Lessons Learned 11-18-2014
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This after action report summarizes a procurement project and provides lessons learned. It establishes the mission goals and tasks, describes what actually occurred including relevant times and dates, and identifies successes to maintain as well as areas for improvement. Suggested solutions and action items to address problems complete the report.
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PAGE 4Sample Job Analysis GuidelinesThe following guideli.docx
PAGE
4
Sample Job Analysis Guidelines
The following guidelines are provided to help navigate the five essential steps in conducting a simple job analysis.
Step 1. Responsibility and Duty Identification
We want to find out exactly what a person does on the job. We are interested in all activities performed. By completing the job analysis questionnaire, we will be able to update the job and then actually write a job description. Note that the analysis is not the same as the actual job description. These are two separate and independent documents.
Example: Secretary
Job Responsibility:
1. Acts as a receptionist
1.1 Answers telephone, relaying information or transferring calls to
appropriate individuals to meet callers’ demands.
1.2 Greets visitors, answering their questions and/or directing them
to the appropriate individual to meet their needs.
2. Performs various administrative activities.
2.1 Schedules appointments to use manager’s time effectively
2.2 Composes routine correspondence to reduce workload of
manager.
2.3 Makes travel arrangements to ensure travel efficiency and
comfort.
2.4 Reserves meeting rooms as necessary to ensure their
availability.
Responsibility Identification Form:
One way to capture the information into a simple format is to create a one page table like the following example to capture the data based on an interview with an incumbent in this specific position.
Table 1.
Rank Order of Importance
What Is Done
(Use Action Verbs)
To What Is It Done?
(Object)
Modifying Words Or Phrase (If Appropriate)
1
(Responsibility 1)
Calculates
Payroll costs
For Human Resources Department
(Responsibility 2)
The next step in the job analysis process is the identification of duties. Now we can take information from Table 1 to determine not only the rank order of importance but for legal purposes state if the duty is essential or non-essential.
Table 2.
State the General Responsibility:
List the Specific Duty Under Each General Responsibility in Space Provided Below:
Essential or
Non- Essential
Rank Order of
Importance
Specific Duty
1.
2.
3.
4.
Step 2. Knowledge and Skills
In this section we are attempting to identify the real knowledge and skills a person must have to perform each duty. Also we are interested in attempting to determine how a person learned the skill or knowledge.
Possible Sources of Training:
1. In grammar school
2. In high school
3. In community college (2 years)
4. In college (4 years)
5. In graduate school (5 years or more)
6. In specialized training sessions
7. Through experience on the current job
8. Through experience gained in other jobs
9. Other
Note: To the left of the knowledge and skills place an asterisk (*) if you think that a person should have this level of training prior to being hired for the job.
Table 3.
Responsibility #
Knowledge
How Knowledge Was Acquired
Skills
Step 3. Education and Experien.
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Individual Case InstructionsYou will identify a problem that req
Mark volunteered to help with a community arts festival. However, his good intentions backfired when the retail store's phone number he provided was printed incorrectly in festival advertisements, overloading phone lines and annoying the store manager. As a result, Mark lost his job as assistant manager, even though he had only meant to support the not-for-profit organization. The Board of Directors did not investigate when Mark requested one, leaving him without work and wondering what went wrong when he tried to do a good deed.
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2. Do not describe the model for the reader. Instead, explain why you chose the model that you chose as the diagnostic guide.
3. Then, explain your analysis of each model component.
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1.) Describe what is going on by noting:
a. Who are the key actors? What do we know about each of them?
b. What are the key systems involved? What do we know about each?
c. What does the problem seem to be? What are the underlying problems/issues?
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b. What roles do systems play in creating/sustaining a tension (issue/problem)?
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c. How do interactions among actors and systems relate to a tension?
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b. What is known about systems like those at the center of this case? (e.g. bureaucratic systems, hierarchical versus flat organizational structures, segregated neighborhoods, the impact of high job stress and low resources on worker productivity, strengths-based versus deficit-based service environments, etc.) – look for both theories and empirical evidence!
c. How does this additional knowledge shape your thinking about the key sources of tension?
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Background
ANALYTICAL REPORT ASSIGNMENT GUIDE
An analytical report is a technical or professional document written for business or government uses. These reports use information from surveys, financial records, and other reliable sources to reach conclusions that help reviewers make important decisions. It is different from an informational report because it analyzes a situation and persuasively presents conclusions and recommendations. This type of report is covered in Ch. 10 (p. 250-252) of your textbook (a sample full report is on pages 281-294). A student sample report with instructor comments is also available.
Goals of analytical reports
Depending on the purpose, an analytical report can accomplish one of three goals. Once you have chosen a context and topic, you will need to establish which type of goal you are after. Below are three main types; your analytical report will only take on one type of goal:
To Assess Opportunities
This kind of analytical report informs decision makers about a new and potentially successful endeavor. For example, you could suggest that a retail snacks company consider a gluten-free version to its most popular cookie line. For the report, you would include information on food industry trends and examples of other companies in similar markets. Examples: market analysis reports, due diligence reports
To Solve Problems
Reports that solve problems do exactly what they claim: they solve problems. Using previous examples of similar situations and weighing the options between solutions, you should make clear recommendations to a decision-maker based on the research compiled. For example, a business might be facing higher costs due to recent upgrades and is seeking ways to reduce spending while maintaining sales. What solutions and/or plan of action could be proposed? Examples: troubleshooting reports, failure analysis reports
To Support Decisions
If an organization or business is making a big move in the near future, a report could analyze the effects (both positive and negative) a big decision will have on the organization. If done retrospectively -- as in, the move has already been made and there have been repercussions, good or bad -- then you may use the available data to analyze the move. Examples: feasibility reports, justification reports
Report topic examples:
· To analyze the benefits of adopting a new employee dress code at X company
· To analyze market data and present opportunities for growth in a chosen market
· To introduce an alternative approach to a current problem or issue
· To propose solutions to declining sales
· To justify a current change in workplace policy
Considerations when choosing your topic:
· Choose a context you are familiar with (i.e., a company you’ve worked for, a business you have stock in, an organization you either follow or are a part of)
· Choose a realistic topic – don’t attempt to make something up that is either unrelatable or too extreme (alth.
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The hidden work of a facility manager
From storage areas to physical office spaces, a business needs to rely upon everything being in operating order to run smoothly.
A facilities manager is the individual charged with taking care of the day-to-day maintenance, upgrades, and management of these systems.
Facilities operations managers may run one or many locations, and they are generally responsible for ensuring everything to do with the physical infrastructure of the business.
What does it take to run and operate a sport/fitness facility?
Ensuring that the facility is operating as it should be on a daily basis
Facility managers will need to complete daily inspections and communicate directly with decision-makers to ensure that the business is running smoothly every day.
For this reason, facility managers are generally highly visible and are frequently completing inspections.
What sorts of inspections would be needed for a sports/fitness facility?
Dealing with emergency issues that arise
Facility managers will generally be involved in anything that breaches the safety, security, or usability of their facilities.
Facility managers will often have contingency plans regarding what needs to be done in the event that certain situations occur, such as equipment breaking down unexpectedly.
Formulating plans for the future
In addition to ensuring that the facility is currently adequate, facility managers also need to make sure that the facility will continue to be so.
Facility managers will need to project future requirements regarding the company, and will need to work closely with decision-makers to determine the best upgrade paths for equipment and infrastructure.
Creating plans for replacements and repairs
Management and maintenance go hand-in-hand.
Facilities managers will also need to plan ahead for any necessary replacements and repairs, scheduling necessary maintenance and management tasks during the times that are least likely to disrupt the business and its employees.
Developing and managing vendor contracts
Facilities managers often work very closely with vendors to ensure that the companies are maximizing their resources.
Not only do they negotiate these contracts, but they are also in charge of making sure these contracts are fulfilled. Through this, they are able to develop and maintain relationships with the vendors.
So how do you know if you have what it takes to be a facility manager?
Necessary skills for a facility manager
Not only must facilities managers be highly qualified and knowledgeable, but they also need to be able to interface with and communicate with other individuals very well.
Facilities managers will be working with contractors, employees, and higher-level executives, all with the goal of e.
Es10 c groups
Here are some key points on using CAR to build senior management commitment for quality:
- Present data on the cost of poor quality (COPQ) to show the financial impact of quality issues. This "proof of the need" helps gain buy-in.
- Involve senior leaders in selecting a high-impact problem area to focus quality improvement efforts. Getting their input engages them.
- Use tools like Pareto analysis during the determine causes step to objectively identify the vital few root causes that need addressed.
- Clearly link proposed corrective actions to addressing those root causes and preventing reoccurrence. Demonstrate how this will reduce COPQ.
- Track and regularly report on quality metrics and cost savings
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Here are revised thesis statements that make stronger arguments:
1. Technology has negatively impacted human behavior through increased social isolation and decreased attention spans.
2. Watching educational television programs in moderation can enhance children's learning and development.
3. Due to increased screen time and social media use, teenagers today are reading fewer books which can limit their vocabulary, creativity, and ability to focus.
英語８
The document discusses the importance of feasibility reports in technical communication and provides examples. It explains that a feasibility report examines problems and possible solutions, determining how practical solutions are and what costs are involved. It also lists 5 major points covered in an article about feasibility reports, including technological, economic, legal, operational, and schedule feasibility. Reasons for reading about feasibility reports when conducting an important study include understanding summaries, feasibility studies preceding projects, including problem/method/conclusion details, maintaining an unbiased logical approach, and citing extra information. A situation where a feasibility study is necessary is when a company's growth stops, to understand reasons and how to recover.
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Response to 14 key w edward deming principles 11 3-2016
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PAGE 4Sample Job Analysis GuidelinesThe following guideli.docx
PAGE
4
Sample Job Analysis Guidelines
The following guidelines are provided to help navigate the five essential steps in conducting a simple job analysis.
Step 1. Responsibility and Duty Identification
We want to find out exactly what a person does on the job. We are interested in all activities performed. By completing the job analysis questionnaire, we will be able to update the job and then actually write a job description. Note that the analysis is not the same as the actual job description. These are two separate and independent documents.
Example: Secretary
Job Responsibility:
1. Acts as a receptionist
1.1 Answers telephone, relaying information or transferring calls to
appropriate individuals to meet callers’ demands.
1.2 Greets visitors, answering their questions and/or directing them
to the appropriate individual to meet their needs.
2. Performs various administrative activities.
2.1 Schedules appointments to use manager’s time effectively
2.2 Composes routine correspondence to reduce workload of
manager.
2.3 Makes travel arrangements to ensure travel efficiency and
comfort.
2.4 Reserves meeting rooms as necessary to ensure their
availability.
Responsibility Identification Form:
One way to capture the information into a simple format is to create a one page table like the following example to capture the data based on an interview with an incumbent in this specific position.
Table 1.
Rank Order of Importance
What Is Done
(Use Action Verbs)
To What Is It Done?
(Object)
Modifying Words Or Phrase (If Appropriate)
1
(Responsibility 1)
Calculates
Payroll costs
For Human Resources Department
(Responsibility 2)
The next step in the job analysis process is the identification of duties. Now we can take information from Table 1 to determine not only the rank order of importance but for legal purposes state if the duty is essential or non-essential.
Table 2.
State the General Responsibility:
List the Specific Duty Under Each General Responsibility in Space Provided Below:
Essential or
Non- Essential
Rank Order of
Importance
Specific Duty
1.
2.
3.
4.
Step 2. Knowledge and Skills
In this section we are attempting to identify the real knowledge and skills a person must have to perform each duty. Also we are interested in attempting to determine how a person learned the skill or knowledge.
Possible Sources of Training:
1. In grammar school
2. In high school
3. In community college (2 years)
4. In college (4 years)
5. In graduate school (5 years or more)
6. In specialized training sessions
7. Through experience on the current job
8. Through experience gained in other jobs
9. Other
Note: To the left of the knowledge and skills place an asterisk (*) if you think that a person should have this level of training prior to being hired for the job.
Table 3.
Responsibility #
Knowledge
How Knowledge Was Acquired
Skills
Step 3. Education and Experien.
Making a business case - the 10 essential sections that you need to cover
This is an extract of a deliverable I did for a client on the basic structure of a business case, i.e. what needs to be covered to make a business case easy to follow. Thought I would share if anyone is putting together a business case and not sure where to start. Any constructive feedback will be most welcomed
Individual Case InstructionsYou will identify a problem that req
Mark volunteered to help with a community arts festival. However, his good intentions backfired when the retail store's phone number he provided was printed incorrectly in festival advertisements, overloading phone lines and annoying the store manager. As a result, Mark lost his job as assistant manager, even though he had only meant to support the not-for-profit organization. The Board of Directors did not investigate when Mark requested one, leaving him without work and wondering what went wrong when he tried to do a good deed.
Individual Case InstructionsYou will identify a problem that req
Individual Case Instructions
You will identify a problem that requires a change initiative through an organization with which you are associated. You will develop the final case by clearly explaining the problem, by including background, and by completing all of the tasks that are identified below. If you are uncomfortable with using your organization or do not have sufficient visibility to a problem in your organization, you may use theNo Good Deedcase instead.
Here are the tasks to be completed:
1. Use the 6681 case outline mar9'17 (1).docxDownload 6681 case outline mar9'17 (1).docx to help you structure the case in a logical manner.
2. Identify the symptoms that trigger your awareness of the need for change. This is a short explanation that does not require you to describe everything about your organization. Instead, list the set of symptoms that arise from your organization’s current manner of doing business.
3. Choose one of the following diagnostic models and explain each and every component of that model to fully analyze where the real problem exists.
1. The diagnostic models that you may use are: Six-Box, 7-S, or Star. To use these models correctly, you must discuss, comprehensively, each component of the model as it relates to the case.
2. Do not describe the model for the reader. Instead, explain why you chose the model that you chose as the diagnostic guide.
3. Then, explain your analysis of each model component.
4. Do NOT give recommendations in this section. This section is about analysis only. The analysis section describes current conditions.
4. Explain, in detail, the external factors that are impacting change as they relate to this case. Complete the external table found in Elements of a case.docxDownload Elements of a case.docx using the external factors table and the 6681 PESTLE Analysis.docxDownload 6681 PESTLE Analysis.docx that specifically describe the factors of the external environment. If you have a gap in the information in the table, look it up, and provide current information to complete the table. Again, do NOT make recommendations in this section of the case/change plan. Do not tell me what should happen or what you want to see. Describe ONLY what you find as you analyze the information you have looked about the external environment of this industry. Follow the instructions from the lecture videos.
5. Explain, in detail, why the external forces so important to this situation.
6. Explain, in detail, the internal factors that are impacting change as the relate to this case. Complete the internal tables found in Elements of a case.docxDownload Elements of a case.docxthat specifically describe the factors of the internal environment. You will find two internal tables that you will complete. If you have a gap in the information in the table, look it up, and provide current information to complete the table.
7. Analyze/ Map the organization’s culture by explaining each component of the Cultural Web as it r ...
1 week 6 assignment ebp change process formace star model o
This document outlines the steps in the ACE Star Model of Knowledge Transformation change process for a nursing student's class assignment. The student is guided through identifying a topic for a nursing practice issue, formulating a PICOT question, reviewing evidence from literature to identify potential solutions, developing an action plan with stakeholders and their roles, implementing a trial with measurable outcomes, and evaluating the results. The student is provided with prompts for each step to develop their change project proposal.
Case Analysis Guide1.) Describe what is going on by notinga
Case Analysis Guide
1.) Describe what is going on by noting:
a. Who are the key actors? What do we know about each of them?
b. What are the key systems involved? What do we know about each?
c. What does the problem seem to be? What are the underlying problems/issues?
d. What are the key sources of tension? What has lead up to this decision moment? What has changed to make this particular moment such a difficult one to negotiate?
2.) Explore the key sources of tension by considering:
a. What roles do different actors play in creating/sustaining a tension?
i. How can you make sense of these roles? How does an actor’s background, attributes, culture, beliefs, etc., shape his/her perceptions? His/her behaviors? It may help spur your thinking to consider: How might things be different if a male actor were female? If a Black actor were white?
b. What roles do systems play in creating/sustaining a tension (issue/problem)?
i. How can you make sense of these roles? How does a system’s structure, organization, functionality, resources, location, rules, norms, expectations, etc., shape the kinds of experiences the key actors are having?
c. How do interactions among actors and systems relate to a tension?
3.) Assess how additional knowledge and/or theory could deepen your understanding of the key sources of tension, and integrate that additional knowledge:
a. What is known about people with the attributes of the key actors? (e.g. developmental stages, cultural differences, gender differences, life transitions, people experiencing particular types of stressors, etc.) – look for both theories and empirical evidence!
b. What is known about systems like those at the center of this case? (e.g. bureaucratic systems, hierarchical versus flat organizational structures, segregated neighborhoods, the impact of high job stress and low resources on worker productivity, strengths-based versus deficit-based service environments, etc.) – look for both theories and empirical evidence!
c. How does this additional knowledge shape your thinking about the key sources of tension?
4.) Develop a problem formulation that focuses attention on the central tension/issue that must be addressed if the decision-maker is to move things forward in a productive way, while clarifying the key individual and systems factors that are most salient to why/how this issue has come to be.
5.) Develop alternative strategies that the decision-maker could realistically use to address the central issue. Be sure that each strategy begins in the specific moment/situation in which the decision-maker finds him/herself – that is, if the decision-maker is in the midst of a heated argument, do not suggest a strategy that will start tomorrow, assuming that somehow he/she has gotten through the argument. Your strategy will often extend from the current moment into the near future, but you must articulate your strategy for getting from where things are right now, to a point where the key iss ...
Employee progressive discipline
This document discusses progressive discipline and just cause procedures for addressing employee performance issues. It explains that progressive discipline is a corrective rather than punitive approach, starting with counseling and potentially progressing to suspension or termination. The FRISK and Skelly models provide frameworks for documentation at each step to ensure due process. Supervisors should consult HR and provide employees notice, opportunities for improvement, and ability to respond before imposing discipline. The goal is to help employees correct issues while justifying more serious penalties if needed.
Module 6 Environmental Scanning and Identification of Strategic Issues & Cha...
Module 6 Environmental Scanning and Identification of Strategic Issues & Cha...Jo Balucanag - Bitonio
The document discusses identifying strategic issues facing an organization. It provides methods for identifying issues such as brainstorming potential issues, understanding why they are strategic, and determining consequences of not addressing them. Issues are distinguished from problems and consolidated into overlapping categories. Issues are then prioritized based on their impact and importance. Finally, ways to address strategic issues are discussed, such as examining achievements/failures, profitable products/services, financial ratios, and external forces. The document uses examples from "Panelco III" to demonstrate identifying, categorizing, prioritizing, and addressing their strategic issues. Environmental Scanning and Identification of Strategic Issues & Challenges
The document discusses identifying strategic issues facing an organization. It provides methods for brainstorming potential strategic issues, understanding why issues are strategic, prioritizing issues, and addressing strategic issues. Specifically, it outlines steps to identify issues through brainstorming strengths/weaknesses, determine an issue's importance and consequences. Issues are then consolidated and arranged in a logical order. Methods for addressing issues include examining achievements/failures, profitable products/services, financial ratios, and external forces. The document also provides an example of applying these methods to identify and prioritize the key issues facing a cooperative called Panelco III.
Case Study Method
The document discusses the case study methodology used in business education, outlining the seven steps of problem analysis which include thoroughly reading the case, defining the central issue and goals, identifying constraints, alternatives, and the best alternative, and developing an implementation plan. It also describes how to structure written and oral case study reports, including elements like an executive summary, problem statement, analysis of alternatives, and conclusion with implementation plan.
(LLD100WB) (1)BackgroundANALYTICA.docx
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Background
ANALYTICAL REPORT ASSIGNMENT GUIDE
An analytical report is a technical or professional document written for business or government uses. These reports use information from surveys, financial records, and other reliable sources to reach conclusions that help reviewers make important decisions. It is different from an informational report because it analyzes a situation and persuasively presents conclusions and recommendations. This type of report is covered in Ch. 10 (p. 250-252) of your textbook (a sample full report is on pages 281-294). A student sample report with instructor comments is also available.
Goals of analytical reports
Depending on the purpose, an analytical report can accomplish one of three goals. Once you have chosen a context and topic, you will need to establish which type of goal you are after. Below are three main types; your analytical report will only take on one type of goal:
To Assess Opportunities
This kind of analytical report informs decision makers about a new and potentially successful endeavor. For example, you could suggest that a retail snacks company consider a gluten-free version to its most popular cookie line. For the report, you would include information on food industry trends and examples of other companies in similar markets. Examples: market analysis reports, due diligence reports
To Solve Problems
Reports that solve problems do exactly what they claim: they solve problems. Using previous examples of similar situations and weighing the options between solutions, you should make clear recommendations to a decision-maker based on the research compiled. For example, a business might be facing higher costs due to recent upgrades and is seeking ways to reduce spending while maintaining sales. What solutions and/or plan of action could be proposed? Examples: troubleshooting reports, failure analysis reports
To Support Decisions
If an organization or business is making a big move in the near future, a report could analyze the effects (both positive and negative) a big decision will have on the organization. If done retrospectively -- as in, the move has already been made and there have been repercussions, good or bad -- then you may use the available data to analyze the move. Examples: feasibility reports, justification reports
Report topic examples:
· To analyze the benefits of adopting a new employee dress code at X company
· To analyze market data and present opportunities for growth in a chosen market
· To introduce an alternative approach to a current problem or issue
· To propose solutions to declining sales
· To justify a current change in workplace policy
Considerations when choosing your topic:
· Choose a context you are familiar with (i.e., a company you’ve worked for, a business you have stock in, an organization you either follow or are a part of)
· Choose a realistic topic – don’t attempt to make something up that is either unrelatable or too extreme (alth.
Session 10: Business Work Improvement Course (Problem Analysis and Generating...
Session 10: Business Work Improvement Course (Problem Analysis and Generating...Lym Relampagos Ongoy
Session 10: Business Work Improvement Course (Introduction) developed by DOLE-Bureau of Workers with Special Concerns (BWIC).The sport and fitness sector – an introductionChapter 14Info.docx
The sport and fitness sector – an introduction
Chapter 14
Information Retrieved From: Rhys, M., & Oakley, B. (2008). The sport and fitness sector: An introduction. London: Routledge.
The hidden work of a facility manager
From storage areas to physical office spaces, a business needs to rely upon everything being in operating order to run smoothly.
A facilities manager is the individual charged with taking care of the day-to-day maintenance, upgrades, and management of these systems.
Facilities operations managers may run one or many locations, and they are generally responsible for ensuring everything to do with the physical infrastructure of the business.
What does it take to run and operate a sport/fitness facility?
Ensuring that the facility is operating as it should be on a daily basis
Facility managers will need to complete daily inspections and communicate directly with decision-makers to ensure that the business is running smoothly every day.
For this reason, facility managers are generally highly visible and are frequently completing inspections.
What sorts of inspections would be needed for a sports/fitness facility?
Dealing with emergency issues that arise
Facility managers will generally be involved in anything that breaches the safety, security, or usability of their facilities.
Facility managers will often have contingency plans regarding what needs to be done in the event that certain situations occur, such as equipment breaking down unexpectedly.
Formulating plans for the future
In addition to ensuring that the facility is currently adequate, facility managers also need to make sure that the facility will continue to be so.
Facility managers will need to project future requirements regarding the company, and will need to work closely with decision-makers to determine the best upgrade paths for equipment and infrastructure.
Creating plans for replacements and repairs
Management and maintenance go hand-in-hand.
Facilities managers will also need to plan ahead for any necessary replacements and repairs, scheduling necessary maintenance and management tasks during the times that are least likely to disrupt the business and its employees.
Developing and managing vendor contracts
Facilities managers often work very closely with vendors to ensure that the companies are maximizing their resources.
Not only do they negotiate these contracts, but they are also in charge of making sure these contracts are fulfilled. Through this, they are able to develop and maintain relationships with the vendors.
So how do you know if you have what it takes to be a facility manager?
Necessary skills for a facility manager
Not only must facilities managers be highly qualified and knowledgeable, but they also need to be able to interface with and communicate with other individuals very well.
Facilities managers will be working with contractors, employees, and higher-level executives, all with the goal of e.
Es10 c groups
Here are some key points on using CAR to build senior management commitment for quality:
- Present data on the cost of poor quality (COPQ) to show the financial impact of quality issues. This "proof of the need" helps gain buy-in.
- Involve senior leaders in selecting a high-impact problem area to focus quality improvement efforts. Getting their input engages them.
- Use tools like Pareto analysis during the determine causes step to objectively identify the vital few root causes that need addressed.
- Clearly link proposed corrective actions to addressing those root causes and preventing reoccurrence. Demonstrate how this will reduce COPQ.
- Track and regularly report on quality metrics and cost savings
LIB300_Understanding, Planning and Writing Reports and Proposals
Here are revised thesis statements that make stronger arguments:
1. Technology has negatively impacted human behavior through increased social isolation and decreased attention spans.
2. Watching educational television programs in moderation can enhance children's learning and development.
3. Due to increased screen time and social media use, teenagers today are reading fewer books which can limit their vocabulary, creativity, and ability to focus.
英語８
The document discusses the importance of feasibility reports in technical communication and provides examples. It explains that a feasibility report examines problems and possible solutions, determining how practical solutions are and what costs are involved. It also lists 5 major points covered in an article about feasibility reports, including technological, economic, legal, operational, and schedule feasibility. Reasons for reading about feasibility reports when conducting an important study include understanding summaries, feasibility studies preceding projects, including problem/method/conclusion details, maintaining an unbiased logical approach, and citing extra information. A situation where a feasibility study is necessary is when a company's growth stops, to understand reasons and how to recover.
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This document discusses implementing ISO9001 quality management standards within the Veterans Health Administration (VHA) acquisition program. It outlines the objectives of establishing compliance within VHA's acquisition function to continually assess and improve the program. A roadmap is provided for quality management implementation that involves defining processes, documenting procedures, conducting training and audits. The goal is to establish VHA as a premier acquisition organization through continuous improvement.
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- 1. Sample After Action Report DATE: (Date prepared/submitted) SUBJECT: After Action Report – (Procurement Description) FROM: (Person Preparing report) TO: (Primary Person in Chain of Command) CC: (Courtesy Copy to interested individuals) 1. PURPOSE: Establish the facts. What was the mission description? What did we set out to do? What were the key tasks involved? Define acceptable standards for success. 2. CONTRACTING OFFICER’S SUMMARY Continue to establish the facts. What actually happened? Relevant times and dates Cause and effect, why did it happen? Focus on what not the Who. 3. LESSONS LEARNED What can we do better next time? Focus on items you can fix and try to suggest solutions to identified problems If you don’t have a solution that’s OK but you should try to provide some options. Identify successes to maintain those strengths 4. COMMENTS This includes good and bad performance, questionable actions. It can also include suggested changes in policy or really anything that the submitter wants the chain-of-command to know about. However, touchy or dangerous subjects such as potential disciplinary items are usually handled personally and not in a report like this that has general distribution. 5. ACTION ITEMS Develop a list of what actions to take to fix specific needs. Time-lines and responsibilities