describes an educational multimedia application for teaching mathematical concepts to students. It includes lessons on whole numbers, addition, subtraction, multiplication, and division. The application uses interactive elements like buttons and questions with answers to engage students in learning the processes for each mathematical operation. The storyboard provides details on the navigation, screens, and interactions within the application to guide its development.
This document discusses creating multimedia content for mathematics learning using tablets. It includes sections on storyboarding, timeline ranges for different math concepts, and software used like Adobe Flash and Photoshop. Steps are provided for developing interactive content in Flash, exporting it to different mobile and tablet platforms like Android.
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1. Analysis phase where the developers identify the project details, problem, objectives, and target users through tools like questionnaires and forms.
2. Design phase where the developers create flow charts and storyboards to layout the program and apply CASPER design principles.
3. Implementation phase where the developers use authoring tools to integrate the multimedia elements like text, graphics, audio, and video.
4. Testing phase where the developers use checklists to test the program for errors in content, interface, and navigation.
5. Evaluation phase where users provide feedback on the program's content and user interface through evaluation forms.
6
The document outlines the process for planning and developing interactive multimedia programs. It discusses determining needs and goals, learning content, generating and refining ideas through storyboarding and flowcharting, detailed design, programming, producing support materials, and evaluating and revising with user feedback. Developing interactive multimedia requires a team of specialists including graphic designers, programmers, producers, project managers, writers, and designers for user interface, sound, video, and animation.
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Introducing The Essential Questions for Product People – your personal mentor packed with questions and strategies to navigate every stage of product development from discovery till post launch of a new feature or product.
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ContentLab and Appsembler join forces to discuss Developer Education in the Frontlines.
In these slides from the webinar, we discuss the practical and how-to of building a developer education experience — and what successful developer education initiatives look like.
View the slides to learn:
- Why companies like Snowflake, Chef Software, and Redis are building developer education programs
- The frameworks and processes to standing-up your own developer education experience
- An in-depth discussion on where the future of developer education is headed
Visit us:
https://contentlab.io
https://appsembler.com
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CdCon + GitOpsCon 2023 in Vancouver Canada. Slidedeck for the talk on Scaling Software Delivery: A framework for developer enablement through devRel and outreach.
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Product designer is amalgamation of technology, computer science and management thus it is a very responsible post. If we see it from a business perspective then we find that a business is a giant structure as a whole and there are different aspects to it. A product designer is responsible for creating or making a product which is useful to users. He needs to take direction from the business and its goal along with his own creativity.
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BUILD YOUR BLUEPRINT FOR DIGITAL LEARNING: HOW TO TRANSFORM YOUR LEARNING ORG...Human Capital Media
According to Willis Towers Watson, 90 percent of maturing companies expect digital disruption, but only 44 percent are adequately preparing for it. In this webinar hosted by Manjit Sekhon, Director of Learning Experience Design at Intrepid by VitalSource, you will learn how to help your organization prepare for the challenges of digital disruption through next-generation digital learning. The webinar will cover the topics you need to think through before making a digital move and will include a downloadable blueprint template to get you started on your own digital learning transformation journey.
Takeaways:
How to shift your mindset when it comes to effective digital learning strategies
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Receive a template PowerPoint ready for you to build out and immediately use for your own organization’s specific objectives and opportunities
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Djm storyboard innovation for multimedia presentation
1. Storyboard for Multimedia Presentation Student: David J. Miller david.miller3@waldenu.edu Program: Ph.D. in Education Specialization: Educational Technology Instructor: Amar Almasude, Ph.D. Walden University August 15, 2011
Hello, my name is David Miller. Welcome to today’s brief presentation on the diffusion and integration of electronic course materials for employee training. Today’s topic is Adobe Captivate and I will be discussing the management of electronic course materials, Effective strategies to develop teaching-learning communities , And a lternate forms of assessment for employee training.
Typically, the four stages of innovation development are: Need, Research, Development and Commercialization
Need: What problem or need existed that gave rise to this innovation? Adobe Captivate will address this company’s need to consider more innovative methods for employee training, delivery methods, and assessments of same . Curriculum developers and instructors must weave together concepts as disparate as spaced practice, engagement, distributed cognition, personalization, and social learning into a new view of what learning can become.
Research: What research organization or people developed a solution to this problem or need? While the product started out as a pure screen recording utility known as Flashcam (Nexus Concepts 2002), it evolved into an E-learning authoring tool after San Diego-based eHelp Corporation acquired Flashcam and released it as RoboDemo. Eventually, software firm Macromedia acquired eHelp to gain RoboDemo. Shortly before Adobe Systems acquired Macromedia, they changed the name of the product to Captivate.
Turned ordinary interactions into more valuable digital experiences every day, across media and devices, anywhere, anytime. Offered customers solutions in three critical endeavors: 1) Built content and applications with greater reach and stronger impact. 2) Customer experience management Offered customer experiences that strengthen brands and improve efficiency. 3) Online marketing Delivered and measured marketing effectiveness across a wide spectrum of screens and devices.
Adobe® Captivate® 5.5 software is the industry-leading e-learning authoring software for rapidly creating and maintaining interactive eLearning content. Import your existing Microsoft PowerPoint content and make it more engaging with rich media, application simulations, branching scenarios, and quizzes. Easily publish to leading SCORM- and AICC-compliant Learning Management Systems and track key performance metrics.
Adobe Captivate crashes and any unsaved work is lost if the project cache is cleared from Windows Explorer (Widows) or Finder (Mac) while Adobe Captivate is running. On Windows 7 and Vista, you cannot record applications if they are launched in the 'admin' mode while Adobe Captivate is launched in the 'non-admin' mode. Sequence type questions are not shuffled at runtime Indentations, line spacing, and font sizes in text captions vary Widgets are missing Adobe Captivate does not allow you to add SWF files to an aggregator project if the location of the files is not added as a 'trusted location' in Flash Player settings. 5) Users, who answer Adobe Captivate quizzes using Firefox or Safari, cannot post results to Acrobat.com if you have published the project to Flash Player 9.
AdobeCaptivate appeals to a wide variety of audiences, typically grouped in training and education, sales and marketing, or technical support and documentation.
1982: John Warnock and Charles Geschke form Adobe Systems. 1986: Adobe goes public. 1987: Adobe releases Adobe Illustrator and establishes an international presence through its European subsidiary. 1994: Company acquires Aldus, the developer of PageMaker software. 1999: Adobe introduces InDesign, a professional publishing software package. Sales surpass $1 billion for the first time.
The Five Stages of the Innovation-Decision Process are: Knowledge Persuasion Decision Implementation Confirmation
Adobe Systems Incorporated is an American computer software company founded in 1982 and headquartered in San Jose, California. The company has historically focused upon the creation of multimedia and creativity software products, with a more-recent foray towards rich Internet application software development. It can also convert Adobe Captivate generated .swf to .avi which can be uploaded to video hosting websites. For software simulations, Captivate can use left or right mouse clicks, key presses and rollover images.
You can now create software simulations 39% faster with the new optimized interface of Adobe Captivate 5, the time required to create software simulations is significantly reduced compared to earlier versions, according to findings by an independent research firm. Add software demonstrations, interactive simulations, branching scenarios, and quizzes to your courseware without programming using Adobe® Captivate® 5 software. Goes beyond screen capture and achieve superior results in fewer steps thanks to an intuitive user interface, collaboration workflows, and a multitude of timesaving features. eLearning applications and leading SCORM- and AICC-compliant Learning Management Systems deliver content virtually anywhere.
In this time of economic uncertainty, employees must have immediate access to quality eLearning to enable them to keep their skills up-to-date and razor-sharp as they work to drive the business forward. To evaluate current use and trends involving ReL, a quantitative survey of large, medium-size, and small companies was conducted and as well as in-depth interviews with learning and/or HR professionals at organizations currently using Rapid eLearning tools. For the purposes of this study, ReL was defined as a process for rapid learning content creation in a template-based environment that requires no author programming skills. Specifically, the study examined the perceptions, adoption, impact, and long-term benefits of using ReL as an authoring tool to develop eLearning content.
Identify your users before getting started. Is the audience students, faculty or staff? Design with users in mind Establish the goal. What is/are the most important information to be conveyed? Articulate what you want users to learn. Be realistic about your learning goals Writing a clear and concise script is key to the success of your project. Using Captivate. The script articulates the goals and acts as a guide for the entire production. Without a well defined script, the job to create a meaningful presentation will become unmanageable. 4) The Guides Group recommends that Captivate tutorials be produced for no more than 3.5 minutes in length 5) Create a clear visual navigation. Logically navigate the user through the desired features on a screen, web pages or steps. Avoid jumping around a page and going too quickly or slowly. 6) The narrator needs to speak clearly. Avoid speaking too slowly or quickly. Solicit feedback from colleagues on the pace of your narration. The Captivate tutorial author does not necessarily need to be the narrator. Include layperson's definitions for technical or librarian terminology. Avoid using acronyms. Tighten the language to be as clear and concise as possible, using clear and simple language. 7) To maintain a consistent look and feel with all Captivate presentations, the developer needs to include: audio introduction, design elements: links, naming files, proofread and spell check
Tight training budgets coupled with the need to keep employees’ skills razor-sharp, will continue to drive use of ReL via Adobe Captivate. Even with economic recovery, ReL use will grow because it meets content and learner needs and speeds up the overall trend of taking learning online. ReL will not replace all traditional online approaches to training. Rather, it is a method of addressing a unique need in the continuum of online learning content creation. For short and speedy projects, and where adaptability/change is a requirement, ReL use will likely continue to grow, saving heavier creation processes for more in-depth content. The tool offers greater levels of independence to SMEs, trainers, corporate communications, public relations, and lines of business in the content creation process, with the option to ask for assistance as needed from content development staff. Instructional designers understand components of good learning and spend weeks designing excellent custom courses. In the future, they will work closely with SMEs or corporate communications directors to give advice and suggestions and even help them design on the fly. Instructional designers will also create design templates that new content developers need for specific projects. Many developers are using little more than presentation files converted to multimedia for their content creation process. This will change as developers learn more about the capabilities of ReL tools and use their creativity to extend the tools further.
On an entrepreneurship field, usually the S curve is used as a model for the adoption of a new product, a service or a technology: it plots the adoption rate against time.
Rogers (2003) describes two of the most prominent features of his diffusion theory: the adopter categories (which demonstrate the reasons why individuals choose to adopt innovations at different rates) and the S-Curve (which shows the rate of adoption of an innovation in society).
What is the rate of adoption over time? The rate of adoption is the relative speed with which an innovation is adopted by members of a social system. It is generally measured as the number of individuals who adopt a new idea in a specified period, such as each year. So the rate of adoption is a numerical indicator of the steepness of the adoption curve for an innovation. According to Forrester Consulting (2010), the Adobe Corporation has issued over 2.5 million licensed copies of Adobe Captivate since its creation in 2002. This innovation has to date failed to peak in production and lease agreements, reflecting a high percentage of market penetration from introduction to the present day.
1) Relative advantage Compatibility Complexity Trialability Observability 2) Optional Collective Authority 3) Mass media Interpersonal 4) Norms Degree of network interconnectedness 5) Greatest response to change agent effort occurs when opinion leaders adopt, which usually occurs somewhere between 3 & 16 percent adoption in most systems.
The relative advantage of an innovation reflects the degree to which it is perceived as better than the idea it supercedes. The degree of relative advantage may be measured in economic terms, but social prestige, convenience, and satisfaction are also important factors. It does not matter so much if an innovation has a great deal of objective advantage. What does matter is whether individuals perceive the innovation as advantageous. The greater the perceived relative advantage of an innovation, the more rapid its rate of adoption will be. Compatibility is the degree to which an innovation is perceived as being consistent with the existing values, past experiences, and needs of potential uses. An idea that is incompatible with the values and norms of a social system will not be adopted as rapidly as an innovation that is compatible. The adoption of an incompatible innovation often requires the prior adoption of a new value system, which is a relatively slow process. Technological compatibility may be involved in cases where a particular software program cannot be used because it will not work with a computer's operation system. Observability is the degree to which the results of an innovation are visible. The easier it is for individuals to see the results of an innovation, the more likely they are to adopt it. Such visibility stimulates peer discussion of a new idea, as friends and neighbors of a user of a product often request information about it. Trialability is the degree to which an innovation may be experimented with on a limited basis. New ideas that can be tried on an installment plan will generally be adopted more quickly than innovations that are not divisible. An innovation that is trialable represents less uncertainty to the individual considering using it and who can learn by doing.
This adopter category, more than any other, has the greatest degree of opinion leadership in most systems. Potential adopters look to early adopters for advice and information about an innovation. Early adopters are the embodiment of the successful use of new ideas, and they know that to continue to earn the esteem of colleagues and to maintain a central position as an opinion leader they must make judicious innovation decisions.
The adoption of Adobe Captivate refers to new technology when considered for use in company mandated initial and recurring training. The table below highlights the percentages of early adopters by job position and responsibilities. These categories would apply to the aerospace companies typical management and staff personnel:
As cited by Rogers (1995), “laggards are the last 16 percent of the individuals in a system to adopt an innovation. They possess almost no opinion leadership. Laggards are the most localized in their outlook of all adopter categories; many are near isolates in the social networks of their system”. In respect to the aerospace/aviation operation, laggards, in addition to local demographical status, they may fall into the category of remote- based aviation technicians, pilots, and support personnel that had no knowledge of this innovation until it was delivered to them with expected deadlines for completion. The point of reference for the laggard is the past. Decisions are often made in terms of what has been done previously. Laggards tend to be suspicious of innovations and change agents. Resistance to innovations on the part of laggards may be entirely rational from the laggard's viewpoint, as their resources are limited and they must be certain that a new idea will not fail before they can adopt.
Laggards may be assuming that the technology (Adobe Captivate LMS) will fail to either company or regulatory acceptance or will not provide the benefits that are expected. Laggards may be more inclined to accept this innovation and diffusion in learning environments where the technology is changing rapidly and is adopted quickly by most other companies. The Internet boom of the 1990’s is one example where the laggard’s strategy may have been effective. The company releasing this LMS must recognize that the use of this type of learning media can become either a strategic advantage, a business necessity, or as a burden to their business. This type of learning resource will become a burden to the company and learners when it works poorly, is difficult to support, or actually increases the manual labor necessary to do a job. Laggards typically experience these issues when their primary LMS reaches the life expectancy. The rest of their industry may move on to a new technology, and the employees may find it difficult to work with the existing technology.
Recall that the degree of innovativeness of a product is a question of perception. And it is obviously important that your perception is the same as the perception of the potential customers. If you think that the use of Adobe Captivate is a radical innovation – and if you market it this way – and if the customers think that it is "only" an incremental innovation, then they will be disappointed by its performance. On the contrary, if you think the use of Adobe Captivate is an incremental innovation and if the customers perceive it as being radical, they will certainly not understand it correctly, not understand your communication and not adopt it.
Decentralization is the policy of delegating decision-making authority down to the lower levels in an organization, relatively away from and lower in a central authority. A decentralized organization shows fewer tiers in the organizational structure, wider span of control, and a bottom-to-top flow of decision-making and flow of ideas. Adoption of Adobe Captivate for development and Adobe Connect for viewing, testing and assessment affords an organization’s IT and Curriculum Developers the opportunity to analyze, design, develop, implement, and and evauate multimedia instructional programs and processes utilizing a bottom-to-top method. The value and efficency of the Instructional Systems Design (ISD) methodologies recommend a consistent evaluation and on-going approval from upper management as these dellivery programs proceed through all phases of the ISD cycle. In a more decentralized organization, the top executives delegate much of their decision-making authority to lower tiers of the organizational structure. As a correlation, the organization is likely to run on less rigid policies and wider spans of control among each officer of the organization. The wider spans of control also reduces the number of tiers within the organization, giving its structure a flat appearance. One advantage of this structure, if the correct controls are in place, will be the bottom-to-top flow of information, allowing decisions by officials of the organization to be well informed about lower tier operations. For example, if an experienced curriculum developer at the lowest tier of an organization knows how to increase the efficiency of the learning environment and curriculum, the bottom-to-top flow of information can allow this knowledge to pass up to the executive officers..
Rogers (1995) provides the guidelines for the change agents about what attributes that they can build into the innovation to facilitate its acceptance by the intended adopter. Middle managers play several key roles that contribute to an organization’s success and may act as a communicator, advocate, coach, liaison and change manager. The innovator must be aware that these same managers may also be the most resistant group to change, thus strategies for change are critical. If middle management resists a change, their direct reports will follow, causing resistance to take on a viral quality as it spreads throughout the company. A common-sense approach is recommended for transforming middle managers into change agents. Successful change occurs when you have buy-in, marketing support, and you define and address any resistance to the change in a positive and proactive manner. This can be accomplished by short and timely presentations to upper management in the form of brief, yet poignant objectives and value-laden introductions of Adobe Captivate potentials and benefits. Tips to influence the adoption of this innovation and diffusion include bringing middle management into the conversation by enlisting their vast operational knowledge of the organization, conveying your value and trust in them, and setting expectations and keep them well informed about the change. Middle managers may then serve as your messengers and ambassadors and influence other viewpoints within the organization. Marketing also plays an important role as new initiatives are deployed throughout the company. .Employing a marketing approach to change programs forces the change team to think about how impacted groups view the change effort, similar to using a focus group to test reception of a new product. Concentrating on marketing to an uninformed audience such as new employees helps avoid becoming complacent and internally focused. Because fear of change is contagious, a positive participation from middle management helps employees see the broader picture and the impact of change beyond their own individual interests. By transforming middle management into your change agents you can smooth out potential bumps in the road.
A critical mass of supporters and users is necessary to sustain broad deployment. Without reaching critical mass, the implementation efforts will struggle and only partially realize the benefits envisioned. The key is to use the implementation infrastructure to assure that critical mass is achieved. Once senior managers, early adopters, opinion leaders and champions have endorsed or used the Adobe Captivate learning resource, incorporating influential staff open to change begins the stage at which critical mass can occur. When these influential users apply the innovation, the remaining user community will follow. Understanding the process of critical mass will strengthen the approach and results of creating an effective learning culture. These challenges and barriers presented are not insurmountable. If they are identified in the process of implementation planning, much can be done to mitigate their effect, and solutions to them can be developed.
Recent business and economic theory would suggest a number of reasons to expect some form of association between the variables of innovation, employment policies and inter-firm networking. For example, the resource-based model of the firm propounds the view that organizations must build and maintain the resources and capabilities to compete. Innovative products and processes are the ‘outgrowths’ of underlying capabilities and resources .This position is consistent also with the view that the capability to innovate is acquired cumulatively and is path-dependent. It would seem to follow therefore that firms will find it difficult to innovate in arenas where they have not grown the capability to do so. From this kind of theoretical stance it might be expected that ‘looser’ employment contracts such as short-term contracting and outsourcing would be damaging to innovative performance when compared to situations where secure, long-term and high-commitment based employment policies are pursued.
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Thank you for your time and attention to this presentation on the diffusion and integration of electronic course materials for employee training. In order for this innovation to further gain your attention, there will be a time allotted for questions that you may have stemming from this presentation. Adobe Captivate 5.5 is ideal for trainers, educators, technical support managers, and sales and marketing professionals who need to rapidly create and conveniently maintain interactive simulations, training materials, software demonstrations, quizzes, self-service demos, and scenario-based training materials without learning programming or outsourcing the task to professional developers. This brief demonstration has shown the intrinsic value and innovative edge for this company to both evolve and deliver more cost-effective and logistical avenues for our employee and industry mandated initial and recurrent training. Thank you for considering this innovation and method of diffusion for success.