This document summarizes a webinar on project readiness evaluation best practices. It introduces the OPTI PREP model for assessing readiness across organization, people, technology, process and other dimensions. Key aspects of the model include identifying readiness at the individual practice level, gathering data through interviews and other sources, analyzing results across dimensions, and providing feedback to determine next steps. The goal is to minimize risks and maximize benefits when implementing new initiatives or projects.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/measuring-business-readiness-adoption/
What is Business Readiness and Adoption?
• Would you talk to someone who isn’t paying attention?
• Would you make a movie if you didn’t know who would watch it?
• So why do projects often deliver to a Business that isn’t ready to receive or adopt!
Business Readiness and Adoption is a measure of preparation. A business that is ready will have made all the preparations necessary to accept the deliverables of a project and begin operating them. So, in effect, anything that involves a change to ways of working requires measurement to see if a business is ready for go-live.
Project deliverables will be a combination of the following (not an exhaustive list):
• New products.
• New services.
• New organisation structures.
• New processes.
• New systems.
• New infrastructure.
In projects to measure Business Readiness/Adoption I have previously used (but not restricted to) the following measurement areas:
1. Leadership.
2. Business Area Readiness.
3. Implementation Planning.
4. Stakeholder Management & Communication.
5. Process & Procedures Readiness.
6. Business Benefits.
7. Data.
8. Departmental Roles & Responsibilities (impact on individuals).
9. Education & Training.
10. Business Reporting.
11. Testing.
IT Governance – The missing compass in a technology changing worldPECB
The webinar covers:
• Overview of IT Governance
• Benefits of IT Governance
• IT Governance implementation : Approach and Methodology
• Key critical success factors
Presenter:
This webinar was presented by Mr. Oladapo Ogundeji, from Digital Jewels and PECB partner.
Link of the recorded session published on YouTube: https://youtu.be/Ux_Yk4JLy0M
The Future of Microsoft Project Portfolio Management (PPM) for Delivering Val...OnePlan Solutions
For years, Microsoft’s Project Online has been a relied upon by organizations as its primary project and portfolio management solution. However, as Microsoft evolves, so do its platforms and the solutions. Dive in with us to explore the exciting innovations with Microsoft’s Project for the web and the OnePlan’s AI Strategic Portfolio Management Platform. With enhanced collaboration, data, workflow and reporting capabilities, this latest iteration is set to reshape the way teams operate and deliver value to the organization.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/measuring-business-readiness-adoption/
What is Business Readiness and Adoption?
• Would you talk to someone who isn’t paying attention?
• Would you make a movie if you didn’t know who would watch it?
• So why do projects often deliver to a Business that isn’t ready to receive or adopt!
Business Readiness and Adoption is a measure of preparation. A business that is ready will have made all the preparations necessary to accept the deliverables of a project and begin operating them. So, in effect, anything that involves a change to ways of working requires measurement to see if a business is ready for go-live.
Project deliverables will be a combination of the following (not an exhaustive list):
• New products.
• New services.
• New organisation structures.
• New processes.
• New systems.
• New infrastructure.
In projects to measure Business Readiness/Adoption I have previously used (but not restricted to) the following measurement areas:
1. Leadership.
2. Business Area Readiness.
3. Implementation Planning.
4. Stakeholder Management & Communication.
5. Process & Procedures Readiness.
6. Business Benefits.
7. Data.
8. Departmental Roles & Responsibilities (impact on individuals).
9. Education & Training.
10. Business Reporting.
11. Testing.
IT Governance – The missing compass in a technology changing worldPECB
The webinar covers:
• Overview of IT Governance
• Benefits of IT Governance
• IT Governance implementation : Approach and Methodology
• Key critical success factors
Presenter:
This webinar was presented by Mr. Oladapo Ogundeji, from Digital Jewels and PECB partner.
Link of the recorded session published on YouTube: https://youtu.be/Ux_Yk4JLy0M
The Future of Microsoft Project Portfolio Management (PPM) for Delivering Val...OnePlan Solutions
For years, Microsoft’s Project Online has been a relied upon by organizations as its primary project and portfolio management solution. However, as Microsoft evolves, so do its platforms and the solutions. Dive in with us to explore the exciting innovations with Microsoft’s Project for the web and the OnePlan’s AI Strategic Portfolio Management Platform. With enhanced collaboration, data, workflow and reporting capabilities, this latest iteration is set to reshape the way teams operate and deliver value to the organization.
ITChamps SAP Application Support and Maintenance services (AMS) is a more flexible way of managing and optimizing SAP business applications for our customers. ITChamps SAP AMS models is designed to assist IT Managers achieve the most cost-effective way to reduce the support and maintenance cost while continually improving and stabilizing the SAP environment. Our SAP AMS services is committed to establish a high performance, quality operation by providing reliable support processes, focused information on services, and flexibility and the ability to recognize trends and adapt quickly to technical and business needs of our customers.
ITChamps support models combines the tradition support models with flexi models of outsourcing as much or as little of their SAP application support as makes sense for their business, and adjusting that balance in step with changing priorities, resources and new opportunities.
Deloitte SAP Finance Transformation AcceleratorJan Bultinck
Finance transformation is a double-edged sword. On one hand,
it can have a significant positive impact on business results.
But it can also require a considerable commitment of key talent
and resources for an extended period of time. That’s why no
organization takes finance transformation initiatives lightly. It’s
important to get them right
This is a sample deck that introduces a small to medium size organization to a straight-forward IT Governance methodology. Tools and tips are available for this at no charge. Contact steve@gerick.org
Fundamentals of Business Process Management - Tutorial at CAiSE'2018Marlon Dumas
Slides of the tutorial "Fundamentals of BPM: Fifty Years of BPM Teaching Distilled" delivered at the 30th International Conference on Advanced Information Systems Engineering (CAiSE'2018) in Tallinn, Estonia, 13 June 2018. https://caise2018.ut.ee/
Transform your Insurance Processes with BPM and Decision ManagementIBM WebSphereIndia
This is the presentation given by Vincent M Price during Impact 2012 in Mumbai. It's a walk through of how do you transform your insurance processes for greater competitive advantage with BPM and decision management
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
ITChamps SAP Application Support and Maintenance services (AMS) is a more flexible way of managing and optimizing SAP business applications for our customers. ITChamps SAP AMS models is designed to assist IT Managers achieve the most cost-effective way to reduce the support and maintenance cost while continually improving and stabilizing the SAP environment. Our SAP AMS services is committed to establish a high performance, quality operation by providing reliable support processes, focused information on services, and flexibility and the ability to recognize trends and adapt quickly to technical and business needs of our customers.
ITChamps support models combines the tradition support models with flexi models of outsourcing as much or as little of their SAP application support as makes sense for their business, and adjusting that balance in step with changing priorities, resources and new opportunities.
Deloitte SAP Finance Transformation AcceleratorJan Bultinck
Finance transformation is a double-edged sword. On one hand,
it can have a significant positive impact on business results.
But it can also require a considerable commitment of key talent
and resources for an extended period of time. That’s why no
organization takes finance transformation initiatives lightly. It’s
important to get them right
This is a sample deck that introduces a small to medium size organization to a straight-forward IT Governance methodology. Tools and tips are available for this at no charge. Contact steve@gerick.org
Fundamentals of Business Process Management - Tutorial at CAiSE'2018Marlon Dumas
Slides of the tutorial "Fundamentals of BPM: Fifty Years of BPM Teaching Distilled" delivered at the 30th International Conference on Advanced Information Systems Engineering (CAiSE'2018) in Tallinn, Estonia, 13 June 2018. https://caise2018.ut.ee/
Transform your Insurance Processes with BPM and Decision ManagementIBM WebSphereIndia
This is the presentation given by Vincent M Price during Impact 2012 in Mumbai. It's a walk through of how do you transform your insurance processes for greater competitive advantage with BPM and decision management
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
Process Improvement for Operations vs Projects - What's the Difference? (NYBP...Samuel Chin, PMP, CSM
Process improvement principles can be applied to any situation. However, a well-versed process engineer must understand the differences between operating processes and project processes, as well as the types of resources that handle them (e.g. business analyst vs project manager).
In this meetup we discussed the distinctions between these two types of business activities, as well as how to identify and manage them in a highly effective manner.
Mobile Banking in 2020 - Mobile World Congress ReportNadejda Tatarciuc
Present report was presented at Mobile World Congress this year, showing the outlook for mobile banking by 2020! - how a younger world, more internet, crime, and activist governments will affect mobile banking penetration.
I quickly came up with this Web2.0 business readiness self assessment for a talk I did for the IABC. It helps companies check how they are responding to the growing importance of social media
Discussion of Regulatory issues in closing a chemical manufacturing facility. Presented the Alliance for Chemical Safety July 9, 2014 by Willard Vaughan, PE CIH
1 of 2 templates from the Scope Management presentation available on SlideShare at: http://j.mp/SShareScope and Impact Analysis blog at: http://j.mp/ElwinImpact
Scope or: How to Manage Projects for Organization SuccessToby Elwin
Organizations rely on projects to remain competitive. Projects are the way organizations deliver and realize their executive strategies. The ability to deliver a project is the ability to compete. Scope kills projects and projects that are not delivered kill organizations.
- Understand the principles behind the agile approach to software development
- Differentiate between the testing role in agile projects compared with the role of testers in non-agile projects
- Positively contribute as an agile team member focused on testing
- Appreciate the challenges and difficulties associated with the non-testing activities performed in an agile team
- Demonstrate a range of soft skills required by agile team members
How to create a strong team that is constantly trying to impriove processes and productivity.
Enables teams to determine how they would want to begin and maintain the journey.
An easy read plus descriptive materials to help teams setup strong improvement culture within the company and also within departments.
Measures for assurance - Introduction and user group experience webinar
Monday 29 April 2019
APM Assurance Specific Interest Group
Presented by:
Tim Podesta and Matt Bruce-Kingsmill
The link to the write up page and resources of this webinar: https://www.apm.org.uk/news/measures-for-assurance-introduction-and-user-group-experience-webinar/
Having reviewed a number of Agile adoption approaches by big consulting companies given to organizations within the Kingdom, it's clear that many of them don't have the appropriate backgrounds to perform Agile transformations.
This session will discuss the Agile transformation adoption roadmap from real practitioners with numerous Agile adoptions in Saudi Arabia.
We will discuss what to try, what not to avoid, and some general things to consider.
Making It Stick: A Four-Step Process for Creating Sustainable ChangeTKMG, Inc.
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is a presentation I gave at the American Society for Quality Lean and Six Sigma Conference in Phoenix, AZ in March 2011.
Slides from Tim Creasey's presentation at ACMP Pacific Northwest Change Connect 2014 - "Cracking the Measurement Code: Create Your Research-Based Change Measurement Scorecard" - tcreasey@prosci.com
How to Achieve Measurable Benefits Through Project and Organizational ChangePactera_US
Is your organization realizing expected benefits from projects? Is there a process in place to measure results?
Watch this webinar and learn:
- The financial, technical and process benefits of executing projects correctly
- How to measure benefits from changes
- Critical factors to consider before beginning a project
This webinar is a must view for business leaders and project managers responsible for ensuring the success of projects.
WORK BREAKDOWN STRUCTURE 1
Work Breakdown Structure
WBS Dictionary
WBS ID
Task
Description / Justification
Phase 1: Green1 Reduce solid waste 50%
1.14
Kick off Meeting
Familiarize the team with the four-phase project and create a vision and mission. Discuss roles and responsibilities for each phase
1.2
Business Requirements
Site requirements indicating the company need and purpose of the intranet portal.
1.4
Division Head Meetings
Since each division is expected to have a subsite on the intranet portal, division heads articulate their vision of their respective sites.
1.5
Research Sourcing
Collect and compare purchase requirements. Consult with SMEE
1.5.6
Vendors & Contracts
Sign purchase agreement with approved vendors
1.5.8
Approvals
Gain acceptance and go-ahead from upper-level management
1.7
Communications
Keep employees aware of carpooling options and benefits
1.8
Synthesize / Document Business Requirements
Combine business requirements from various requirements gathering meetings into one comprehensive document.
1.9
Implementation
Install required equipment/ software, testing, hyper care
1.9.1
After Action Review
Review project plan, evaluate efficiency, and document learnings
1.9.2
60 Review
Review implemented plans for each phase and estimated savings
Phase 2: Lower Energy Consumption by 10%
2.1
Business Requirements
Site requirements indicating the company need and purpose of the intranet portal.
2.2
Division Head Meetings
Since each division is expected to have a subsite on the intranet portal, division heads articulate their vision of their respective sites.
2.3
Research
Collect and compare purchase reflecting business requirements. Consult with SMEE
2.3.1
Mechanical Expertise
Collaborate with sourcing on proper equipment requirements and specifications
2.3.2
Technology Expertise
Collaborate with sourcing on proper equipment requirements and specifications
2.3.3
Procurement -
Procure approved items
2.3.7
Approvals
Gain acceptance and go-ahead from upper-level management
2.5
Synthesize / Document Business Requirements
Combine business requirements from various requirements gathering meetings into one comprehensive document.
2.6
Implementation
Install required equipment/ software, testing, hyper care
2.11
Go Live
Implemented and working properly
2.7
After Action Review
Review project plan, evaluate efficiency, and document learnings
2.8
60 Review
Review implemented plans for each phase and evaluated savings
Green3 Increase carpooling to over 50% of the staff.
3.2
Research
Collect and compare purchase reflecting business needs. Consult with SMEE
3.2.1
Ride Share Lanes
Discover options available for ride share lanes
3.2.2
No Cost Parking
Discover options available for no cost parking
3.2.3
Incentives
Create incentives for carpooling
3.2.5
Traffic Analysis
Analyze current traffic trends and carpooling usage
3.2.6
App.
Running head: RECRUITMENT AND INTERVIEWING PROCESSES 1
RECRUITMENT AND INTERVIEWING PROCESSES 2
HR project Recruitment and interviewing processes
Johnetta Farmah
11/23/13
Recruitment and interviewing processes
The exorbitant costs of hiring and training have constantly made the process of recruiting employees such a precarious process and managers should avoid making mistakes when recruiting since any mistake can have a detrimental impact on the company. To get employees with the skills that match the job description is such a hard task and prudent decisions ought to be made on how recruitment will be carried out both internally and externally. This is how recruitment will be carried out both internally and externally in this company and how the job applicants will be interviewed.
Job posting boards will be one of the devices that will be used for internal recruitment. This will advise employees on upcoming slots or vacancies within the company that they may like to vie for (Carroll, 2009). Intranet posts, fliers and email flashes are other methods that will be considered in internal recruitment. This will then seek to fill the vacant or new positions by creating temporary teams or permanent teams within the company. Those employees who have performed exemplarily will also be invited for promotions and the slots left void after the promotion will be considered for external applicants.
There are four ways that will be considered when recruiting externally. The first method will be to consider job centers that are mostly handled by government agencies that help unemployed persons to get training (Schweyer, 2012). Job advertisements which are one of the most common types of external recruitment will be our second consideration in case the government agencies fail to provide the needed employees.
Personal recommendation will also be another consideration bearing in mind that it is cheaper since the only thing required is a recommendation by a colleague or friend to a particular employee (Sylva, 2009). Despite the lengthy assessment of the potential employee that may follow thereafter since he/she will be a total stranger to you and a competence assessment is therefore necessary in order to determine whether he/she possesses the skills needed in the company, it saves greatly on the advertising costs.
There are two interview processes that are efficient for recruiting potential employees. Group interview : this process is one of the most efficient. This is because it will be able to identify the skills and potential of these applicants and determine whether their skills align with the job descriptions.
A one-on-one interview : A one-on-one process tests the confidence and commitment of any job applicant which are vital characteristic traits in the hiring . An employee may possess exemplary skills but lack the commitment to work for the company which may lo.
ROI CERTIFICATION PROGRAM
A comprehensive way to gain the skills, resources,
and knowledge to measure the value of projects
and programs of all types – down to the financial
return on investment (ROI).
ISPE guidelines - checklist for Project Managers to submit the Business case and feasibility. Really useful.
Mainly for the construction of Pharmaceutical facility, one must try to furnish these information before getting ahead
Tom Selleck Health: A Comprehensive Look at the Iconic Actor’s Wellness Journeygreendigital
Tom Selleck, an enduring figure in Hollywood. has captivated audiences for decades with his rugged charm, iconic moustache. and memorable roles in television and film. From his breakout role as Thomas Magnum in Magnum P.I. to his current portrayal of Frank Reagan in Blue Bloods. Selleck's career has spanned over 50 years. But beyond his professional achievements. fans have often been curious about Tom Selleck Health. especially as he has aged in the public eye.
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Introduction
Many have been interested in Tom Selleck health. not only because of his enduring presence on screen but also because of the challenges. and lifestyle choices he has faced and made over the years. This article delves into the various aspects of Tom Selleck health. exploring his fitness regimen, diet, mental health. and the challenges he has encountered as he ages. We'll look at how he maintains his well-being. the health issues he has faced, and his approach to ageing .
Early Life and Career
Childhood and Athletic Beginnings
Tom Selleck was born on January 29, 1945, in Detroit, Michigan, and grew up in Sherman Oaks, California. From an early age, he was involved in sports, particularly basketball. which played a significant role in his physical development. His athletic pursuits continued into college. where he attended the University of Southern California (USC) on a basketball scholarship. This early involvement in sports laid a strong foundation for his physical health and disciplined lifestyle.
Transition to Acting
Selleck's transition from an athlete to an actor came with its physical demands. His first significant role in "Magnum P.I." required him to perform various stunts and maintain a fit appearance. This role, which he played from 1980 to 1988. necessitated a rigorous fitness routine to meet the show's demands. setting the stage for his long-term commitment to health and wellness.
Fitness Regimen
Workout Routine
Tom Selleck health and fitness regimen has evolved. adapting to his changing roles and age. During his "Magnum, P.I." days. Selleck's workouts were intense and focused on building and maintaining muscle mass. His routine included weightlifting, cardiovascular exercises. and specific training for the stunts he performed on the show.
Selleck adjusted his fitness routine as he aged to suit his body's needs. Today, his workouts focus on maintaining flexibility, strength, and cardiovascular health. He incorporates low-impact exercises such as swimming, walking, and light weightlifting. This balanced approach helps him stay fit without putting undue strain on his joints and muscles.
Importance of Flexibility and Mobility
In recent years, Selleck has emphasized the importance of flexibility and mobility in his fitness regimen. Understanding the natural decline in muscle mass and joint flexibility with age. he includes stretching and yoga in his routine. These practices help prevent injuries, improve posture, and maintain mobilit
These lecture slides, by Dr Sidra Arshad, offer a quick overview of physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar leads (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
Flu Vaccine Alert in Bangalore Karnatakaaddon Scans
As flu season approaches, health officials in Bangalore, Karnataka, are urging residents to get their flu vaccinations. The seasonal flu, while common, can lead to severe health complications, particularly for vulnerable populations such as young children, the elderly, and those with underlying health conditions.
Dr. Vidisha Kumari, a leading epidemiologist in Bangalore, emphasizes the importance of getting vaccinated. "The flu vaccine is our best defense against the influenza virus. It not only protects individuals but also helps prevent the spread of the virus in our communities," he says.
This year, the flu season is expected to coincide with a potential increase in other respiratory illnesses. The Karnataka Health Department has launched an awareness campaign highlighting the significance of flu vaccinations. They have set up multiple vaccination centers across Bangalore, making it convenient for residents to receive their shots.
To encourage widespread vaccination, the government is also collaborating with local schools, workplaces, and community centers to facilitate vaccination drives. Special attention is being given to ensuring that the vaccine is accessible to all, including marginalized communities who may have limited access to healthcare.
Residents are reminded that the flu vaccine is safe and effective. Common side effects are mild and may include soreness at the injection site, mild fever, or muscle aches. These side effects are generally short-lived and far less severe than the flu itself.
Healthcare providers are also stressing the importance of continuing COVID-19 precautions. Wearing masks, practicing good hand hygiene, and maintaining social distancing are still crucial, especially in crowded places.
Protect yourself and your loved ones by getting vaccinated. Together, we can help keep Bangalore healthy and safe this flu season. For more information on vaccination centers and schedules, residents can visit the Karnataka Health Department’s official website or follow their social media pages.
Stay informed, stay safe, and get your flu shot today!
Knee anatomy and clinical tests 2024.pdfvimalpl1234
This includes all relevant anatomy and clinical tests compiled from standard textbooks, Campbell,netter etc..It is comprehensive and best suited for orthopaedicians and orthopaedic residents.
Lung Cancer: Artificial Intelligence, Synergetics, Complex System Analysis, S...Oleg Kshivets
RESULTS: Overall life span (LS) was 2252.1±1742.5 days and cumulative 5-year survival (5YS) reached 73.2%, 10 years – 64.8%, 20 years – 42.5%. 513 LCP lived more than 5 years (LS=3124.6±1525.6 days), 148 LCP – more than 10 years (LS=5054.4±1504.1 days).199 LCP died because of LC (LS=562.7±374.5 days). 5YS of LCP after bi/lobectomies was significantly superior in comparison with LCP after pneumonectomies (78.1% vs.63.7%, P=0.00001 by log-rank test). AT significantly improved 5YS (66.3% vs. 34.8%) (P=0.00000 by log-rank test) only for LCP with N1-2. Cox modeling displayed that 5YS of LCP significantly depended on: phase transition (PT) early-invasive LC in terms of synergetics, PT N0—N12, cell ratio factors (ratio between cancer cells- CC and blood cells subpopulations), G1-3, histology, glucose, AT, blood cell circuit, prothrombin index, heparin tolerance, recalcification time (P=0.000-0.038). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and PT early-invasive LC (rank=1), PT N0—N12 (rank=2), thrombocytes/CC (3), erythrocytes/CC (4), eosinophils/CC (5), healthy cells/CC (6), lymphocytes/CC (7), segmented neutrophils/CC (8), stick neutrophils/CC (9), monocytes/CC (10); leucocytes/CC (11). Correct prediction of 5YS was 100% by neural networks computing (area under ROC curve=1.0; error=0.0).
CONCLUSIONS: 5YS of LCP after radical procedures significantly depended on: 1) PT early-invasive cancer; 2) PT N0--N12; 3) cell ratio factors; 4) blood cell circuit; 5) biochemical factors; 6) hemostasis system; 7) AT; 8) LC characteristics; 9) LC cell dynamics; 10) surgery type: lobectomy/pneumonectomy; 11) anthropometric data. Optimal diagnosis and treatment strategies for LC are: 1) screening and early detection of LC; 2) availability of experienced thoracic surgeons because of complexity of radical procedures; 3) aggressive en block surgery and adequate lymph node dissection for completeness; 4) precise prediction; 5) adjuvant chemoimmunoradiotherapy for LCP with unfavorable prognosis.
Prix Galien International 2024 Forum ProgramLevi Shapiro
June 20, 2024, Prix Galien International and Jerusalem Ethics Forum in ROME. Detailed agenda including panels:
- ADVANCES IN CARDIOLOGY: A NEW PARADIGM IS COMING
- WOMEN’S HEALTH: FERTILITY PRESERVATION
- WHAT’S NEW IN THE TREATMENT OF INFECTIOUS,
ONCOLOGICAL AND INFLAMMATORY SKIN DISEASES?
- ARTIFICIAL INTELLIGENCE AND ETHICS
- GENE THERAPY
- BEYOND BORDERS: GLOBAL INITIATIVES FOR DEMOCRATIZING LIFE SCIENCE TECHNOLOGIES AND PROMOTING ACCESS TO HEALTHCARE
- ETHICAL CHALLENGES IN LIFE SCIENCES
- Prix Galien International Awards Ceremony
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
263778731218 Abortion Clinic /Pills In Harare ,sisternakatoto
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Greencastle readiness assessment webinar 14 aug13
1. Project Readiness Evaluation Process
Introducing a Best Practice Model for
Readiness Assessments
August 14th, 2013
Webinar held on 14AUG13 and
a recording is available at http://goo.gl/dR4hxE
2. Greencastle Associates Consulting, LLC 2013c2
Readiness Assessment Webinar
Presenter: Celwyn Evans
Moderator: Joe Crandall
Objective: Review readiness assessment best
practices, process and goals
Agenda
Readiness Assessment Background
Overview of the OPTI PREP model
Use Case
3. Greencastle Associates Consulting, LLC 2013c3
Readiness - Definition
Readiness is
Plans / Business Case
Resources
Commitments
Readiness Assessment Use
Go / No-Go Decision
Go Decision has the required
Plans / Business Case
Resources
Commitments
4. Greencastle Associates Consulting, LLC 2013
Time
Performance
Maximizing the Value of Change
Change Decision
is Made
Initial excitement
for Change
“Valley of Despair”
Inevitable to every change initiative is a period
of decreased productivity and enthusiasm
Change takes
effect
1
2
4
Assessment of
proposed
Change
3
1. Value of Change realized sooner
2. Internal negative reaction minimized
Improved stakeholder & client
satisfaction
Cohesive integrated teams
The Value of Change
1
2
Readiness Assessments minimize
the negative impact of Change
3
5. Greencastle Associates Consulting, LLC 2013c5
Too many projects, not enough time or resources
Problems
1) Hospitals identify too many top priority
projects, with insufficient resources to
perform these projects
2) Hospitals do not consistently achieve
100% of the planned benefits from
large complex initiatives
Causes
1) Failure to proactively identify and
address all direct and indirect risks
prior to project start
2) No standard form of evaluation or
comparison
3) Lack of customer buy-in and
commitment of resources are major
contributors
Impact
1) Because the cost of making changes rises
greatly during a project, late attention to
risks often lead to expensive workarounds
2) Late discovery of potential problems
precludes solutions that would have been
available earlier
3) Late surprises are more disruptive to the
schedule, due to our limited timeframe to
develop adequate means of resolution
4) Max benefit realization
5) Execute the right projects
6. Greencastle Associates Consulting, LLC 2013c6
Introducing PREP
Project Readiness Evaluation Process (PREP) is a systematic look at the
full spectrum of issues associated with implementation.
In advance of a complex, multi-stakeholder initiative, we will examine
impacts to the organization, people, technology, and process necessary for
results – with a deliberate eye on the key success factors for
implementation.
7. Greencastle Associates Consulting, LLC 2013c7
OPTI PREP
OPTI PREP is the central tool of the PREP — Our model for assessing readiness
and identifying essential steps to ensure project success. The OPTI PREP model
captures all the critical dimensions of effective change — with nothing left to
chance.
Each element is assessed from three key perspectives: process improvement,
organizational change management and project management.
8. Greencastle Associates Consulting, LLC 2013c8
Process
Improvement
Add an “Implementation” Perspective
Change
Management
Improvements Take Hold
To realize the benefits, the
clinical & administrative
users must embrace the
outcome of the project
Do the right work
Ensure the project will
have a tangible impact on
mission; clinical and/or
business
Execute Flawlessly
The project should be
conducted efficiently &
effectively, which will
reduce the cost of
implementation
Project
Management
Organization
People
Technology
Process
Reality
9. Greencastle Associates Consulting, LLC 2013c9
The OPTI PREP Dimensions
OPTI PREP contains the right dimensions to capture and address all major
opportunities and issues associated with complex, multi-stakeholder initiatives.
11. Greencastle Associates Consulting, LLC 2013
OPTI PREP Model - Organization Change Readiness
Climate For Change
History Of Change
Communications
Current Tools And Templates
Reporting Structure
Accountability For Outcomes
Improvement Capability
Gap Between Practice And Policy
Integrated Vs. Silo-ed Processes
Metrics & Goals
Availability, Capability And
Capacity Of Resources
Priorities
Barriers & Obstacles
Performance Outcome Level
Change Leadership Style
Availability For Training
Experience With Change
Process Ownership
Employee Evolution
Organization People
Process Reality
11
12. Greencastle Associates Consulting, LLC 2013
OPTI PREP Score Sheet
Project
Management
Process
Improvement
Change
Management
RealityProcess
(Admin & Clinical)
TechnologyPeopleOrganizationScore: 42
Project
Management
Process
Improvement
Change
Management
RealityProcess
(Admin & Clinical)
TechnologyPeopleOrganizationScore: 42
1 4
4
2
4
4
1
2
33
33
33
33
33
33
2
Ready to Proceed
Some Risk: Additional Preparation
High Risk: Significant PreparationFor each of 15 cells on the score sheet
Score: 1 = low; 5 = high
Key findings
Items to sustain
Items to improve
13. Greencastle Associates Consulting, LLC 2013
Change Readiness – Dashboard
Organization People Process Reality
Practice A
Practice B
Practice C
Practice D
Practice E
Ready to Proceed
Some Risk: Additional Preparation
High Risk: Significant Preparation
13
14. Greencastle Associates Consulting, LLC 2013c14
Change Readiness Component Analysis
Component: Organization
A. Key Findings
1. The organization reacts generally well to change (survey response, adoption of
process changes), however Ad hoc approach to change is a concern, need a better
change process.
2. The overall climate for change to new CIS is positive and enthusiastic. How things
have been adopted in the past has caused some anxiety
B. Items to sustain
1. Key sponsors are requesting new technology
2. Customer Service users are aware of the change and impact
3. Good use of standard communication plans
4. Senior leaders participate in staff meetings
5. Effective use of Steering Committees for project reporting
C. Items to improve
1. Ad hoc Change Management practices
2. Alignment: Sense of urgency is not consistent amongst employees
3. Alignment: New technology skills not currently present – requires preparatory training
to assist in project delivery
4. Staff concern that technology efficiency will reduce overtime shift availability
5. Not incorporating all available communication vehicles
6. No consistent message for the purpose and drivers of the initiative
14
Some Risk: Additional Preparation
15. Greencastle Associates Consulting, LLC 2013
Gathering Assessment Data
Be sensitive to the amount
of time required by
individuals to provide
information during the
assessment phase.
All interviews and data requests
are vetted prior to execution.
15
Observations1
Document Review2
Survey3
Focus Group4
Interview5
SequenceofEvents
19. Greencastle Associates Consulting, LLC 2013
When assessing
less than 100% of
practices it is
imperative that
Early Majority
adopters be
included.
19
Adoption Considerations
Most organizations have initiatives led by the Innovators and Early
Adopters
Level of effort for adoption by these groups is minimized
because of passion and desire that was already driving initiative
Can be frustrated with lack of organization’s progress on
initiative that brought great value to them
Early Majority involvement helps identify real and perceived barriers to
change
Might not know of value
Initiative might be of wrong value to them
Might not want to change
Despair (resistance to change) is
deepest for Late Majority and even
deeper for Laggards
Impact of “Valley of Despair”
20. Greencastle Associates Consulting, LLC 2013
Critical Dynamics of Adoption (rate)
Relative Advantage – The degree to which the
change/innovation is perceived to be better than the current state
Trialability - The ability to try out an innovation without total
commitment and with minimal investment
Observability - Seeing how an innovation works by watching
someone else use the innovation and acknowledging that it is
safe and/or beneficial
Compatibility - Familiarity and compatibility with the existing
environment
21. Greencastle Associates Consulting, LLC 2013
Planning Phase
should receive a lot
of time and focus to
mitigate issues later
PlanInitiate
Implementation Process
Execute Control Close
Planning Phase helps answer:
Are we ready to make this change?
What will the impact be?
Where are we today?
Why are we at level x today?
What will it take to get to next level?
What do I need to invest to get to next level?
What are the current standards and how do we measure against those?
We are thinking about doing something new/different, are we at a point to make
a commitment to change?.
What course of action (COA) should we take?
Can we do this ourselves or do we need outside help?
1 2 3 4 5
22. Greencastle Associates Consulting, LLC 2013c22
PCMH Approach Considerations
Organizational change management is essential
The fiat versus incentive approach doesn’t work. A
blended approach works best
Maximize what can be leveraged across all
practices
All practices are different from an organization,
people, process, technology and patient
perspective
Patient Care Coordinator role is critical
22
23. Greencastle Associates Consulting, LLC 2013c23
PCMH Readiness Assessment
What It Focuses On:
The NCQA PCHM standards
The organization’s change readiness stature
What the Components are:
Course of Action (COA) Development
Benefits of becoming a PCMH
Resource requirements (people, time, budget, technology)
Limitations and Constraints
Recommendations
What is the Value
Enable Leadership to make an informed decision on the best course of
action to pursue regarding PCMH NCQA recognition
23
25. Greencastle Associates Consulting, LLC 2013
Establish the Goals
Determine the practices to assess using objective criteria:
• Early Majority Type Physicians
•Type of Patients
• Payer Mix
• Location
• Age of Practice
• Meaningful Use Attestation
• Type of Practice
• Number and Composition of Staff
26. Greencastle Associates Consulting, LLC 2013
Establish the Assessment Standards
NCQA 2011 PCMH Standards
NCQA ’s Patient-Centered Medical Home (PCMH) 2011 is an innovative
program for improving primary care. In a set of standards that describe
clear and specific criteria, the program gives practices information about
organizing care around patients, working in teams and coordinating and
tracking care over time.
Organization Change Readiness Tools
Clinical transformation begins with a clear definition of value outcomes
and lays a foundation for future initiatives while furthering the
organization’s immediate mission. Healthcare providers have many
opportunities to improve care, enhance access to care or contain costs.
Greencastle helps clients sort through the possibilities and maximize the
value of clinical transformation.
26
27. Greencastle Associates Consulting, LLC 2013
Points Standard and Element No. Factors
Must Pass
50 % score
MU
Core
MU
Menu
20 1 Enhance Access and Continuity 34
4 A Access During Office Hours 4 X
4 B After-Hours Access 5
2 C Electronic Access 6 2 1
2 D Continuity 3
2 E Medical Home Responsibilities 4
2 F Culturally and Linguistically Appropriate Services (CLAS) 4
4 G The Practice Team 8
16 2 Identify and Manage Patient Populations 34
3 A Patient Information 12 5
4 B Clinical Data 9
4 C Comprehensive Health Assessment 9
5 D Use Data for Population Management 4 X 2
17 3 Plan and Manage Care 24
4 A Implement Evidence-Based Guidelines 3 * 2
3 B Identify High-Risk Patients 2 *
4 C Care management 7 X
3 D Medication Management 6 1
3 E Use Electronic Prescribing 6 3 1
9 4 Provide Self-Care Support and Community Resources 10
6 A Support Self-Care Process 6 X 1
3 B Provide Referrals to Community Resources 4
18 5 Track and Coordinate Care 25
6 A Test Tracking and Follow-Up 10 1
6 B Referral Tracking and Follow-Up 7 X 1 1
6 C Coordinate with Facilities/Care Transitions 8 1
20 6 Measure and Improve Performance 22
4 A Measure Performance 4 *
4 B Measure Patient/Family Experience 4 *
4 C Implement Continuous Quality Improvement 4 X
3 D Demonstrate Continuous Quality Improvement 4
3 E Report Performance 3
2 F Report Data Externally 4 1 2
0 G Use Certified EMR Technology 2 * 1
100
POINTS
28 Elements
152
Factors
6 MP Elements
29 Points
(+8 points)
15
Points
11
Points
Determine what
elements and factors
will be assessed
Level Points
LEVEL 1 35 – 59 points
LEVEL 2 60 – 84 points
LEVEL 3 85 – 100 points
6 of 6 elements required
Must pass > 50%
NCQA
PCMH
Standards
27
28. Greencastle Associates Consulting, LLC 2013
Organization Change Readiness Tool Components
Climate for Change
History of Change
Communications
Current tools and templates
Reporting Structure
Accountability for Outcomes
Improvement Capability
Gap between Practice and
Policy
Integrated vs. Silo-ed
Processes
Metrics & Goals
Availability, Capability and
Capacity of Resources
Priorities
Barriers & Obstacles
Performance Outcome Level
Change Leadership Style
Availability for Training
Experience with Change
Process Ownership
Staff Evolution
Organization People
Process Reality
28
30. Greencastle Associates Consulting, LLC 2013
Gather Assessment Data
Be sensitive to the amount
of time required by
individuals to provide
information during the
assessment phase.
All interviews and data requests
are vetted prior to execution.
30
Observations1
Document Review2
Survey3
Focus Group4
Interview5
SequenceofEvents
31. Greencastle Associates Consulting, LLC 2013
Gather Data – NCQA PCMH Standards
The assessment
must capture why
each element was
either a yes or no.
This information is used to capture elements to be shared across
the enterprise or establish the breadth and depth of a gap
31
33. Greencastle Associates Consulting, LLC 2013
Change Readiness – Dashboard
Organization People Process Reality
Practice A
Practice B
Practice C
Practice D
Practice E
Ready to Proceed
Some Risk: Additional Preparation
High Risk: Significant Preparation
33
34. Greencastle Associates Consulting, LLC 2013c34
Change Readiness Component Analysis
Practice A
Component: Organization
A. Key Findings
1. The organization reacts generally well to change (survey response, adoption of
technologies), however Ad hoc approach to change is a concern, need a better change
process.
2. The overall climate for change to EHR is positive and enthusiastic. How things have
been adopted in the past has caused some anxiety
B. Items to sustain
1. Key Physician champions are requesting new technology
2. Physician users are aware of the change and impact
3. Good use of standard communication plans
4. Senior leaders participate in staff meetings
5. Effective use of Steering Committees for project reporting
C. Items to improve
1. Ad hoc Change Management practices
2. Alignment: Sense of urgency is not consistent amongst staff
3. Alignment: New technology skills not currently present – requires preparatory training
to assist in project delivery
4. Staff concern that technology efficiency will reduce overtime shift availability
5. Not incorporating all available communication vehicles
6. No consistent message for the purpose and drivers of the initiative
Some Risk: Additional Preparation
36. Greencastle Associates Consulting, LLC 2013
PCMH Gap Analysis
1A Access during Office Hours MUST-PASS Pass Sustain Improve
1AF1 Provide same-day appointments
1AF2
Provide timely clinical advice by telephone during
office hours
1AF3
Provide timely clinical advice by secure electronic
messages during office hours
1AF4 Document clinical advice in the medical record
Factor Worksheet – Sustain and Improve Items for Each Factor
Record Review Worksheet – For Elements 3C,3D, 4A
Patient
Number
Clinically Important Condition
1. Preventive
Services?
2. Allergies/
Adverse
Reactions?
3. Blood
Pressure? 4. Height? 5. Weight?
6. Head
Circumference? 7. BMI?
8. Lab Test
Results? 9. Imaging Results?
10. Pathology
Reports?
11. Advance
Directives?
2 C—Use of Electronic Clinical Data
1
2
3
4
5
6
7
8
36
38. Greencastle Associates Consulting, LLC 2013
PCMH Course of Action
Courses of Action
COA 1 COA 2 COA 3
DecisionCriteria
Yields Best Results / Value
Accountability
Stakeholder Buy-in / Fewest Barriers
Speed
Cost
Manageable
Feasibility (easy to complete)
Suitability (fit)
Totals
In order to select a Course of Action (COA), score each COA
using decision criteria
38
39. Greencastle Associates Consulting, LLC 2013c39
Readiness Assessment Benefits
Feature Benefit
Practice Readiness
Current readiness for adoption of PCMH defined and
understood
Change Focused on the
Process Not the People
Reduces defensive behavior of stakeholders
Leadership Understanding of
End-users Attitudes Toward
PCMH Changes
Help choose the correct approach for gaining widest
possible adoption
Executive Assessment
Summary
Creates awareness among senior leaders regarding the
opportunities / decisions / leverage points
Detailed Assessment Report Identification of strengths / obstacles / watch areas
Clear COA Direction
Ongoing actionable items to address increasing
functionality and as well as closing adoption gaps
3rd Party Assessment
Provides unbiased assessment of your process while
leveraging best practices from many industries