The document discusses the benefits of a podular or cellular organizational structure for companies. It notes that supercell organizes into independent teams called "cells" that are given autonomy. The structure promotes connections between people and communication. Examples of activities for the cells include weekly status updates, lunch events like brownbag or mystery lunches, and celebrations.
The document discusses the benefits of a podular or cellular organizational structure for companies. It notes that supercell organizes into independent teams called "cells" that are given autonomy. The structure promotes connections between people and communication. It also mentions benefits like onboarding, weekly status updates, lunch and learning sessions as part of the culture.
One Week | One Tool: ultra-rapid open source development among strangersrshanrath
This document summarizes a project called "One Week | One Tool" where strangers collaborated online for one week to rapidly develop an open source tool. The project aimed to build something useful for digital humanities. Participants were divided into teams focused on outreach, user experience, and development. Through parallel development and consensus-based decision making, the teams worked adaptably to create Anthologize, a tool to convert blogs into books.
Ignite Bloomington - Luci McKean - Happiness Is AvailableLuci McKean
This document contains a title "Happiness Is Available. Help Yourself." and cites various photos and images from different sources like NASA, Flickr, and others. It also lists copyright information and website URLs related to talks and conferences on happiness.
This document provides a list of website URLs related to an education project on literacy. It includes the project name "EDFI 560 Final Project" and links to online dictionaries, literacy programs and stacks of books, as well as photo attribution sites for images of children reading.
This document discusses Creative Commons licenses. Creative Commons licenses allow creators to choose some rights to reserve while dedicating other rights to the public domain or common usage. There are several types of Creative Commons licenses that determine whether modifications can be made, content can be used commercially, and attribution is required. Creative Commons licenses aim to strike a balance between the rights of creators and the public's access to knowledge.
This document discusses Creative Commons licenses. Creative Commons licenses allow creators to choose some rights reserved while also allowing certain uses of their work without permission. There are several types of Creative Commons licenses that determine whether the work can be used commercially, be modified, or require attribution. The document provides bibliographic references and links for the images used.
The document discusses the benefits of a podular or cellular organizational structure for companies. It notes that supercell organizes into independent teams called "cells" that are given autonomy. The structure promotes connections between people and communication. Examples of activities for the cells include weekly status updates, lunch events like brownbag or mystery lunches, and celebrations.
The document discusses the benefits of a podular or cellular organizational structure for companies. It notes that supercell organizes into independent teams called "cells" that are given autonomy. The structure promotes connections between people and communication. It also mentions benefits like onboarding, weekly status updates, lunch and learning sessions as part of the culture.
One Week | One Tool: ultra-rapid open source development among strangersrshanrath
This document summarizes a project called "One Week | One Tool" where strangers collaborated online for one week to rapidly develop an open source tool. The project aimed to build something useful for digital humanities. Participants were divided into teams focused on outreach, user experience, and development. Through parallel development and consensus-based decision making, the teams worked adaptably to create Anthologize, a tool to convert blogs into books.
Ignite Bloomington - Luci McKean - Happiness Is AvailableLuci McKean
This document contains a title "Happiness Is Available. Help Yourself." and cites various photos and images from different sources like NASA, Flickr, and others. It also lists copyright information and website URLs related to talks and conferences on happiness.
This document provides a list of website URLs related to an education project on literacy. It includes the project name "EDFI 560 Final Project" and links to online dictionaries, literacy programs and stacks of books, as well as photo attribution sites for images of children reading.
This document discusses Creative Commons licenses. Creative Commons licenses allow creators to choose some rights to reserve while dedicating other rights to the public domain or common usage. There are several types of Creative Commons licenses that determine whether modifications can be made, content can be used commercially, and attribution is required. Creative Commons licenses aim to strike a balance between the rights of creators and the public's access to knowledge.
This document discusses Creative Commons licenses. Creative Commons licenses allow creators to choose some rights reserved while also allowing certain uses of their work without permission. There are several types of Creative Commons licenses that determine whether the work can be used commercially, be modified, or require attribution. The document provides bibliographic references and links for the images used.
Open Source Community Principles for Organizational ChangeJ.J. Toothman
The document outlines open source community principles for organizational change. It advocates decentralizing control while centralizing information. The principles provide opportunities for participation and transparency. They encourage structured deliberation and dispute resolution. The principles also provide access to raw materials, allow redistribution, and permit forking. Upper management should tune the parameters of communication to support these open source community principles.
Teaching Agile Principles Through Experiential Exercises - Agile & Beyond 2014Andy Brown
This document outlines experiential exercises to teach Agile principles. It includes instructions for exercises involving storytelling without using restricted words, drawing a product based on verbal descriptions without certain words, and sequencing tasks. It also provides principles of Agile such as self-organizing teams, frequent delivery of working software, trust in motivated individuals, and maintaining a constant work pace. The document lists credits for the exercises and instructs participants on pairing and group formation.
Politics affect what content strategists do, in a big way -- and they also play a big role in the success or failure of UX contributions. If a site is built based on aspirations rather than reality, then while user needs might be satisfied, the organization's internal roilings may prevent the site from making a positive difference for the business. If the cloaks of accountabiliity remain unspoken, then it's incredibly challenging to tie digital efforts to metrics that are meaningful to the organization (and that ensure ongoing staffing and budget). And if the internal clients don’t have organizational buy-in, they may go down with that ship too.
Politics often dictate what goes on the home page, what can or can be cross-linked, and even what content is exempt from usability guidelines. We – content strategists, UX practitioners, and designers alike – need to have a shared understanding and speak with a common voice about the need to get past politics in order for the work we do to achieve its intended goals. This session will serve as a call to action and will forge a common path for our profession.
How To Use Open Source Techniques For Your Project Management Needs: Achiev...J.J. Toothman
How the fundamental of open source communities can be adopted within the enterprise and combined with social collaboration tools to change your organization.
Using New Media and Communications Technologies with Newcomers to Canadasettlementatwork
This document provides an overview of using new media and communication technologies to engage newcomers to Canada. It discusses how most newcomers are online and have certain expectations of online services. It also outlines some strategies for organizations to develop an online presence and engage in social listening. Finally, it recommends some specific tools like email, RSS feeds, social networks and mobile technologies that can be used, and provides additional resources for learning more.
Organization 2.0: Avoiding the Social Software GraveyardMeredith Farkas
The document discusses how social software initiatives in libraries often fail and provides recommendations for successful Library 2.0 projects. It notes that initiatives often fail because they are not tied to the library's strategic goals or planned and supported over time. Successful projects clearly define goals tied to the institution, involve staff in planning, devote ongoing time and support, and continually assess the initiative. The document advocates for developing a culture open to new ideas, risk, creativity, and networking to support sustainable Library 2.0 projects.
This presentation is divided into the following sections:
- A brief history of collaboration and sharing
- An introduction into "2.0" and consumer tools reaching into the business world
- Attention. Collaboration. Discovery.
- A quick demo of Socialtext Dashboard, Workspaces, and People
- Best practices for successful implementation and adoption of social software
- Things to look for in choosing a vendor
Shuhari is a Japanese concept, describing the stages of learning to mastery. It is through this process that we learn the rules, then bend the rules and finally, break the rules for real creative freedom, opening the door to mastery, unhindered. In this presentation, you will learn the rules of the agile software development as described in the agile manifesto, then learn how to bend those rules to improve and innovate and finally, you'll understand how to transcend the rules in order to make your teams high-performing and able to deliver customer delight and deep satisfaction.
This PowerPoint presentation provides tips for creating an effective presentation. It recommends preparing well in advance to prevent poor performance. Know the content of your presentation inside and out. Always use presenter view while presenting. Dress professionally and present with passion and power, making eye contact with the audience. Keep the presentation concise and on time. Use minimal text, sans serif fonts, and avoid clipart. Think creatively about visuals and use color wisely. Tell a story and check spelling and grammar.
Can you hear me now? Capturing the Attention of a Virtual AudienceReadyTalk
Presenting to a virtual audience can be intimidating even for those who are well-versed in public speaking. As a presenter on a virtual event or webinar, you are competing for your audience’s attention with distractions outside of your control – email, chat and the Internet are all available at your audience’s fingertips. How can you ensure that your message is being heard? How can you ensure you’re providing leadership and value?
Learn tips and techniques that can be used by speakers and moderators to educate, entertain and maintain the attention of your virtual audience.
-Discover how to be a better speaker in a remote environment
-Learn new moderator tactics
-Develop a visual presentation that complements your message
-Uncover the value in presenting from a thought leadership perspective
Open Source Software in an Enterprise WorldJan Weber
Most enterprises are using open source software today to reduce costs, with open source components ranging from operating systems to applications. While cost reduction is the main driver for enterprise open source use, some companies also contribute back to open source projects, though many unfortunately do not.
This document discusses how digital scholarship through open journals, blogs, and social media will achieve the same status as traditional scholarship in academic settings within the next decade. It cites 7 converging pressures that will contribute to this change, including the greater impact and efficiency of digital scholarship as well as institutional benefits from social media. While digital scholarship will not completely replace traditional formats, the overall direction of change favors digital and networked approaches gaining equal recognition and importance alongside traditional academic works.
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdfChart Kalyan
A Mix Chart displays historical data of numbers in a graphical or tabular form. The Kalyan Rajdhani Mix Chart specifically shows the results of a sequence of numbers over different periods.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Open Source Community Principles for Organizational ChangeJ.J. Toothman
The document outlines open source community principles for organizational change. It advocates decentralizing control while centralizing information. The principles provide opportunities for participation and transparency. They encourage structured deliberation and dispute resolution. The principles also provide access to raw materials, allow redistribution, and permit forking. Upper management should tune the parameters of communication to support these open source community principles.
Teaching Agile Principles Through Experiential Exercises - Agile & Beyond 2014Andy Brown
This document outlines experiential exercises to teach Agile principles. It includes instructions for exercises involving storytelling without using restricted words, drawing a product based on verbal descriptions without certain words, and sequencing tasks. It also provides principles of Agile such as self-organizing teams, frequent delivery of working software, trust in motivated individuals, and maintaining a constant work pace. The document lists credits for the exercises and instructs participants on pairing and group formation.
Politics affect what content strategists do, in a big way -- and they also play a big role in the success or failure of UX contributions. If a site is built based on aspirations rather than reality, then while user needs might be satisfied, the organization's internal roilings may prevent the site from making a positive difference for the business. If the cloaks of accountabiliity remain unspoken, then it's incredibly challenging to tie digital efforts to metrics that are meaningful to the organization (and that ensure ongoing staffing and budget). And if the internal clients don’t have organizational buy-in, they may go down with that ship too.
Politics often dictate what goes on the home page, what can or can be cross-linked, and even what content is exempt from usability guidelines. We – content strategists, UX practitioners, and designers alike – need to have a shared understanding and speak with a common voice about the need to get past politics in order for the work we do to achieve its intended goals. This session will serve as a call to action and will forge a common path for our profession.
How To Use Open Source Techniques For Your Project Management Needs: Achiev...J.J. Toothman
How the fundamental of open source communities can be adopted within the enterprise and combined with social collaboration tools to change your organization.
Using New Media and Communications Technologies with Newcomers to Canadasettlementatwork
This document provides an overview of using new media and communication technologies to engage newcomers to Canada. It discusses how most newcomers are online and have certain expectations of online services. It also outlines some strategies for organizations to develop an online presence and engage in social listening. Finally, it recommends some specific tools like email, RSS feeds, social networks and mobile technologies that can be used, and provides additional resources for learning more.
Organization 2.0: Avoiding the Social Software GraveyardMeredith Farkas
The document discusses how social software initiatives in libraries often fail and provides recommendations for successful Library 2.0 projects. It notes that initiatives often fail because they are not tied to the library's strategic goals or planned and supported over time. Successful projects clearly define goals tied to the institution, involve staff in planning, devote ongoing time and support, and continually assess the initiative. The document advocates for developing a culture open to new ideas, risk, creativity, and networking to support sustainable Library 2.0 projects.
This presentation is divided into the following sections:
- A brief history of collaboration and sharing
- An introduction into "2.0" and consumer tools reaching into the business world
- Attention. Collaboration. Discovery.
- A quick demo of Socialtext Dashboard, Workspaces, and People
- Best practices for successful implementation and adoption of social software
- Things to look for in choosing a vendor
Shuhari is a Japanese concept, describing the stages of learning to mastery. It is through this process that we learn the rules, then bend the rules and finally, break the rules for real creative freedom, opening the door to mastery, unhindered. In this presentation, you will learn the rules of the agile software development as described in the agile manifesto, then learn how to bend those rules to improve and innovate and finally, you'll understand how to transcend the rules in order to make your teams high-performing and able to deliver customer delight and deep satisfaction.
This PowerPoint presentation provides tips for creating an effective presentation. It recommends preparing well in advance to prevent poor performance. Know the content of your presentation inside and out. Always use presenter view while presenting. Dress professionally and present with passion and power, making eye contact with the audience. Keep the presentation concise and on time. Use minimal text, sans serif fonts, and avoid clipart. Think creatively about visuals and use color wisely. Tell a story and check spelling and grammar.
Can you hear me now? Capturing the Attention of a Virtual AudienceReadyTalk
Presenting to a virtual audience can be intimidating even for those who are well-versed in public speaking. As a presenter on a virtual event or webinar, you are competing for your audience’s attention with distractions outside of your control – email, chat and the Internet are all available at your audience’s fingertips. How can you ensure that your message is being heard? How can you ensure you’re providing leadership and value?
Learn tips and techniques that can be used by speakers and moderators to educate, entertain and maintain the attention of your virtual audience.
-Discover how to be a better speaker in a remote environment
-Learn new moderator tactics
-Develop a visual presentation that complements your message
-Uncover the value in presenting from a thought leadership perspective
Open Source Software in an Enterprise WorldJan Weber
Most enterprises are using open source software today to reduce costs, with open source components ranging from operating systems to applications. While cost reduction is the main driver for enterprise open source use, some companies also contribute back to open source projects, though many unfortunately do not.
This document discusses how digital scholarship through open journals, blogs, and social media will achieve the same status as traditional scholarship in academic settings within the next decade. It cites 7 converging pressures that will contribute to this change, including the greater impact and efficiency of digital scholarship as well as institutional benefits from social media. While digital scholarship will not completely replace traditional formats, the overall direction of change favors digital and networked approaches gaining equal recognition and importance alongside traditional academic works.
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdfChart Kalyan
A Mix Chart displays historical data of numbers in a graphical or tabular form. The Kalyan Rajdhani Mix Chart specifically shows the results of a sequence of numbers over different periods.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Best 20 SEO Techniques To Improve Website Visibility In SERPPixlogix Infotech
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
Building Production Ready Search Pipelines with Spark and MilvusZilliz
Spark is the widely used ETL tool for processing, indexing and ingesting data to serving stack for search. Milvus is the production-ready open-source vector database. In this talk we will show how to use Spark to process unstructured data to extract vector representations, and push the vectors to Milvus vector database for search serving.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Generating privacy-protected synthetic data using Secludy and MilvusZilliz
During this demo, the founders of Secludy will demonstrate how their system utilizes Milvus to store and manipulate embeddings for generating privacy-protected synthetic data. Their approach not only maintains the confidentiality of the original data but also enhances the utility and scalability of LLMs under privacy constraints. Attendees, including machine learning engineers, data scientists, and data managers, will witness first-hand how Secludy's integration with Milvus empowers organizations to harness the power of LLMs securely and efficiently.
Webinar: Designing a schema for a Data WarehouseFederico Razzoli
Are you new to data warehouses (DWH)? Do you need to check whether your data warehouse follows the best practices for a good design? In both cases, this webinar is for you.
A data warehouse is a central relational database that contains all measurements about a business or an organisation. This data comes from a variety of heterogeneous data sources, which includes databases of any type that back the applications used by the company, data files exported by some applications, or APIs provided by internal or external services.
But designing a data warehouse correctly is a hard task, which requires gathering information about the business processes that need to be analysed in the first place. These processes must be translated into so-called star schemas, which means, denormalised databases where each table represents a dimension or facts.
We will discuss these topics:
- How to gather information about a business;
- Understanding dictionaries and how to identify business entities;
- Dimensions and facts;
- Setting a table granularity;
- Types of facts;
- Types of dimensions;
- Snowflakes and how to avoid them;
- Expanding existing dimensions and facts.
Ocean lotus Threat actors project by John Sitima 2024 (1).pptxSitimaJohn
Ocean Lotus cyber threat actors represent a sophisticated, persistent, and politically motivated group that poses a significant risk to organizations and individuals in the Southeast Asian region. Their continuous evolution and adaptability underscore the need for robust cybersecurity measures and international cooperation to identify and mitigate the threats posed by such advanced persistent threat groups.
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
Project Management Semester Long Project - Acuityjpupo2018
Acuity is an innovative learning app designed to transform the way you engage with knowledge. Powered by AI technology, Acuity takes complex topics and distills them into concise, interactive summaries that are easy to read & understand. Whether you're exploring the depths of quantum mechanics or seeking insight into historical events, Acuity provides the key information you need without the burden of lengthy texts.
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
Taking AI to the Next Level in Manufacturing.pdfssuserfac0301
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
1. How quickly AI is being implemented in manufacturing.
2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
How to Get CNIC Information System with Paksim Ga.pptx
Icew workshop hpi_sv
1. International Clinical Engineering Workshop, Pune, 2011 PLAMAHS and the art of management How to get the best out of both people and healthcare technology Rob Parsons [email_address]
2. Each slide has notes attached, going into detail about the topic of the slide .
37. Give a man a fish and he eats for a day. Teach him how to fish...
38. … and he sits in a boat drinking beer all day long
39.
40. Establish a sense of urgency Form a powerful coalition Create a vision Communicate the vision Empower others to act on the vision Plan for and create short-term wins Consolidate improvements and producing still more change Institutionalise new approaches
Rob Parsons of Health Partners International discusses how to manage, and gives introductions to two of HPI's products: The How To Manage series of guides for healthcare technology PLAMAHS – inventory and management software for medical equipment. The main focus of the presentation is on management.When we talk about healthcare technology management, we tend to talk a lot about healthcare and technology, but less about management. The purpose of this presentation is to introduce general management skills and show how they can be used in the jobs that you have, or will have in the future.
This is your speaker, Rob Parsons, doing what he does best.
HPI is a partnership of skilled and experienced professionals, providing high quality technical services for the health sector. We are specialists in health systems and management. Since 1995, we have initiated and supported lasting health initiatives in more than 30 countries across Africa, Asia, the Middle East, Latin America, the South Pacific and the Caribbean. We collaborate with local partners and stakeholders to find practical solutions to the challenges of health systems, often in difficult environments, to ensure sustainable health care is available for all, especially the poor.
PLAMAHS - Planning and Management of Assets in Health Services collates information on health sector physical assets to provide: - information on the status of the present asset base through inventory and maintenance information - reference to health and equipment policy in order to assess compliance with the policy - budgets in order to plan and allocate the available financial resources - procurement information, supporting the acquisition process of the appropriate equipment.
This Series of Guides aims to promote better management of healthcare technology and to provide practical advice on all aspects of its acquisition and utilization, as well as on the organization and financing of healthcare technical services that can deliver effective HTM. The Guides – individually and collectively – have been written in a way that makes them generally applicable, at all levels of health service delivery, for all types of healthcare provider organizations and encompassing the roles of health workers and all relevant support personnel.
Managers actually do all sorts of things, and they tend to do them very quickly. But the most important things they do can be encapsulated in the list on this slide. Each of these forms the framework for one session during this part of the workshop.
I know that many technicians and engineers prefer machinery to people. Machines don't answer back and don't have off days. But you can't be in a place where you have no contact with people like this igloo; you have to work on people, at people and with people if you are to do your job properly. Which is why my next slide says....
We tend to think of management as being done by people who have the word “manager” in their job title. In some sense those people do things the rest of us may not, as they usually have people reporting to them whose work they control. But the fact is that everybody, whatever their job title, and whatever their role and responsibility, uses management skills to get the job done. That will be clear if you think about the focus of management, as outlined on the next slide.
There are more definitions of “management” than you can shake a stick at. Here is a simple one which gets together the two key ideas. One is that management always has a purpose. The second is that it always involves getting people to do things. Everything else flows from this.
This slide gives you a bit more of an idea about how managers set about doing what they're doing. The key issue here is that management is active, always planning, checking progress, adjusting to take account of new circumstances, always looking for alternative solutions to problems. We get to Attila the Hun in slide 44.
Participants at the workshop got action cards at this point. Each card had five sections,one for each of the management activities listed in slide 6. At the end of each session the participants were invited to write one key point for later action from that session on their action card. These completed action cards formed the basis of the final activity for the presentation.
This is the beginning of the section on “managers know things”. My main point here was about knowing what we do, and I took Peter Drucker's habit as my starting point. He always began a consultancy with the senior management team, and he asked them one simple question, “What do you do?” He would not let them move on until they had all agreed to a simple definition of what the organisation did. Sometimes it took days, but until they had that basic agreement, there was no point in moving on. I invited participants to try telling others what they did in their jobs. Some found it easier than others. We had already noted that one of the big problems for clinical engineers was that other professionals did not know what CEs do. So CEs need to be able to tell them simply and convincingly. If you can't outline your job easily in one or at most two simple sentences, you need to work on it. Note: people often answer the question by saying what they “are”, not what they “do”. “I'm a clinical engineer”, isn't an answer to the question.
This is an illustration of the point. I was once in charge of a community centre called Brighthelm in Brighton, England. The purpose of Brighthelm was to get community work done in the surrounding area, but after my team and I had been running it for a few months we realised that it wasn't our job to do the community work. There were lots of locally based people who were better placed and better motivated than us to do that. Our job was to enable them to do their job by making the facilities of the centre as suitable as possible for their purposes. Our answer to the question “What do you do?” became, “We make space”. Very simple, clear to communicate, and very motivating.
A very good principle for managers to work with. Things can usually be a lot simpler than they are. People working in organisations tend to add bits and pieces to the policies and the rules with which they work. Always see if you can cut through through all the unnecessary rules to the ones that really matter. It's the Occam's Razor* principle of management. *Look it up.
We move on now to the second field – managers create information. I mention “knowledge management” at this stage as it is, deservedly, flavour of the month. Knowledge comes in two forms, what is on paper and what is in people's heads. The idea behind KM is to make the best use of all that information regardless of its source. KM is difficult to do on your own; your entire organisation's culture will determine how knowledge is managed. But you can do your bit in your own sphere, and one of the best things managers can do for those they work with is to make sure that they have the information they need to do their job. Sometimes the information is not there, sometimes it is there, but not in usable form, so it is your job as a manager of that field to get the information and to make it usable.
There is a great tendency to create information out of anything that can be measured. Measurable information has its place, but it is only part of the story. Organisations get too attached to numbers because they appear to be clear. You know what it means if you've achieved 50%, 70%, 100% or 120% of your target. But much of the information you need is unmeasurable – it's about people's reactions, about whether they use a new machine enthusiastically or with trepidation. It's often about whether they care. Never be frightened of information that doesn't come with a number attached.
The primary point here is that if you don't get the right information about the right things, you end up with confused staff and colleagues.
Curve A: Crisis Management: ◆ major periodic injections of new equipment ◆ poor preservation of existing stock Curve B: Stable Healthcare Technology Management: ◆ preservation (maintenance) of equipment ◆ regular planned replacement Curve C: Good Healthcare Technology Management: ◆ preservation of equipment ◆ regular planned replacement ◆ improved performance through internal learning processes Source: Remmelzwaal, B, 1994, ‘Foreign aid and indigenous learning’, Science Policy Research Unit, University of Sussex, UK This slide illustrates some of the effects of poor management and information. Line A show what happens if you don't make sure the team has timely information and good management. They go downhill till the manager makes an effort and pulls them up again, then they go downhill again....
This is the point at which we introduce the “How to Manage” guides for healthcare technology management. The idea behind the guides was to have a set of resources available which would enable any country or province to set up a healthcare technology management policy and system from scratch, if need be, and get everything in the right place. There are six guides altogether, all freely downloadable from the HPI website ( http://www.healthpartners-int.co.uk/our_expertise/how_to_manage_series.html ) and from other sites. There is also a course based on guide 2 housed at the Open University (UK): http://labspace.open.ac.uk/course/view.php?id=5842 The guides open with a statement of how healthcare technology fits into the entire healthcare system, as illustrated here.
This shows how the topics of each of the guides fit together. Organising and efficiency frame the activities of planning, procurement, maintenance and operation. The six guides are together about 1500 pages long and contain nearly half a million words. They go into everything in considerable detail. These slides do not cover the whole process, but rather give a flavour of the sort of thing you can expect to see if you use the guides. A selection of issues from the guides is dealt with in the next four slides.
This diagram illustrates all of the stages in the process of healthcare technology management. It shows how they all fit together, and how the whole process is cyclical.
This and the next slide are two different metaphors for the issue of lifecycle costs when considering how to budget and plan for healthcare technology. The cost of purchase is only one factor – spare parts, maintenance, consumables, repairs, training time, operating time, costs of decommissioning for some technology
The hippo illustrates the same issue as the iceberg – lifecycle costs. It does so in a more culturally appropriate way for Africans, and thereby illustrates another important theme of management. (This is not dealt with as such in the guides, but it's appropriate to raise it here.) With globalisation cultural awareness has become important everywhere nowadays. Many, many large companies operate across national and continental boundaries, so it is important to be aware that the people you are trying to deal with do things differently. It's more important in many African and Asian countries, though, where ethnic divisions are often contained within national boundaries. People in such places have probably grown up with a knowledge that people are different, but that knowledge needs to be revisited and honed for use in working together with colleagues, whatever their origins. There are a number of other issues that culture can throw up, and one of the most prevalent is that men have a variety of ways of not crediting women or listening to them. We are lucky to have numbers of women practising and training as clinical engineers, so this issue is going to be relevant in many workplaces. It is not something that should be accepted – all staff, male and female, in any workplace, must strive to ensure that everybody's voice is heard effectively.
This is another image familiar to anybody who has dealt with procurement and budget planning. The lifetime costs of a piece of equipment are bunched towards the beginning and the end of its life. The beginning includes commissioning and training costs, initial purchase of consumables and spares, and troubleshooting. Then we have a trouble free few years, and then costs begin to mount as the equipment gets older and requires more repair and maintenance. It may well be also that spares and consumables become harder to get and so more expensive. And that is the end of the series of snapshots from the How to Manage guides.
And we introduce PLAMAHS The trees represent: P-heavy – the full fledged Access based version P-lite – the soon to be ready free and open source version P-web – the MySQL based web version currently in production.
This diagram represents the possibilities that will be available when P-web is fully functional. Data can be entered remotely from a tablet computer, or if there is no connectivity data can be stored on the tablet and then merged into the main database later. It can also be collected on a sub-server via a local network and then again merged into the main database later.
PLAMAHS crunches data very quickly and in a very versatile fashion. But the key to its use is proper planning,entering and maintenance of the inventory, and proper policy making. HPI helps to train users to build the right policies and implement the right practices and decisions. The first part of inventory activity is crucial. Without accurate and complete entry of the equipment inventory, future decisions will always be based on inaccurate information. So the first entering of the inventory needs to be done exactly right,and to have time and people put aside to be dedicated to that task for as long as it takes. A key issue for management is that the data clerk who inputs the data is likely to be one of the lowest paid people in the team. You have a task to ensure that those people understand the importance of and are committed to accuracy in their work. We return to this in slides 40 and 41.
And it is not just about entering data on the system. Each item of equipment has to be identifiable later in its life, so the inventory taking process involves labelling all pieces of equipment with a unique number, and that number is noted and entered into PLAMAHS so that it can be clearly identified later on.
Teams of people drawn from different departments -finance,planning, medical, technical, facilities – will be involved in the planning. One of the key features of planning, which PLAMAHS is built to help with, is decisions about what to use as model lists for equipment for the various different facilities and needs. PLAMAHS has a number of widely used model lists built in to its database. Custom built model lists can be inserted if desired.
Budgeting is a key feature of any healthcare technology management system, and PLAMAHS is able to help with working out budgets for both procurement and maintenance.
This is the cast of Sex and the City, carrying out their habitual procurement activities. Procurement is a complex and often neglected part of healthcare technology management. PLAMAHS helps with model lists, drawing up specifications, predicting and planning for procurement.
One of the reasons why Heath Robinson was so brilliant is that his inventions always did the job they were intended to do, despite the technology looking decidedly ropey. For technicians doing their jobs, working with technical specifications, and maintenance guidance is crucial, and is facilitated by the data that PLAMAHS houses on each piece of equipment.
PLAMAHS can identify the precise geographical location of any piece of equipment, file photos of it at various stages of its life, store maintenance manuals and information, give a lifecycle position, and provide a detailed history. With the maintenance module (available in P-heavy) it can note both repair and preventive maintenance requirements, and produce and maintain job cards.
Model lists of equipment are provided. Custom lists can also be added. In the P-heavy version inventory can be compared with a model list to produce a gap analysis,and a list of equipment that will need to be procured, with indicative budgets. And that is the end of our introduction to PLAMAHS. Further details can be found at http://www.healthpartners-int.co.uk/our_expertise/plamahs.html For P-lite anyone can join the P-lite Google group at https://groups.google.com/forum/?hl=en#!forum/plamahs
We continue with management. One of the most important tasks for managing is shepherding. It is impossible to get people to do exactly what you want. They will always have different ideas, they will get enthusiastic about different things and in different ways to you. That does not matter as long as you keep people moving in roughly the right direction. Sometimes you can successfully instruct people to do something precisely, but it won't work all the time. In fact you don't want it to work all the time. The most valuable asset any colleague has nowadays is their initiative. If you give them precise instructions all the time, you will stifle that initiative. Tell them what you need to happen and give them the minimum help they need to work out how to do it. Their initiative will always find different ways of doing things, and that is absolutely fine. We will address this issue more when we get to Peters and Waterman (slides 50 and 51).
One of the most used modern ways of keeping people going in the right direction is Key Performance Indicators (usually shortened to KPIs). For KPIs you choose a number of things which you require people to report on at regular intervals. Four or five is common. Much more than that tends to dilute people's efforts. With KPIs it's very important to keep things simple (slide 14). There is a whole industry of KPI consultants, and bits of software, and theorising, and must haves that go on behind KPIs, but most of those serve only to confuse issues. Set on a few things that are clearly of major importance for your work and figure out how you can keep tabs on them. Notice that I carefully didn't say “measure”. KPIs are one of the worst areas for organisations measuring that which can be measured rather than that which is important. If customer satisfaction is important to you, for instance, you can't do it with numbers. Take surveys and collate the evidence; keep an eye on user forums on Google or Twitter or Facebook; keep a close eye on reviews in the papers and the specialist journals; talk to your customers (there's a revolutionary idea). Some indicators will be susceptible to measurement – that's fine.
This and the next slide refer back to one of the issues dealt with in slide 35. It derives from the saying, “Give a man a fish and he eats for a day. Teach him how to fish and he eats for life.”
But in this version he invents his own way of eating for life. It is a lesson in the fact that whatever you try to teach people they will learn what they choose to learn, and in their own way. It's important to let those exercises in creativity happen.
Portrait of John Kotter. He invented an eight step change process, outlined in the next slide. You can find more on this in lots of places on the net. Here is one: http://www.mindtools.com/pages/article/newPPM_82.htm
He said that in any change process you have to go through all the stages, and he also said that there were eight common errors, one at each stage, that prevented the process from working as well as it can. To my mind, they're all important, but if any are more important than the others, they are at the beginning and the end. At the beginning you need to know what you actually want to do – what your vision is. And,going right back to slide 12, you need to able to communicate that vision to your colleagues simply and clearly. And at the end,when the change has happened, it's very common to stop working and assume that things are going to stay the same. They won't if you take the pressure off straight away. They are likely to revert to the old state, or to somewhere halfway in between. You need to make sure the change is cemented.
This Caterpillar truck is one of Peters and Waterman's examples from their book “In Search Of Excellence”. It comes in here because it's a very good example of how to motivate people. A lot of what we've seen above, particularly in slides 27,36 and 40, is about motivating people. There is no one size fits all way to motivate people. You have to look at each person and each department. At Caterpillar they make these massive trucks. Testing the trucks is a really good job; you get to drive them over sand dunes in the desert all day long. But they also have people whose entire working lives consist of making nuts, or bolts, or washers in a factory. They answered the problem of keeping those people motivated to deliver good quality by taking them regularly to the testing grounds to watch the monsters at play. “ What do you do?” “ I make washers.” “ Well, there's three hundred of your washers in that wheel that's towering over you.” Always look for what works.
This slide and the next deal in more detail with the issue of culture. Geert Hofstede (this slide) came up with a way of describing different cultures according to five dimensions. These are: - power distance - individuality - masculinity - uncertainty avoidance - long term orientation. He suggested a three point scheme for dealing with cultural differences: - recognise: recognise the differences that exist - respect: respect those differences, don't just try to brush them aside - reconcile: then work to reconcile them so that people can work together. You can find out more from Hofstede's website: http://www.geert-hofstede.com/
Fons Trompenaars, with Charles Hampden-Turner, developed a seven dimensional model of culture. Five cover the ways people deal with each other.: 1. Universalism vs. particularism (What is more important, rules or relationships?) 2. Individualism vs. collectivism (communitarianism) (Do we function in a group or as individuals?) 3. Neutral vs. emotional (Do we display our emotions?) 4. Specific vs. diffuse (How separate we keep our private and working lives) 5. Achievement vs. ascription (Do we have to prove ourselves to receive status or is it given to us?) In addition there is a different way in which societies look at time. 6. Sequential vs. synchronic (Do we do things one at a time or several things at once?) The last important difference is the attitude of the culture to the environment. 7. Internal vs. external control (Do we control our environment or are we controlled by it?) This is from Wikipedia: http://en.wikipedia.org/wiki/Fons_Trompenaars Trompenaars also has his own Youtube channel, and is a very engaging speaker. Both of these schemes enable you to be aware of the cultural difference between people, and to make better decisions as to how to handle them. Neither is prescriptive: they don't tell you what to do, they give you the tools to work it out for yourself.
Every year brings a new set of management books and management nostrums. Some are snake oil, most are rehashes of good ideas that have always worked, but have been freshened up for the new year. One of my favourites, more than 20 years old, is Wess Roberts' “The Leadership Secrets of Attila the Hun”. It's short, very readable,and full of good ideas. Some people don't like it. That's one thing that is good about having so many books available – you can always find one that works for you.
This and the next slide are principles from Attila, and they are about being strategic. Sometimes you need to fight a battle to get what you want, but there's no point in fighting a battle you can't win. (Except in the very rare cases where you have to stand on principle.) So, think about what you're doing. If you cannot see clearly how you are going to win something, retreat and relax. If the battle is unwinnable,live with it. If the battle might be winnable, leave it for now, but prepare for it. Make allies. Even where you can't make allies as such, you can often soften people up over a period of time, by being reasonable and helpful to them, while keeping your idea on the boil. Strengthen your argument. Look for facts and figures that you can quote to help your cause. Don't give up on it, but choose your moment.
In the same vein, you need to keep an eye out for who are the powerful people around you. There are four kinds of power: - personal power: some people have just got it - position power: who's the boss - expert power: people who know things other people don't, or have skills other people don't - resource power: people who control access to things. The boss's secretary, and the keeper of the stores come to mind. People need to be respected for who they are as well as for what they can do. There is no point in needlessly annoying someone who is in a position to give you a lot of grief. So don't.
Now we move on to the next management skill. This is problem solving. Managers do it all the time. In fact everybody does it all the time. But some people do it better, and more systematically than others. The key lies in being systematic in your approach, and imposing yourself on the problem. The world doesn't come neatly packaged in discrete bits. Neither do problems. That is to say, only the easy ones do. If you've run out of paper, you order some more and make do till it arrives. But the kind of problem that takes the talents of a manager to solve is always a mess (rather like the mess on the front of this slide). A mess has no structure, no obvious point of application, no obvious route through to a solution. So the first thing you do is turn the mess into a problem. In other words, you impose some structure on it, and you use the structure to work your way towards a solution. As you gain experience in problem solving, you learn to understand where structures may emerge from messes. A common issue for instance with anything concerning money is about controlling the cash. If you stop anybody spending anything with your authority, for instance, it becomes easy to see where the pressures are (and to conserve your bank balance as well). With work scheduling, if there are competing methods of authorising work getting in the way of each other, then insist on only one, a new one if necessary, and see how the flow is going.
In problem solving, leadership is important. Leadership is like management – everybody does it, even if they don't have leadership positions as such. If you want something done, the odds are that you will have to lead it. So don't be afraid to put yourself forward when it's relevant. Other people will thank you for it in the long run.
Whether or not you're leading or managing at any particular time, do make sure to get on top of things. Take what is called a helicopter view. Don't look just at your own job or your own department, take a look at what is happening in the whole organisation. It's an important part of both management and leadership. (People often use the two words pretty much interchangeably by the way. To my mind leadership leans slightly towards the more social issues around influencing people to get them to do what you think they need to do.) You need to do it regularly so that when a problem occurs that needs your attention, you know what the ground outside is looking like before you start.
These two are more of my favourite authors. Although they worked together for a long time, I couldn't find a photo of the two of them together. I've no idea whether that means something or not. Their first big book “In Search of Excellence” examined a number of companies and came up with eight characteristics of excellence: - A bias for action, active decision making - 'getting on with it'. Facilitate quick decision making & problem solving tends to avoid bureaucratic control - Close to the customer - learning from the people served by the business. - Autonomy and entrepreneurship - fostering innovation and nurturing 'champions'. - Productivity through people- treating rank and file employees as a source of quality. - Hands-on, value-driven - management philosophy that guides everyday practice - management showing its commitment. - Stick to the knitting - stay with the business that you know. - Simple form, lean staff - some of the best companies have minimal HQ staff. Simultaneous loose-tight properties - autonomy in shop-floor activities plus centralized values. Their work has been criticised by many, and it is noticeable that many of the companies they portrayed in their book as excellent went on to less than stellar performances in later years. But the principles still hold good. You can have these characteristics and not be excellent. But if you want to be excellent, chances are you'll need to have them.
To my mind, one of the key properties of excellent organisation is their final characteristic; simultaneous loose tight properties. This goes back to a lot of what we have already talked about – in slides 12, 35, 36, 38 and 40, for example. Peters and Waterman talk about values rather than goals, but it comes to the same result. The tight bit is being clear about what the organisation's values are. The loose bit is in giving employees a considerable amount of autonomy in how they set about actualising those values. That can be a hard thing to do, because as we discussed in slide 38, people have their own way of doing things and it may not be to your taste. It involves giving up power. It needs to be done.
This final slide is about planning. This has partly been dealt with in the work on Kotter, slide 40, where he talks about creating small wins. When you're planning to do things, plan manageable stages. Give yourself and other people milestones that they can understand and by which they can measure their progress. (You see, I'm not against measurement in the right places.) And plan in celebrations when you make those milestones. A celebration can just be a handshake or a cup of tea, but it's important to make sure that you get them in. that's part of recognition, and when you recognise the achievements of your subordinates or your colleagues, you put a smile on their face. That is the end of my presentation for the ICEW workshop, so there only remains one thing for me to say.....