This document describes the development and use of a stakeholder analysis tool created by the Victorian Department of Primary Industries. The tool was designed to help project teams systematically analyze the human and social capital resources needed to achieve project goals. It features a two-axis matrix to prioritize stakeholders by influence and importance. The tool was used and evaluated in case studies involving various government groups. Based on feedback, the tool was revised to better guide strategic stakeholder engagement and project planning. Conducting the analysis as a team was found to improve understanding of stakeholders and project direction.
Stakeholder Engagement Guide of Guides ACCESSIBLE2KBHN KT
Understanding and responding to stakeholder needs increases the likelihood that your research will be useful and used. This compilation of existing guides on stakeholder engagement (SE) begins with a table outlining the three main approaches to SE, followed by resources that provide more detail on how to conduct and evaluate different types of SE activities.
The resources included in this annotated compendium of knowledge translation (KT) planning guides can be used as the basis for creating a KT plan that has key components of a complete KT plan.
This is the first version of an innovative tool for researchers and knowledge translation professionals to use for detailed KT planning that incorporates project management concepts. The tool combines KT planning aspects from 2 well established KT planning tools, as well as project management concepts from 5 different examples of project charters. Originally developed for use by NeuroDevNet NCE's High Impact Projects, this .pdf allows for the nesting of KT goals within research project goals, under the broader network strategic goals. Sections include: Research goals, KT Goals, in-scope and out-of-scope activities, project team members and roles/responsibilities as well as level of KT expertise, KT activities and target audiences, intended outcomes, budget for KT activities that automatically calculate row totals and grand total needed to accomplish all KT tasks, risks and mitigation plan, rationale for and start/end dates for each KT activity, and an opportunity to create indicators using the Co-Produced Pathway to Impact evaluation framework for each stage of the research/KT process. This .pdf is form-fillable for ease of use, and also features linked tables that fill in automatically based on the same information that was entered in previous tables (to improve efficiency of use). It is intended for use with one research project at a time, and ideally should be used by the entire project team including partners and embedded KT professional support.
Research-To-Impact Canvas - one page planning tool for research, KT and Comme...KBHN KT
The Research to Impact Canvas is an innovative adaptation of the Business Model Canvas, for use by researchers and KT professionals. While the BMC is used as a one-page quick and easily modifiable business plan (before writing the longer 30-40 page business plan) this Research to Impact Canvas provides a one page planning tool for sketching out the integrated research, KT and commercialization activities while budgeting for each activity. Partners, target audiences, and other considerations that are all part of a full KT or Commercialization plan can be planned alongside the research activities. In this way, this tool encourages the user to think about the usefulness (value proposition to the end user, because of the needs they are addressing with the work) of their research, in conjunction with (NOT isolated or separate from) their KT and/or Commercialization plan. This is how we can operationalize the Co-Produced Pathway to Impact, which requires co-production with non-academic stakeholders which could be partners or end-users. The capitalized letters in this tool indicate the stages of the CPPI framework that correspond with it - RESEARCH, DISSEMINATION, UPTAKE, IMPLEMENTATION and IMPACT. In this version of the tool, the spaces are empty and can be typed into directly, or it can be printed on 11x17 paper and posted on the wall for collaborative planning with project team members using post-it notes, or it can be printed on 8.5x11 paper if reduced to 66%.
We have also created an instructional video that will explain and demonstrate how to use it: https://youtu.be/Cz0l1viEFmc
In the video, I mention that you need to write a “Value Proposition” statement for each type of end-user you identify, and that there are different templates online. For convenience, I am providing you with two templates for crafting a value proposition statement:
Template #1:
End User: __________________________ (who is your end-user/target audience)
Problem: _________________________________ (what problem/need you’re solving for the end-user)
Solution:__________________________________ (what is your solution for the problem/need)
Template #2:
For______________________________________________(target audience/end-user)
who______________________________________________(state the problem/need(s))
is a ______________________________________________(your project’s title/name)
that ______________________________________________(benefit statement, explain how your work will provide a solution for these end-user’s needs).
Stakeholder Engagement Guide of Guides ACCESSIBLE2KBHN KT
Understanding and responding to stakeholder needs increases the likelihood that your research will be useful and used. This compilation of existing guides on stakeholder engagement (SE) begins with a table outlining the three main approaches to SE, followed by resources that provide more detail on how to conduct and evaluate different types of SE activities.
The resources included in this annotated compendium of knowledge translation (KT) planning guides can be used as the basis for creating a KT plan that has key components of a complete KT plan.
This is the first version of an innovative tool for researchers and knowledge translation professionals to use for detailed KT planning that incorporates project management concepts. The tool combines KT planning aspects from 2 well established KT planning tools, as well as project management concepts from 5 different examples of project charters. Originally developed for use by NeuroDevNet NCE's High Impact Projects, this .pdf allows for the nesting of KT goals within research project goals, under the broader network strategic goals. Sections include: Research goals, KT Goals, in-scope and out-of-scope activities, project team members and roles/responsibilities as well as level of KT expertise, KT activities and target audiences, intended outcomes, budget for KT activities that automatically calculate row totals and grand total needed to accomplish all KT tasks, risks and mitigation plan, rationale for and start/end dates for each KT activity, and an opportunity to create indicators using the Co-Produced Pathway to Impact evaluation framework for each stage of the research/KT process. This .pdf is form-fillable for ease of use, and also features linked tables that fill in automatically based on the same information that was entered in previous tables (to improve efficiency of use). It is intended for use with one research project at a time, and ideally should be used by the entire project team including partners and embedded KT professional support.
Research-To-Impact Canvas - one page planning tool for research, KT and Comme...KBHN KT
The Research to Impact Canvas is an innovative adaptation of the Business Model Canvas, for use by researchers and KT professionals. While the BMC is used as a one-page quick and easily modifiable business plan (before writing the longer 30-40 page business plan) this Research to Impact Canvas provides a one page planning tool for sketching out the integrated research, KT and commercialization activities while budgeting for each activity. Partners, target audiences, and other considerations that are all part of a full KT or Commercialization plan can be planned alongside the research activities. In this way, this tool encourages the user to think about the usefulness (value proposition to the end user, because of the needs they are addressing with the work) of their research, in conjunction with (NOT isolated or separate from) their KT and/or Commercialization plan. This is how we can operationalize the Co-Produced Pathway to Impact, which requires co-production with non-academic stakeholders which could be partners or end-users. The capitalized letters in this tool indicate the stages of the CPPI framework that correspond with it - RESEARCH, DISSEMINATION, UPTAKE, IMPLEMENTATION and IMPACT. In this version of the tool, the spaces are empty and can be typed into directly, or it can be printed on 11x17 paper and posted on the wall for collaborative planning with project team members using post-it notes, or it can be printed on 8.5x11 paper if reduced to 66%.
We have also created an instructional video that will explain and demonstrate how to use it: https://youtu.be/Cz0l1viEFmc
In the video, I mention that you need to write a “Value Proposition” statement for each type of end-user you identify, and that there are different templates online. For convenience, I am providing you with two templates for crafting a value proposition statement:
Template #1:
End User: __________________________ (who is your end-user/target audience)
Problem: _________________________________ (what problem/need you’re solving for the end-user)
Solution:__________________________________ (what is your solution for the problem/need)
Template #2:
For______________________________________________(target audience/end-user)
who______________________________________________(state the problem/need(s))
is a ______________________________________________(your project’s title/name)
that ______________________________________________(benefit statement, explain how your work will provide a solution for these end-user’s needs).
This is the first guide for researchers interested in creating infographics of their research findings. The main content of the guide is evidence-based, and is followed by links to examples of infographics and other information to illustrate the concepts presented. The appendices contain form-fillable worksheets intended to help ensure the user considers all important the design and development considerations, including a checklist to use to obtain feedback from intended target audience(s).
Effect of Communication Process and Mission on Project Implementation in Coun...paperpublications3
Abstract: The purpose of this study was to provide research based information that will improve project implementation in County Governments in Kenya. The data was collected through questionnaires, interviews and documents analysis. The target population was the County Executive Committee Members, the County Representatives and the County Public Service employees. The findings from the analysis show that communication is pillar of projects implementation among the county government. The study therefore recommends that the County Governments should work towards achieving their goals by sharing information with its stakeholders and having clear project mission to promote goals achievement in the projects being undertaken.
Digital Strategy Environmental Scan for the Concordia University Digital Stra...Megan Hurst
Athenaeum21 (A21) is pleased to announce the public release of the “Digital Strategy Environmental Scan” report. The report was commissioned by the Concordia University Digital Strategy Committee, and has been publicly shared via its website. The committee is charged with creating a path-breaking digital strategy for Concordia University and has undertaken work “to determine what actions we need to take to become a next-generation university that embraces the digital reality of our students, faculty, researchers, staff and life in general.”
Concordia University selected A21 to research higher education institutions’ and industries’ approaches to strategically managing all aspects of digital transformation. The committee charged A21 with conducting a broad and deep examination of how and why digital strategies in a range of organizations succeed, and also why they “fail.” A21 conducted a literature review, web review, and interviews with thought leaders and practitioners in digital transformation and digital literacy in higher education, non-profits, and corporations. Interviewees included Dr. Jill Leafstedt, of Teaching and Learning Innovations, California State University, Channel Islands; digital literacy researcher and expert Dr. Monica Bulger; Michael Edson of the UN Live Museum; Dr. Gerald Kane, digital transformation researcher and professor of business at Boston College; Daniel Greenstein of the Bill and Melinda Gates Foundation; Dr. Melissa Highton, of the University of Edinburgh; Sarah Knight, Jisc; and Tore Burheim, University of Bergen.
A21 defines “digital strategy” as “a plan of action for the adoption of institutional processes and practices to transform the organization and culture to effectively and competitively function in an increasingly digital world.” The report provides examples of successful practices undertaken by organizations actively managing digital transformation in Canada, the United States and Europe, as well as examples of so-called “failure.” The answers as to why digital strategies succeed or fail are complex, but all hinge on six key elements that A21 identified during the research phase: People, Culture, Leadership, Organizational Alignment, followed by Data, and Technology.
THESIS RESEARCH REPORT NOTESProject relationship managemen.docxchristalgrieg
THESIS RESEARCH REPORT NOTES
Project relationship management
and the Stakeholder Circlee
Lynda Bourne
Stakeholder Management Pty. Ltd, Melbourne, Australia, and
Derek H.T. Walker
RMIT University, Melbourne Australia
Abstract
Purpose – The aim of this paper is to summarise a successfully completed doctoral thesis.
The main purpose of the paper is to provide a summary that indicates the scope of, and main issues raised
by, the thesis so that readers that are undertaking research in this area may be aware of current cutting
edge research that could be relevant to them. A second key aim of the paper is to place this in context with
doctoral study and further research that could take place to extend knowledge in this area.
Design/methodology/approach – Research reported in this paper was based upon action learning
from a series of case studies where a project management tool for managing stakeholder relationships
was tested and refined.
Findings – The tool is useful in helping the project delivery team identify major influencing
stakeholders and visualise their potential impact. This tool then helped the studied project delivery
teams to develop stakeholder engagement strategies. While it was initially tested as a planning tool to
be used at the early stages of a project it can be used through the whole implementation phase of a
project as the flow of major stakeholders and their influence changes during a project.
Practical implications – The tool was further improved during 2006 and commercialised in 2007
and is currently being used by numerous organisations. In observing how it is being used and can be
used, it is suggested that over time a useful data base of stakeholder behaviours is being established
that can be mined and used to better predict stakeholder types and their likely actions.
Originality/value – This paper provides a summary of cutting-edge research work and a link to the
published thesis (see URL www.mosaicprojects.com.au/Resources_Papers_021.html for a pdf (7meg))
that researchers can use to help them understand how the research methodology was applied as well
as how it can be extended.
Keywords Stakeholder analysis, Project management, Action learning
Paper type Research paper
Summary of the research thesis
Project success and failure is directly related to its stakeholders’ perceptions of the value
created by the project and the nature of their relationship with the project team. This
dissertation (Bourne, 2005) demonstrates a direct link between the successful management
of the relationships between the project and its stakeholders and the stakeholder’s
assessment of a successful project outcome. The project’s success, or failure, is strongly
influenced by both the expectations and perceptions of its stakeholders, and the capability
and willingness of project managers to manage these factors and the organisation’s politics.
The current issue and full text archive of this journal is available at
www.emeraldinsig ...
Knowledge Management in Project-Based OrganizationsOlivier Serrat
Projects ought to be vehicles for both practical benefits and organizational learning. However, if an organization is designed for the long term, a project exists only for its duration. Project-based organizations face an awkward dilemma: the project-centric nature of their work makes knowledge management, hence learning, difficult.
This is the first guide for researchers interested in creating infographics of their research findings. The main content of the guide is evidence-based, and is followed by links to examples of infographics and other information to illustrate the concepts presented. The appendices contain form-fillable worksheets intended to help ensure the user considers all important the design and development considerations, including a checklist to use to obtain feedback from intended target audience(s).
Effect of Communication Process and Mission on Project Implementation in Coun...paperpublications3
Abstract: The purpose of this study was to provide research based information that will improve project implementation in County Governments in Kenya. The data was collected through questionnaires, interviews and documents analysis. The target population was the County Executive Committee Members, the County Representatives and the County Public Service employees. The findings from the analysis show that communication is pillar of projects implementation among the county government. The study therefore recommends that the County Governments should work towards achieving their goals by sharing information with its stakeholders and having clear project mission to promote goals achievement in the projects being undertaken.
Digital Strategy Environmental Scan for the Concordia University Digital Stra...Megan Hurst
Athenaeum21 (A21) is pleased to announce the public release of the “Digital Strategy Environmental Scan” report. The report was commissioned by the Concordia University Digital Strategy Committee, and has been publicly shared via its website. The committee is charged with creating a path-breaking digital strategy for Concordia University and has undertaken work “to determine what actions we need to take to become a next-generation university that embraces the digital reality of our students, faculty, researchers, staff and life in general.”
Concordia University selected A21 to research higher education institutions’ and industries’ approaches to strategically managing all aspects of digital transformation. The committee charged A21 with conducting a broad and deep examination of how and why digital strategies in a range of organizations succeed, and also why they “fail.” A21 conducted a literature review, web review, and interviews with thought leaders and practitioners in digital transformation and digital literacy in higher education, non-profits, and corporations. Interviewees included Dr. Jill Leafstedt, of Teaching and Learning Innovations, California State University, Channel Islands; digital literacy researcher and expert Dr. Monica Bulger; Michael Edson of the UN Live Museum; Dr. Gerald Kane, digital transformation researcher and professor of business at Boston College; Daniel Greenstein of the Bill and Melinda Gates Foundation; Dr. Melissa Highton, of the University of Edinburgh; Sarah Knight, Jisc; and Tore Burheim, University of Bergen.
A21 defines “digital strategy” as “a plan of action for the adoption of institutional processes and practices to transform the organization and culture to effectively and competitively function in an increasingly digital world.” The report provides examples of successful practices undertaken by organizations actively managing digital transformation in Canada, the United States and Europe, as well as examples of so-called “failure.” The answers as to why digital strategies succeed or fail are complex, but all hinge on six key elements that A21 identified during the research phase: People, Culture, Leadership, Organizational Alignment, followed by Data, and Technology.
THESIS RESEARCH REPORT NOTESProject relationship managemen.docxchristalgrieg
THESIS RESEARCH REPORT NOTES
Project relationship management
and the Stakeholder Circlee
Lynda Bourne
Stakeholder Management Pty. Ltd, Melbourne, Australia, and
Derek H.T. Walker
RMIT University, Melbourne Australia
Abstract
Purpose – The aim of this paper is to summarise a successfully completed doctoral thesis.
The main purpose of the paper is to provide a summary that indicates the scope of, and main issues raised
by, the thesis so that readers that are undertaking research in this area may be aware of current cutting
edge research that could be relevant to them. A second key aim of the paper is to place this in context with
doctoral study and further research that could take place to extend knowledge in this area.
Design/methodology/approach – Research reported in this paper was based upon action learning
from a series of case studies where a project management tool for managing stakeholder relationships
was tested and refined.
Findings – The tool is useful in helping the project delivery team identify major influencing
stakeholders and visualise their potential impact. This tool then helped the studied project delivery
teams to develop stakeholder engagement strategies. While it was initially tested as a planning tool to
be used at the early stages of a project it can be used through the whole implementation phase of a
project as the flow of major stakeholders and their influence changes during a project.
Practical implications – The tool was further improved during 2006 and commercialised in 2007
and is currently being used by numerous organisations. In observing how it is being used and can be
used, it is suggested that over time a useful data base of stakeholder behaviours is being established
that can be mined and used to better predict stakeholder types and their likely actions.
Originality/value – This paper provides a summary of cutting-edge research work and a link to the
published thesis (see URL www.mosaicprojects.com.au/Resources_Papers_021.html for a pdf (7meg))
that researchers can use to help them understand how the research methodology was applied as well
as how it can be extended.
Keywords Stakeholder analysis, Project management, Action learning
Paper type Research paper
Summary of the research thesis
Project success and failure is directly related to its stakeholders’ perceptions of the value
created by the project and the nature of their relationship with the project team. This
dissertation (Bourne, 2005) demonstrates a direct link between the successful management
of the relationships between the project and its stakeholders and the stakeholder’s
assessment of a successful project outcome. The project’s success, or failure, is strongly
influenced by both the expectations and perceptions of its stakeholders, and the capability
and willingness of project managers to manage these factors and the organisation’s politics.
The current issue and full text archive of this journal is available at
www.emeraldinsig ...
Knowledge Management in Project-Based OrganizationsOlivier Serrat
Projects ought to be vehicles for both practical benefits and organizational learning. However, if an organization is designed for the long term, a project exists only for its duration. Project-based organizations face an awkward dilemma: the project-centric nature of their work makes knowledge management, hence learning, difficult.
CHAPTER 2 Strategic Management and Project SelectionMore and m.docxcravennichole326
CHAPTER 2
Strategic Management and Project Selection
More and more, the accomplishment of important tasks and goals in organizations today is being achieved through the use of projects. The phrases we hear and read about daily at our work and in conversations with our colleagues, such as “management by projects” and “project management maturity,” reflect this increasing trend in our society. The explosively rapid adoption of such a powerful tool as project management to help organizations achieve their goals and objectives is certainly awesome. In addition to project management’s great utility when correctly used, however, its utility has also led to many misapplications. As frequently noted by both consultants and industry project experts, there are many projects that:
• fall outside the organization’s stated mission,
• are completely unrelated to the strategy and goals of the organization, or
• have excessive funding levels relative to their expected benefits.
In addition to the growth in the number of organizations adopting project management, there is also accelerating growth in the number of multiple, simultaneous, and often interrelated projects in organizations. Thus, the issue naturally arises as to how one manages all these projects. Are they all really projects? (It has been suggested that perhaps up to 80 percent of all “projects” are not actually projects at all, since they do not include the three project requirements for scope, budget, and due date.) Should we be undertaking all of them? Among those we should implement, what should be their priorities?
It is not unusual these days for organizations to be wrestling with hundreds of new projects. With so many ongoing projects it becomes difficult for smaller projects to get adequate support, or even the attention of senior management. Three particularly common problems in organizations trying to manage multiple projects are:
1. Delays in one project cause delays in other projects because of common resource needs or technological dependencies.
2. The inefficient use of corporate resources results in peaks and valleys of resource utilization.
3. Bottlenecks in resource availability or lack of required technological inputs result in project delays that depend on those scarce resources or technology.
As might be expected, the report card on organizational success with management by projects is not stellar. For example, an early research study (Thomas et al., 2001) found that 30 percent of all projects were canceled midstream, and over half of completed projects were up to 190 percent over budget and 220 percent late. This same study found that the primary motivation of organizations to improve and expand their project management processes was due to major troubled or failed projects, new upcoming mega-projects, or to meet competition or maintain their market share. Those firms that “bought” project management skills from consultants tended to see it as a “commodity.” These fi ...
The Kenya Ushahidi Evaluation Project was 9-month Ushahidi evaluation project in partnership with the Harvard Humanitarian Initiative supported by the Knight Foundation. Jennifer Chan and Melissa Tully conducted research, created cases studies and toolboxes. (2011) The Uchaguzi Case Study was created by Jennifer Chan.
Running Head PROJECT 1PROJECT 6PROJECTI.docxjeanettehully
Running Head: PROJECT 1
PROJECT 6
PROJECT
Institution Affiliation
Student Name
Date
Introduction
Companies vary in the way in which they identify projects. The process of identifying a project can be performed by the top-level management, such as the Chief Executive Officer. A committee composed of the manager and other interested parties. The user department, senior information system manager, and the development group can decide on which project to submit. Each identification technique has its strengths as well as weaknesses. For instance, it protects that are identified by the top management have a strategic management focus. Projects that are identified by departments have a tactic focus.
Project cost, complexity, risk as well as duration influence the individuals who identify a project. Most of the project sources are identified by the steering committee as well as the top-level management. Most of the projects reflect on the broad needs of the organization. This group has a better understanding of the goals and objectives of the organization. Projects that are identified by the functional major, information system development group, and business unit are often designed for a particular business need. Moreover, it may not reflect the overall objective of the business. There are also not considered as broad organizational issues.
Projects that are identified by business units, development groups, and managers are known as bottom-up sources. It is essential to provide support to people who are carrying out this type of project. The top-level management should also be involved in the early life cycle of the project. Managers should be aware of the information needs and the reasons for carrying out the project. This description is essential, especially when selecting the project that will be approved to move into the project initiation and planning phase. Projects can be identified by both bottom-up and top and down. The procedure of identifying and selecting a project is different depending on the organization due to the limited resources.
It is essential to identify the advantage and disadvantages of the project. Project classifying, identification is ranking of the project can be performed by the top-level management, information system group, business unit, or the steering committee. The method that is used to access the merits of a particular project can vary based on the size of the company. In any given company, one or several methods can be used during the ranking or classification process. For instance, a company may use a committee, (Kaiser, et al., 2015). They can choose to meet every month or quarterly in order to discuss the progress of the project and areas that need to be improved. During the meeting, new project requests are reviewed related to the project that has already been identified. In addition, ongoing projects are also monitored.
In the project identification and selection, the final phase i ...
This annotated compendium of evaluation planning guides can help you understand the basics of conducting an evaluation; learn how to create a logic model and indicators; understand evaluation terminology; develop performance management metrics; and evaluate your research, knowledge translation and commercialization activities, outputs and outcomes.
Mobile Age: Open Data Mobile Apps to Support Independent LivingMobile Age Project
We present design insights for developing mobile services for senior citizens which have emerged through substantive engagement with end users and other stakeholders. We describe the aims of the Mobile Age project, and the ideas and rationale for applications that have emerged through a co-creation process. A trusted data platform is proposed along with apps that bring open data and mobile technology to work for an underserved population.
Christopher N. Bull
Will Simm
Bran Knowles
Oliver Bates
Nigel Davies
School of Computing and
Communications,
Lancaster University,
Lancaster, UK
c.bull@lancaster.ac.uk
branknowles9@gmail.com
w.simm@lancaster.ac.uk
o.bates@lancaster.ac.uk
n.a.davies@lancaster.ac.uk
Anindita Banerjee
Lucas Introna
Niall Hayes
Centre for the Study of Technology
and Organisation,
Lancaster University,
Lancaster, UK
a.banerjee2@lancaster.ac.uk
n.hayes@lancaster.ac.uk
l.introna@lancaster.ac.uk
Permission to make digital or hard copies of part or all of this work for personal or classroom use is granted without fee provided that copies are not made or distributed for profit or commercial advantage and that copies bear this notice and the full citation on the first page. Copyrights for third-party components of this work must be honored. For all other
uses, contact the Owner/Author.
Copyright is held by the owner/author(s).
CHI'17 Extended Abstracts, May 06-11, 2017, Denver, CO, USA
ACM 978-1-4503-4656-6/17/05.
http://dx.doi.org/10.1145/3027063.3053244
When we speak of compliance/ legal /regulatory risks in terms of documenting, the questions that we should be asking are who we are protecting: the consumer or the policies of the people/ company / organization / government who run the compliance/ legal /regulatory risks?
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.