Next Lab I L3 Needs Assessment
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Rachel Hall-Clifford presented at MIT on September 10, 2008 on the topic of ICT4D (information and communication technologies for development). Her presentation focused on 4 questions: 1) Who generated the idea for a technology product or intervention and why. 2) Does the target population need the proposed product or intervention, and who determines this. 3) Does the target population want the proposed product. 4) How open is the presenter to changing the idea or product based on local input. She then discussed qualitative and quantitative research methods that could be used to answer these questions, including key informant interviews, focus group discussions, and survey instruments.
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Thinking like a designer can transform the way you develop products,
services, processes—and even strategy.
Thomas Edison created the electric lightbulb
and then wrapped an entire industry around
it. The lightbulb is most often thought of as his
signature invention, but Edison understood
that the bulb was little more than a parlor
trick without a system of electric power gener-
ation and transmission to make it truly useful.
So he created that, too.
Thus Edison’s genius lay in his ability to con-
ceive of a fully developed marketplace, not
simply a discrete device. He was able to envi-
sion how people would want to use what he
made, and he engineered toward that insight.
He wasn’t always prescient (he originally be-
lieved the phonograph would be used mainly
as a business machine for recording and replay-
ing dictation), but he invariably gave great con-
sideration to users’ needs and preferences.
Edison’s approach was an early example of
what is now called “design thinking”—a meth-
odology that imbues the full spectrum of inno-
vation activities with a human-centered design
ethos. By this I mean that innovation is pow-
ered by a thorough understanding, through di-
rect observation, of what people want and
need in their lives and what they like or dislike
about the way particular products are made,
packaged, marketed, sold, and supported.
Many people believe that Edison’s greatest
invention was the modern R&D laboratory
and methods of experimental investigation.
Edison wasn’t a narrowly specialized scientist
but a broad generalist with a shrewd business
sense. In his Menlo Park, New Jersey, labora-
tory he surrounded himself with gifted tinker-
ers, improvisers, and experimenters. Indeed,
he broke the mold of the “lone genius inven-
tor” by creating a team-based approach to in-
novation. Although Edison biographers write
of the camaraderie enjoyed by this merry
band, the process also featured endless
rounds of trial and error—the “99% perspira-
tion” in Edison’s famous definition of genius.
His approach was intended not to validate
preconceived hypotheses but to help experi-
menters learn something new from each iter-
ative stab. Innovation is hard work; Edison
...
Book linkhttpsbangkamil.files.wordpress.com200808project-m.docx
Book link
https://bangkamil.files.wordpress.com/2008/08/project-management-a-managerial-approach-7th-ed.pdf
Reference (Please make sure you use in text citations)
Meredith, J. R., & Mantel, S. J., Jr. (2012). Project management: A managerial approach (8th ed.). Hoboken, NJ: Wiley.
Unit V Responses should be atleast 200 words
Question 1
As a senior manager, you oversee a project with a total estimated cost of 245 engineer - months of effort. Three months ago, however, the project had fallen behind by about 25 engineer - months so you authorized the hiring of three additional engineers, which you felt should more than make up for the delay in the remaining year of the project (3 x 12 months = 36 engineer - months). You have just received the latest quarterly project status report and are surprised to learn that the project is now 40 engineer - months behind schedule! Your first reaction is to calculate how many more engineers need to be hired to make up for the increased delay. Using Brooks' concept of the Mythical Man-Month, explain what might be happening here.
Question 2
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Unit VI
Question 1
Analyze and explain this idea: How does multitasking make it difficult to accurately resource-level a project?
Question 2
When resource-leveling a project, a number of heuristics can help us prioritize those activities that should receive resources first. Explain how each of the following heuristics works and give an example:
a Activities with the smallest slack
b Activities with the smallest duration
c Activities with the lowest identification number
d Activities with the most successor tasks
Activities requiring the most resources
(
Deconstruction of Literature Matrix
)
Source 1
Source 2
Source 3
APA Reference
Purpose & Significance (Theme)
Research Question(s):
Design and Population:
Study Design
Subjects
Methodology:
Instrumentation
Procedures
Statistical Analysis
Limitations & Assumptions
Results:
Key Findings:
Hypothesis Supported
Conclusions:
Are the conclusions valid based on the data and analysis?
Topics for Further Research
© 2011. Grand Canyon University. All Rights Reserved.
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Sharda, H. & Motwani, B. (2015). Discriminant model for online viral marketing influencing consumers behavioural intention. Pacific Science Review B: Humanities and Social Sciences, 1(1). 49–56. doi:10.1016/j.psrb.2015.12.002Erdogmus, I. E. & ...
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by Tim Brown
Thinking like a designer can
transform the way you
develop products, services,
processes—and even strategy.
Reprint R0806E
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Design Thinking
by Tim Brown
harvard business review • june 2008 page 1
C
O
P
YR
IG
H
T
©
2
00
8
H
A
R
V
A
R
D
B
U
SI
N
E
SS
S
C
H
O
O
L
P
U
B
LI
SH
IN
G
C
O
R
P
O
R
A
T
IO
N
. A
LL
R
IG
H
T
S
R
E
SE
R
V
E
D
.
Thinking like a designer can transform the way you develop products,
services, processes—and even strategy.
Thomas Edison created the electric lightbulb
and then wrapped an entire industry around
it. The lightbulb is most often thought of as his
signature invention, but Edison understood
that the bulb was little more than a parlor
trick without a system of electric power gener-
ation and transmission to make it truly useful.
So he created that, too.
Thus Edison’s genius lay in his ability to con-
ceive of a fully developed marketplace, not
simply a discrete device. He was able to envi-
sion how people would want to use what he
made, and he engineered toward that insight.
He wasn’t always prescient (he originally be-
lieved the phonograph would be used mainly
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sideration to users’ needs and preferences.
Edison’s approach was an early example of
what is now called “design thinking”—a meth-
odology that imbues the full spectrum of inno-
vation activities with a human-centered design
ethos. By this I mean that innovation is pow-
ered by a thorough understanding, through di-
rect observation, of what people want and
need in their lives and what they like or dislike
about the way particular products are made,
packaged, marketed, sold, and supported.
Many people believe that Edison’s greatest
invention was the modern R&D laboratory
and methods of experimental investigation.
Edison wasn’t a narrowly specialized scientist
but a broad generalist with a shrewd business
sense. In his Menlo Park, New Jersey, labora-
tory he surrounded himself with gifted tinker-
ers, improvisers, and experimenters. Indeed,
he broke the mold of the “lone genius inven-
tor” by creating a team-based approach to in-
novation. Although Edison biographers write
of the camaraderie enjoyed by this merry
band, the process also featured endless
rounds of trial and error—the “99% perspira-
tion” in Edison’s famous definition of genius.
His approach was intended not to validate
preconceived hypotheses but to help experi-
menters learn something new from each iter-
ative stab. Innovation is hard work; Edison
...
Book linkhttpsbangkamil.files.wordpress.com200808project-m.docx
Book link
https://bangkamil.files.wordpress.com/2008/08/project-management-a-managerial-approach-7th-ed.pdf
Reference (Please make sure you use in text citations)
Meredith, J. R., & Mantel, S. J., Jr. (2012). Project management: A managerial approach (8th ed.). Hoboken, NJ: Wiley.
Unit V Responses should be atleast 200 words
Question 1
As a senior manager, you oversee a project with a total estimated cost of 245 engineer - months of effort. Three months ago, however, the project had fallen behind by about 25 engineer - months so you authorized the hiring of three additional engineers, which you felt should more than make up for the delay in the remaining year of the project (3 x 12 months = 36 engineer - months). You have just received the latest quarterly project status report and are surprised to learn that the project is now 40 engineer - months behind schedule! Your first reaction is to calculate how many more engineers need to be hired to make up for the increased delay. Using Brooks' concept of the Mythical Man-Month, explain what might be happening here.
Question 2
Explain what must be identified in order to construct a network. What are the strengths and weaknesses of AOA and AON techniques?
Unit VI
Question 1
Analyze and explain this idea: How does multitasking make it difficult to accurately resource-level a project?
Question 2
When resource-leveling a project, a number of heuristics can help us prioritize those activities that should receive resources first. Explain how each of the following heuristics works and give an example:
a Activities with the smallest slack
b Activities with the smallest duration
c Activities with the lowest identification number
d Activities with the most successor tasks
Activities requiring the most resources
(
Deconstruction of Literature Matrix
)
Source 1
Source 2
Source 3
APA Reference
Purpose & Significance (Theme)
Research Question(s):
Design and Population:
Study Design
Subjects
Methodology:
Instrumentation
Procedures
Statistical Analysis
Limitations & Assumptions
Results:
Key Findings:
Hypothesis Supported
Conclusions:
Are the conclusions valid based on the data and analysis?
Topics for Further Research
© 2011. Grand Canyon University. All Rights Reserved.
APA Reference
LaMontagne, L.(2015). MarketingSherpa consumer purchase preference survey: Demographics of customer reasons to follow brands’ social accounts. Retrieved from https://www.marketingsherpa.com/article/chart/demographics-why-customer-follow-brands-social-media
Kiráľová. A. & Pavlíčeka, A. (2014). Development of Social Media strategies in tourism destination. Procedia- Social and Behavioral Sciences, 175. 358–366. doi.10.1016/j.sbspro.2015.01.1211
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Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
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Maksym Vyshnivetskyi: PMO Quality Management (UA)
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Website – https://lembs.com/pmoschool
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
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