The document discusses information ergonomics and how to design websites to be accessible and welcoming to all users. It notes that a percentage of the population has disabilities like illiteracy, dyslexia or color blindness. Websites need to be designed using tools like images, sound, video and easy navigation to ensure usability for everyone. The key principles of information ergonomics are visibility, audibility, navigability, compact information, trustworthiness and making users feel welcome.
This document provides an overview of HTML5 and CSS3 standards and capabilities. It discusses the evolution of HTML standards over time from HTML4 to XHTML to HTML5. It highlights new HTML5 features like canvas, video, forms, and offline applications. It also summarizes new CSS3 features for borders, backgrounds, shadows, transitions, transforms, and web fonts. The document encourages adoption of open web standards and provides examples and links for further reading.
The document provides an overview of HTML5 including:
- A brief history of HTML standards from 1991 to the development of HTML5 in 2009.
- An explanation that HTML5 is intended as a replacement for older HTML and XHTML standards.
- A preview of some new features covered in HTML5 like video, audio, canvas, forms, local storage and web workers.
The future is unwritten. By rethinking our assumptions about tomorrow, we can shape new possibilities and make progress on humanity's greatest challenges. Bold ideas and collective action are needed to build a more just, sustainable and peaceful world for all.
advanced search in internet 1
years 2011
advanced search in YouTube and how to do account in YouTube
advanced search in Facebook and how to do account in Facebook
account in twitter
Based in Santa Barbara and Los Angeles, CA, Realty411 Media and Marketing publishes online and print magazines, e-newsletters and handles marketing communications for companies interested in reaching investors. Our services include: print and online advertising, social media marketing, email blasts, efax blasts, telemarketing, event marketing and real estate education.
To contact us directly, call:
310.994.1962
The site is renovating a 50,000 square foot office building in Reading, stripping it to the shell and refitting the interior. Safety, environmental protection, community engagement and workforce well-being are taken seriously on site. The site is very tidy with good signage and communications. It engages with local schools and minimizes disruptions. Environmental impacts were considered in design and operations follow an environmental policy. Safety training and emergency procedures are implemented. The workforce has access to facilities and training opportunities, though showers are not provided. The site demonstrates good consideration in its operations.
This document provides guidance for secretaries on how to effectively perform their role. It emphasizes that the secretary is critical to ensuring smooth operations and communication within an organization. Good secretaries are dedicated, organized, and have strong writing skills. The document outlines important tasks for secretaries, such as obtaining past records, developing a filing system, being punctual and prepared, accurately documenting meetings, and following proper meeting minute formatting. Secretaries must ensure the president and organization are well supported through their work.
Portfolio management allows organizations to manage all projects and initiatives holistically by viewing them together as a portfolio. This allows for comparisons between projects to determine which provide the greatest value and alignment with organizational goals and objectives. Officials can use portfolio management to prioritize projects, balance investments, and ensure resources are allocated to initiatives that best achieve strategic objectives. The process involves defining selection criteria, scoring and ranking projects against those criteria, and continuously monitoring and evaluating projects throughout their lifecycles.
This document provides an overview of HTML5 and CSS3 standards and capabilities. It discusses the evolution of HTML standards over time from HTML4 to XHTML to HTML5. It highlights new HTML5 features like canvas, video, forms, and offline applications. It also summarizes new CSS3 features for borders, backgrounds, shadows, transitions, transforms, and web fonts. The document encourages adoption of open web standards and provides examples and links for further reading.
The document provides an overview of HTML5 including:
- A brief history of HTML standards from 1991 to the development of HTML5 in 2009.
- An explanation that HTML5 is intended as a replacement for older HTML and XHTML standards.
- A preview of some new features covered in HTML5 like video, audio, canvas, forms, local storage and web workers.
The future is unwritten. By rethinking our assumptions about tomorrow, we can shape new possibilities and make progress on humanity's greatest challenges. Bold ideas and collective action are needed to build a more just, sustainable and peaceful world for all.
advanced search in internet 1
years 2011
advanced search in YouTube and how to do account in YouTube
advanced search in Facebook and how to do account in Facebook
account in twitter
Based in Santa Barbara and Los Angeles, CA, Realty411 Media and Marketing publishes online and print magazines, e-newsletters and handles marketing communications for companies interested in reaching investors. Our services include: print and online advertising, social media marketing, email blasts, efax blasts, telemarketing, event marketing and real estate education.
To contact us directly, call:
310.994.1962
The site is renovating a 50,000 square foot office building in Reading, stripping it to the shell and refitting the interior. Safety, environmental protection, community engagement and workforce well-being are taken seriously on site. The site is very tidy with good signage and communications. It engages with local schools and minimizes disruptions. Environmental impacts were considered in design and operations follow an environmental policy. Safety training and emergency procedures are implemented. The workforce has access to facilities and training opportunities, though showers are not provided. The site demonstrates good consideration in its operations.
This document provides guidance for secretaries on how to effectively perform their role. It emphasizes that the secretary is critical to ensuring smooth operations and communication within an organization. Good secretaries are dedicated, organized, and have strong writing skills. The document outlines important tasks for secretaries, such as obtaining past records, developing a filing system, being punctual and prepared, accurately documenting meetings, and following proper meeting minute formatting. Secretaries must ensure the president and organization are well supported through their work.
Portfolio management allows organizations to manage all projects and initiatives holistically by viewing them together as a portfolio. This allows for comparisons between projects to determine which provide the greatest value and alignment with organizational goals and objectives. Officials can use portfolio management to prioritize projects, balance investments, and ensure resources are allocated to initiatives that best achieve strategic objectives. The process involves defining selection criteria, scoring and ranking projects against those criteria, and continuously monitoring and evaluating projects throughout their lifecycles.
The document provides 10 actions that leaders must take to drive organizational performance. It summarizes each action in 1-2 sentences. The actions include establishing a strategic foundation, fostering communication, documenting responsibilities, defining competencies, strategic recruiting, setting expectations, continuous performance management, providing development opportunities, recognizing contributions, and soliciting feedback. Taking these actions aligns human capital practices with organizational vision, values and goals to improve results.
Closing the Gap Between Project Management and Governance
In today’s increasingly competitive marketplace, budgets are tight and resources are limited. Consequently, making decisions about which projects to pursue is vital in supporting an organization’s growth, vision, and value. For this dilemma, there is a powerful cost containment and risk mitigation strategy—a combination of IT governance and portfolio management. This approach is highly relevant for budget issues state agencies and departments currently face. With the proliferation of technology at greater and greater speed, the options that could bring potential benefit are seemingly endless. Gone are the days when a great technological idea was an end in itself. Technology has truly become an enabler across all sizes and types of organizations. The challenge now is to understand which business goals can be enabled by a technology and choose the best projects to accomplish those goals. The best way to ensure and demonstrate value to the organization is to know how these projects are supporting the organization financially and operationally. Implementing sound project management practices along with a governance framework can enable this kind of visibility and control.
This document provides guidance on event reporting basics, including what should be reported (details of the event or activity), when (following the plan from idea to evaluation), and how (exploring required reporting forms and processes). It also discusses why event reporting is important for coordination, financial assistance, and distinguishing innovation, as well as whom the reports should be submitted to like student branches or regions. The overall process involves planning, preparation, execution, and feedback.
Enterprise Project Management.
The definitions and the roles of the project management office (PMO) today are very diverse, and it is therefore important to examine and understand the evolving role of the PMO in a dynamic global business environment. The role of enterprise PMO is as important as any other corporate function, equivalent to other corporate functions such as strategic planning, finance, or audit. In addition, an organization can maximize the value of project management by standardizing the practices and consolidating the initiatives across the enterprise.
This document discusses the importance of strategic planning for organizations and provides guidance on how to effectively engage in the strategic planning process. It defines strategic planning as "a process to determine where an organization is going over a defined period of time and specify how it intends to get there." The document outlines the key components of an effective strategic planning exercise, including assessing the current state, defining strategic goals and objectives, developing strategies to achieve those goals, implementing the plan, and measuring results. It emphasizes that strategic planning is an ongoing process rather than a one-time event and should involve representatives from across the organization.
(1) A critical DOD agency turned to portfolio management to improve performance and efficiency of its $3 billion IT investments over 5 years to comply with legislation and federal guidance.
(2) The agency engaged Robbins-Gioia to establish a program executive office structure and define a portfolio management process to align investments with strategic missions and expected outcomes.
(3) Portfolio management grouped investments into portfolios and managed risks to maximize returns and mission contributions, providing executives confidence in investment decisions.
A PRACTICAL METHOD FOR ASSESSING
THE FINANCIAL BENEFIT OF PROJECT
MANAGEMENT
by
Serge J. Schiltz
Dr.sc.inf., M.B.A., dipl.inf., dipl.math., PMP
A Thesis Report
It's a motivational stuff in English and Urdu Language about what is dream, how to dream and how to get it real.It was presented on 'International day of people with disability' at hearing impaired School of girls accompanied by sign language instructors.
The document discusses the strategic project office and its role as the central nervous system of an organization. It describes four states of an organizational central nervous system - reactive, trained, proactive, and adaptive - and how a strategic project office can help an organization improve its reflexes and performance by moving between these states. Key benefits of establishing a strategic project office include project portfolio management, human resource management, quality management, and knowledge management. Careful change management is needed when transitioning to a strategic project office.
The document proposes creating a Project Management Center of Excellence at the federal government level to address challenges with project management competencies and the impending retirement of 50% of the federal workforce by 2005. The Center would provide a centralized physical and virtual location for collaboration, mentoring, best practices sharing, and training to develop consistent project management skills across agencies. It would minimize duplication, promote knowledge sharing, and help reverse the loss of expertise through retirement by connecting project managers to resources and experts.
1. The document discusses the benefits of using a project management methodology to guide projects. A methodology provides structure, consistency, and a basis for measurement that can improve project performance and help the organization mature its processes.
2. Key components of a methodology include organizational standards, procedures, templates, roles and structures, collaboration channels, and tools. A methodology draws from factors like organizational attitude, standards, the business environment, and existing process assets.
3. Implementing a methodology involves defining its components, enhancing existing processes, practicing the methodology, and deploying it to guide projects. This helps the organization deliver projects strategically and with proven approaches.
This document discusses setting up Project Management Offices (PMOs) for large project initiatives. It outlines the typical challenges of managing large, complex projects including size, cost, scope, collaboration needs, and increased uncertainty. It proposes that PMOs can help address these challenges by providing operational support, oversight of tactical and strategic activities, and improved performance visibility and reporting. The document then provides a 4-step approach to setting up a PMO for a large project: 1) Evaluate the project's needs, 2) Define the PMO charter, 3) Set up the PMO by staffing roles and implementing processes, and 4) Operate and improve the PMO over the project lifecycle by staying aligned with needs.
The Virtual PMOTM provides a concise template to introduce project management best practices and demonstrate immediate value. The template condenses key processes from the PMBOK Guide into a simple format that includes plans for communication, quality management, resources, scheduling and risk. It is designed for organizations at lower levels of project management maturity to help generate an "aha moment" about potential efficiencies. The template can also serve as a training tool while offering structure and accountability similar to a formal PMO. It is customizable depending on an organization's needs while focusing on initiation, planning and closing process groups for quick impact.
The document outlines 10 critical success factors for successful project portfolio management: 1) Senior management commitment and consensus, 2) Communication of strategic objectives, 3) Strategically aligned investment selection, 4) Institutionalized investment management process, 5) Governance framework aligned with enterprise decision making, 6) Integrated program/project management discipline, 7) Consistent risk and performance measurement, 8) Portfolio reviews to support investment priority realignment, 9) Effective balance of investments, and 10) Strategic focus transforming strategy into operational excellence. Adopting more of these factors provides more value, but success is still possible if senior management commits to the process. Project portfolio management infuses strategy into investment decisions.
This document summarizes a multi-level marketing compensation plan that allows members to earn commissions through a 1x2 binary structure and a hybrid 1x1 cycle matrix. Members can start by purchasing a bronze package for 750 pesos and earn up to 25,000 pesos per day in matched binary sales. They can also earn cycle matrix bonuses when their 1x1 matrix is filled with package sales from their direct referrals or re-entry packages. Higher package levels like silver, gold, and platinum provide higher earnings potential.
The document is a self-assessment questionnaire for the P3M3 (Portfolio, Programme and Project Management Maturity Model). It includes instructions on how to complete the self-assessment, which examines an organization's maturity across seven process perspectives based on a five-level framework. The first question asks the respondent to select which description best characterizes their organization's overall maturity in portfolio, programme and project management processes. The remaining questions assess maturity for each of the seven perspectives.
Du calcul de stabilité aux plans d'exécution - Rendez-vous le 11/11 à LuxembourgRudi Vanmechelen ✉ SCIA
* Présentation d'une solution complète du calcul de stabilité aux plans d’exécution.
* Construction métallique – Bâtiments – Ouvrages d’art
* Logiciels métier avec plus de 40 ans d’expérience
* Support technique en français et allemand
The document appears to be notes from a presentation or discussion about web applications and HTML5 features. It discusses the performance of native apps vs web apps, differences between programming languages, the app approval process, releasing software early and often, offline web applications, cache manifest files, checking network connection status, retrieving and using data, and persistent local storage options like SQL databases and key-value stores. Presenter information is also provided.
What all that beta talk means for brandsAndy Whitlock
This is the second of four presentations I gave in Madrid in April 2010.
I was asked specifically to talk about "beta ideas". With that starting point, I decided to recap on where the language came from but to quickly move to how organisations need to think about releasing 'ideas' into an environment that is so unpredictable.
I talk about evolution and Andromedans. Apologies if any of it doesn't make total sense without my verbal narrative.
The document provides 10 actions that leaders must take to drive organizational performance. It summarizes each action in 1-2 sentences. The actions include establishing a strategic foundation, fostering communication, documenting responsibilities, defining competencies, strategic recruiting, setting expectations, continuous performance management, providing development opportunities, recognizing contributions, and soliciting feedback. Taking these actions aligns human capital practices with organizational vision, values and goals to improve results.
Closing the Gap Between Project Management and Governance
In today’s increasingly competitive marketplace, budgets are tight and resources are limited. Consequently, making decisions about which projects to pursue is vital in supporting an organization’s growth, vision, and value. For this dilemma, there is a powerful cost containment and risk mitigation strategy—a combination of IT governance and portfolio management. This approach is highly relevant for budget issues state agencies and departments currently face. With the proliferation of technology at greater and greater speed, the options that could bring potential benefit are seemingly endless. Gone are the days when a great technological idea was an end in itself. Technology has truly become an enabler across all sizes and types of organizations. The challenge now is to understand which business goals can be enabled by a technology and choose the best projects to accomplish those goals. The best way to ensure and demonstrate value to the organization is to know how these projects are supporting the organization financially and operationally. Implementing sound project management practices along with a governance framework can enable this kind of visibility and control.
This document provides guidance on event reporting basics, including what should be reported (details of the event or activity), when (following the plan from idea to evaluation), and how (exploring required reporting forms and processes). It also discusses why event reporting is important for coordination, financial assistance, and distinguishing innovation, as well as whom the reports should be submitted to like student branches or regions. The overall process involves planning, preparation, execution, and feedback.
Enterprise Project Management.
The definitions and the roles of the project management office (PMO) today are very diverse, and it is therefore important to examine and understand the evolving role of the PMO in a dynamic global business environment. The role of enterprise PMO is as important as any other corporate function, equivalent to other corporate functions such as strategic planning, finance, or audit. In addition, an organization can maximize the value of project management by standardizing the practices and consolidating the initiatives across the enterprise.
This document discusses the importance of strategic planning for organizations and provides guidance on how to effectively engage in the strategic planning process. It defines strategic planning as "a process to determine where an organization is going over a defined period of time and specify how it intends to get there." The document outlines the key components of an effective strategic planning exercise, including assessing the current state, defining strategic goals and objectives, developing strategies to achieve those goals, implementing the plan, and measuring results. It emphasizes that strategic planning is an ongoing process rather than a one-time event and should involve representatives from across the organization.
(1) A critical DOD agency turned to portfolio management to improve performance and efficiency of its $3 billion IT investments over 5 years to comply with legislation and federal guidance.
(2) The agency engaged Robbins-Gioia to establish a program executive office structure and define a portfolio management process to align investments with strategic missions and expected outcomes.
(3) Portfolio management grouped investments into portfolios and managed risks to maximize returns and mission contributions, providing executives confidence in investment decisions.
A PRACTICAL METHOD FOR ASSESSING
THE FINANCIAL BENEFIT OF PROJECT
MANAGEMENT
by
Serge J. Schiltz
Dr.sc.inf., M.B.A., dipl.inf., dipl.math., PMP
A Thesis Report
It's a motivational stuff in English and Urdu Language about what is dream, how to dream and how to get it real.It was presented on 'International day of people with disability' at hearing impaired School of girls accompanied by sign language instructors.
The document discusses the strategic project office and its role as the central nervous system of an organization. It describes four states of an organizational central nervous system - reactive, trained, proactive, and adaptive - and how a strategic project office can help an organization improve its reflexes and performance by moving between these states. Key benefits of establishing a strategic project office include project portfolio management, human resource management, quality management, and knowledge management. Careful change management is needed when transitioning to a strategic project office.
The document proposes creating a Project Management Center of Excellence at the federal government level to address challenges with project management competencies and the impending retirement of 50% of the federal workforce by 2005. The Center would provide a centralized physical and virtual location for collaboration, mentoring, best practices sharing, and training to develop consistent project management skills across agencies. It would minimize duplication, promote knowledge sharing, and help reverse the loss of expertise through retirement by connecting project managers to resources and experts.
1. The document discusses the benefits of using a project management methodology to guide projects. A methodology provides structure, consistency, and a basis for measurement that can improve project performance and help the organization mature its processes.
2. Key components of a methodology include organizational standards, procedures, templates, roles and structures, collaboration channels, and tools. A methodology draws from factors like organizational attitude, standards, the business environment, and existing process assets.
3. Implementing a methodology involves defining its components, enhancing existing processes, practicing the methodology, and deploying it to guide projects. This helps the organization deliver projects strategically and with proven approaches.
This document discusses setting up Project Management Offices (PMOs) for large project initiatives. It outlines the typical challenges of managing large, complex projects including size, cost, scope, collaboration needs, and increased uncertainty. It proposes that PMOs can help address these challenges by providing operational support, oversight of tactical and strategic activities, and improved performance visibility and reporting. The document then provides a 4-step approach to setting up a PMO for a large project: 1) Evaluate the project's needs, 2) Define the PMO charter, 3) Set up the PMO by staffing roles and implementing processes, and 4) Operate and improve the PMO over the project lifecycle by staying aligned with needs.
The Virtual PMOTM provides a concise template to introduce project management best practices and demonstrate immediate value. The template condenses key processes from the PMBOK Guide into a simple format that includes plans for communication, quality management, resources, scheduling and risk. It is designed for organizations at lower levels of project management maturity to help generate an "aha moment" about potential efficiencies. The template can also serve as a training tool while offering structure and accountability similar to a formal PMO. It is customizable depending on an organization's needs while focusing on initiation, planning and closing process groups for quick impact.
The document outlines 10 critical success factors for successful project portfolio management: 1) Senior management commitment and consensus, 2) Communication of strategic objectives, 3) Strategically aligned investment selection, 4) Institutionalized investment management process, 5) Governance framework aligned with enterprise decision making, 6) Integrated program/project management discipline, 7) Consistent risk and performance measurement, 8) Portfolio reviews to support investment priority realignment, 9) Effective balance of investments, and 10) Strategic focus transforming strategy into operational excellence. Adopting more of these factors provides more value, but success is still possible if senior management commits to the process. Project portfolio management infuses strategy into investment decisions.
This document summarizes a multi-level marketing compensation plan that allows members to earn commissions through a 1x2 binary structure and a hybrid 1x1 cycle matrix. Members can start by purchasing a bronze package for 750 pesos and earn up to 25,000 pesos per day in matched binary sales. They can also earn cycle matrix bonuses when their 1x1 matrix is filled with package sales from their direct referrals or re-entry packages. Higher package levels like silver, gold, and platinum provide higher earnings potential.
The document is a self-assessment questionnaire for the P3M3 (Portfolio, Programme and Project Management Maturity Model). It includes instructions on how to complete the self-assessment, which examines an organization's maturity across seven process perspectives based on a five-level framework. The first question asks the respondent to select which description best characterizes their organization's overall maturity in portfolio, programme and project management processes. The remaining questions assess maturity for each of the seven perspectives.
Du calcul de stabilité aux plans d'exécution - Rendez-vous le 11/11 à LuxembourgRudi Vanmechelen ✉ SCIA
* Présentation d'une solution complète du calcul de stabilité aux plans d’exécution.
* Construction métallique – Bâtiments – Ouvrages d’art
* Logiciels métier avec plus de 40 ans d’expérience
* Support technique en français et allemand
The document appears to be notes from a presentation or discussion about web applications and HTML5 features. It discusses the performance of native apps vs web apps, differences between programming languages, the app approval process, releasing software early and often, offline web applications, cache manifest files, checking network connection status, retrieving and using data, and persistent local storage options like SQL databases and key-value stores. Presenter information is also provided.
What all that beta talk means for brandsAndy Whitlock
This is the second of four presentations I gave in Madrid in April 2010.
I was asked specifically to talk about "beta ideas". With that starting point, I decided to recap on where the language came from but to quickly move to how organisations need to think about releasing 'ideas' into an environment that is so unpredictable.
I talk about evolution and Andromedans. Apologies if any of it doesn't make total sense without my verbal narrative.
This document describes a project to develop a semi-automatic photo tagging system using face recognition. The system will integrate with existing open-source photo management software to add face detection, recognition, and browsing capabilities. Algorithms like PCA are used for face recognition, and the system is tested on standard face datasets with promising results for detection and recognition accuracy. The project aims to contribute its face recognition components to open source to improve photo management and tagging.
The document discusses concepts related to DevOps including:
- Automating infrastructure through configuration management and treating infrastructure as code
- Using roles and recipes in configuration management to provision, configure, and integrate systems
- How configuration management can be used in the cloud to rapidly provision replacement systems in the event of failures or disasters
- The importance of automating everything from builds and tests to deployments and orchestration
The document outlines Mozilla's student representative program and provides guidance for student reps. It discusses what student reps are, how many there are worldwide, and their communication channels. It encourages participants to get involved by joining student reps, attending or organizing events, and sharing ideas. The document provides many ideas for events and tips for organizing, promoting, and tracking the success of events. It also lists resources and details for how student reps can get in touch with Mozilla for help or support.
10 Social Media Things to Try in 10 MinutesHeidi Miller
The document lists 10 social media activities that can be tried in 10 minutes each, including listening to a podcast, joining Twitter, making recommendations on LinkedIn, checking in on Foursquare, setting up Google blog alerts, searching Google blogs for favorite topics, creating an event on Facebook, joining StumbleUpon, listing books on Shelfari, and uploading photos to Flickr. The purpose is to participate in conversations and build relationships online. Proper use of hashtags is also recommended.
The document discusses principles of visual design for controlling the reading experience. It emphasizes simplifying design through removing unnecessary elements, using clear contrasts and white space, and directing the reader's attention through visual cues. Specific tips include isolating the center of interest, using consistent and readable typefaces, and following the "rule of thirds" for page layout. The overall message is that effective visual design simplifies the reading experience and guides the reader through the content.
The document discusses virtual worlds and new technologies. It addresses common excuses for dismissing these technologies like "I don't have time" or "We already have other communication methods." It explores how new technologies have historically been dismissed but still managed to coexist with older technologies. The document also discusses concepts like user-generated content, virtual islands/sims/rooms, augmented reality, virtual and physical augmentation, and how technologies could augment inputs and each other in new ways.
The document discusses accessibility and issues related to making websites accessible. It addresses topics like WCAG guidelines, legislation requiring accessibility, common accessibility issues with technologies like HTML, Flash, and PDFs. It also discusses challenges like cost, testing resources, knowledge, and attitudes that can create roadblocks. The presentation suggests solutions like more accessibility testers, personas of assistive technology users, integrating WCAG into standards, and education.
The document provides instructions and information for a remote research event called "Escape the Lab". It begins at 9:00 AM on Friday, May 7, 2010. Various hashtags and instructions are provided throughout for participating in the remote event. Information is also shared about conducting remote user research, including recruiting participants, moderating studies remotely, tools that can be used, and best practices.
The document contains slides from a presentation on web development tips using Ruby on Rails. It discusses topics like understanding the web, whether Rails scales or not, performance vs scalability, techniques to improve scalability like reducing requests, minifying assets, using asset hosts, and gzip compression. Examples are provided and sources discussed including interviews with experts on the scalability of Rails.
This document discusses the history and current state of mobile web applications and campus assistants. It provides an overview of the evolution of mobile phone capabilities and the reasons for developing mobile web applications. The document then describes a case study of a mobile campus assistant application developed at the University of Bristol that provides students with information about locations, public transportation, and other campus resources. It concludes by discussing ongoing development work and future opportunities for mobile applications.
This document discusses various agile test case management techniques including checklists, mind maps, session sheets/charters, specifications, common practices, and management. Checklists use heuristics and mnemonics to guide testing in a non-intrusive way, while mind maps create visual representations of test cases. Session sheets/charters define the scope and purpose of testing sessions. Specifications describe requirements in natural language using domain terms. Common practices include version control, plain language, and focusing on content over style. Management in the agile context is built on trust.
HDC 2010 Keynote: HTML5, jQuery and the Open WebJonathan Sharp
This document is the presentation slides for a talk titled "HTML5, jQuery & The Open Web" given by @jdsharp at the Heartland Developers Conference in Omaha, Nebraska in 2010. The slides discuss how HTML5, jQuery, and open web standards address challenges web developers face related to browser integration and skills/experience adoption. Features of HTML5 like a single doctype and semantic elements make content easier to express, while jQuery simplifies cross-browser development and lowers barriers to JavaScript skills acquisition.
The document discusses HTML5 apps and how they can be used to create mobile applications. Some key points include:
- HTML5 apps are web applications that can be deployed as widgets and access native device capabilities through widget runtimes. They allow creating cross-platform apps using web technologies.
- Widget runtimes like W3C and PhoneGap allow packaging HTML5 apps to work across different mobile platforms. They provide access to device features like the camera and contacts.
- Many mobile browsers now support HTML5, enabling the creation of "native-like" apps using standards-based web technologies without native app stores. This lowers the barrier for developers.
This document outlines topics that will be covered in a talk about intermediate Android development. The topics include: using RoboGuice for dependency injection, basic Java unit testing with JUnit, Android unit testing, the Droid-Fu development framework, and using Hudson for continuous integration of Android builds. Code demos will be provided for RoboGuice, JUnit testing, and Droid-Fu. Questions from attendees are welcomed at the end.
The document provides guidelines for designing user interfaces for mobile apps. It discusses wireframing the interface, mapping interface hierarchy, designing graphics and icons, and considerations for touch screens. Tips are provided such as keeping the interface simple, minimizing text, and ensuring tappable areas are finger-sized. Inspiration is provided by showcasing creative app interfaces. The final section introduces the designer and their contact details.
The document discusses a lecture on how to hack your life using various web applications and software tools to make life more productive, organized, and enjoyable. It provides an agenda that will introduce several free tools for tasks like news, travel, bookmarks, to-dos, online storage, backup, music, photos, blogs, meetings, and more. A URL is given to access all the links presented about these different tools.
The document outlines a workshop framework for developing reading skills. It discusses goals of creating great readers of various genres. The framework involves 3 parts: a mini lesson, reading application, and sharing. During the mini lesson, teachers provide a short instruction. In the reading application, students practice reading independently or in small groups with guidance. Finally, students share and discuss their reading. The overall workshop aims to develop students' reading abilities through targeted instruction, practice, and discussion.
Similar to Information Ergonomics By Web Speaking (20)
42. Ergonomics is concerned with the ‘fit’ between people
and their technological tools and environments.
It takes account of the user's capabilities and limitations
in seeking to ensure that tasks, equipment, information
and the environment suit each user.
WebSpeaking
vrijdag 6 augustus 2010
43. Summarized
Safety
Health
Comfort
To function effectively
WebSpeaking
vrijdag 6 augustus 2010
44. Let’s put this into a
diagram
WebSpeaking
vrijdag 6 augustus 2010
45. Visability Audibility
Information
Navigability Compactability
Ergonomics
Trustability Welcomeability
WebSpeaking
vrijdag 6 augustus 2010
46. Audibility
Avatars
Text to Speech
Chat / VOIP
Music?
WebSpeaking
vrijdag 6 augustus 2010
47. Visability
Font
Color
Design
Symbs
Gestures
Video
Animation
Avatars
WebSpeaking
vrijdag 6 augustus 2010
48. Navigability
WebSpeaking
vrijdag 6 augustus 2010
49. Navigability
Three Clicks to destination
WebSpeaking
vrijdag 6 augustus 2010
50. Navigability
Three Clicks to destination
Uniformity of design
WebSpeaking
vrijdag 6 augustus 2010
51. Navigability
Three Clicks to destination
Uniformity of design
Breadcrumbs
WebSpeaking
vrijdag 6 augustus 2010
52. Navigability
Three Clicks to destination
Uniformity of design
Breadcrumbs
Effective Search engine
WebSpeaking
vrijdag 6 augustus 2010
53. Navigability
Three Clicks to destination
Uniformity of design
Breadcrumbs
Effective Search engine
Channelize Channels
- Phone
- E-mail
- Chat
- Print
- Post (paper mail).. remember...?
WebSpeaking
vrijdag 6 augustus 2010
54. Compactability
Clear overview
… Small website for big company
Relevant information
…. Mission statement…?
Recent Information
WebSpeaking Clockwork
vrijdag 6 augustus 2010
55. Trustability
Reliability
Safety
Recognizable
Clearness of
- Payment structure
- Additional costs
NO SURPRISES!!
WebSpeaking
vrijdag 6 augustus 2010
56. Can somebody help me!?!
... hello...?
Anybody there.....?
I’m a customer...
Please?
WebSpeaking
vrijdag 6 augustus 2010
57. Welcomeability
Eronomics = “Comfort” = Service
WebSpeaking
vrijdag 6 augustus 2010
58. Welcomeability
am I in the right place here?
drowned by commercials
Death by text
Do they want me to be here?
... they leave shop half way?
WebSpeaking
vrijdag 6 augustus 2010
59. Absorbability
Maximize information transfer
Does the information get stuck between the ears?
WebSpeaking
vrijdag 6 augustus 2010