The document discusses proper waste disposal during emergencies. It notes that improper waste disposal can contaminate water and spread diseases. It recommends temporary latrines for containing human waste, such as pit latrines. Proper sanitation is important for controlling disease outbreaks. The document argues that human waste should not be seen as waste, but as a resource that can be recycled through composting as fertilizer. Educating displaced people on sanitation, hygiene and recycling humanure is important for health during emergencies.
El documento presenta la estructura básica de una página web compuesta por los elementos HTML <head> y <body>. En el encabezado <head> se define el título de la página "MUNEVAR-PACHÓN NE" y en el cuerpo <body> se establecen los colores de fondo y texto, y se incluyen los títulos "COLEGIO NICOLAS ESGUERRRA" y "EDIFICAMOS FUTURO" así como el subtítulo "BIENVENIDOS AL CAMPUS VIRTUAL".
This document provides examples of simple present tense sentences for positive and negative statements about where people live. It also includes questions using the simple present tense and short yes/no answers about whether people live in certain places. Sample questions are provided about daily routines like wake up time, lunch time, and activities after school or on weekends.
Ruslan Khasanov es un diseñador gráfico ruso graduado de la USAAA que se especializa en tipografía, ilustración y fotografía. Algunos de sus trabajos incluyen ilustraciones vectoriales, retratos con mallas de gradiente, libros de bocetos y manipulaciones fotográficas de biomorfos. Todos sus trabajos se pueden ver en su portafolio y cuenta de Vimeo.
Una piccola guida all'uso corretto del Web 2.0 quando si cercano temi di salute.
Lavoro di gruppo degli studenti della Magistrale in Comunicazione Pubblica e Sociale dell'Università di Bologna, G. Bencivenga, M. Bella De Iovita, G. Gazzotti, L. Giglio, G. Meli.
The document discusses proper waste disposal during emergencies. It notes that improper waste disposal can contaminate water and spread diseases. It recommends temporary latrines for containing human waste, such as pit latrines. Proper sanitation is important for controlling disease outbreaks. The document argues that human waste should not be seen as waste, but as a resource that can be recycled through composting as fertilizer. Educating displaced people on sanitation, hygiene and recycling humanure is important for health during emergencies.
El documento presenta la estructura básica de una página web compuesta por los elementos HTML <head> y <body>. En el encabezado <head> se define el título de la página "MUNEVAR-PACHÓN NE" y en el cuerpo <body> se establecen los colores de fondo y texto, y se incluyen los títulos "COLEGIO NICOLAS ESGUERRRA" y "EDIFICAMOS FUTURO" así como el subtítulo "BIENVENIDOS AL CAMPUS VIRTUAL".
This document provides examples of simple present tense sentences for positive and negative statements about where people live. It also includes questions using the simple present tense and short yes/no answers about whether people live in certain places. Sample questions are provided about daily routines like wake up time, lunch time, and activities after school or on weekends.
Ruslan Khasanov es un diseñador gráfico ruso graduado de la USAAA que se especializa en tipografía, ilustración y fotografía. Algunos de sus trabajos incluyen ilustraciones vectoriales, retratos con mallas de gradiente, libros de bocetos y manipulaciones fotográficas de biomorfos. Todos sus trabajos se pueden ver en su portafolio y cuenta de Vimeo.
Una piccola guida all'uso corretto del Web 2.0 quando si cercano temi di salute.
Lavoro di gruppo degli studenti della Magistrale in Comunicazione Pubblica e Sociale dell'Università di Bologna, G. Bencivenga, M. Bella De Iovita, G. Gazzotti, L. Giglio, G. Meli.
This document provides an overview of Behavior Driven Development (BDD). It discusses how BDD is focused on development rather than testing. BDD uses user stories and acceptance criteria written in a Given/When/Then format to define requirements and drive the development process. Developers use test-driven development, writing tests before code, to ensure all acceptance criteria are met. The document also outlines how BDD fits into the agile development process and provides coaching tips for implementing BDD.
This document discusses new approaches for managing organizations in the modern, networked society. It advocates for a complete paradigm shift from traditional, reactive management of people to transforming management as a social activity focused on managing the system. Specifically, it promotes managing through autonomy and self-organization of teams, aligning people around shared intentions and directions rather than tightly controlling actions. It also discusses related concepts like lean thinking, systems thinking, complexity theory and agile development principles that emphasize eliminating waste, building quality, respecting people, and optimizing the whole system through fast experimentation and learning.
This document outlines 10 ingredients for a successful Agile transformation: 1) Establish why changes are needed by aligning with organizational values and goals. 2) Develop an Agile strategy including practices, tools, and empowering self-organization. 3) Train managers. 4) Use a pilot project to test changes. 5) Scale practices across teams using a transition team to address culture, support, resources and impediments. 6) Create new roles and provide training/coaching. 7) Use cross-functional teams. 8) Maintain technical excellence. 9) Drive cultural change to prioritize customer satisfaction. 10) Make the transformation self-sustainable through coaches, communities of practice, and HR support.
This document provides guidance on how to make a company agile. It recommends starting with a transformation team to train managers and run experiments in cross-functional teams. The transformation team should focus on developing people's skills and scaling up learning. The process requires a cultural change through self-organizing teams and an empirical, failure-driven approach. The goal is to continuously deliver value as fast as possible.
This document provides guidance on how organizations can become more agile. It recommends that companies 1) decide on their goals and values, 2) empower cross-functional teams and promote technical excellence, and 3) start small with experiments and continuous improvement. The overall message is that becoming agile requires nurturing new roles, running experiments, and focusing on transparency and problem visibility to enable progress.
This document discusses managing organizations in the networked society. It advocates for a complete paradigm shift from managing people reactively to managing the system in a transformational way through leading fast experimentation and learning. Concrete practices discussed include giving teams autonomy through alignment on direction, team hiring, and a 10% rule to encourage experimental doodling. Mental models like the Agile Amplifier board and communities of practice are recommended to build a learning lifestyle and culture of performance, trust and innovation.
This document provides an overview of Behavior Driven Development (BDD). It discusses how BDD is focused on development rather than testing. BDD uses user stories and acceptance criteria written in a Given/When/Then format to define requirements and drive the development process. Developers use test-driven development, writing tests before code, to ensure all acceptance criteria are met. The document also outlines how BDD fits into the agile development process and provides coaching tips for implementing BDD.
This document discusses new approaches for managing organizations in the modern, networked society. It advocates for a complete paradigm shift from traditional, reactive management of people to transforming management as a social activity focused on managing the system. Specifically, it promotes managing through autonomy and self-organization of teams, aligning people around shared intentions and directions rather than tightly controlling actions. It also discusses related concepts like lean thinking, systems thinking, complexity theory and agile development principles that emphasize eliminating waste, building quality, respecting people, and optimizing the whole system through fast experimentation and learning.
This document outlines 10 ingredients for a successful Agile transformation: 1) Establish why changes are needed by aligning with organizational values and goals. 2) Develop an Agile strategy including practices, tools, and empowering self-organization. 3) Train managers. 4) Use a pilot project to test changes. 5) Scale practices across teams using a transition team to address culture, support, resources and impediments. 6) Create new roles and provide training/coaching. 7) Use cross-functional teams. 8) Maintain technical excellence. 9) Drive cultural change to prioritize customer satisfaction. 10) Make the transformation self-sustainable through coaches, communities of practice, and HR support.
This document provides guidance on how to make a company agile. It recommends starting with a transformation team to train managers and run experiments in cross-functional teams. The transformation team should focus on developing people's skills and scaling up learning. The process requires a cultural change through self-organizing teams and an empirical, failure-driven approach. The goal is to continuously deliver value as fast as possible.
This document provides guidance on how organizations can become more agile. It recommends that companies 1) decide on their goals and values, 2) empower cross-functional teams and promote technical excellence, and 3) start small with experiments and continuous improvement. The overall message is that becoming agile requires nurturing new roles, running experiments, and focusing on transparency and problem visibility to enable progress.
This document discusses managing organizations in the networked society. It advocates for a complete paradigm shift from managing people reactively to managing the system in a transformational way through leading fast experimentation and learning. Concrete practices discussed include giving teams autonomy through alignment on direction, team hiring, and a 10% rule to encourage experimental doodling. Mental models like the Agile Amplifier board and communities of practice are recommended to build a learning lifestyle and culture of performance, trust and innovation.
1. Steel Daises
Blanca Bonastre Samper
“Steel Daises” o “Margarites d’acer” és un monument commemoratiu a les dones matemàtiques que
sovint són oblidades de la història de les ciències.
Es tracta d’un conjunt de 6 escultures a gran escala amb forma de flor, fent referència a la idea de jardí, on
en els seus pètals s’escriuen el nom de 6 dones matemàtiques: Emmy Noether, Mary Somerville, Sophie
Germain, Ada Lovelace, Mileva Maric i Charlotte Angas.
Notes biogràfiques
Contacte
Nascuda a Palafolls el 1992
Mail: blancabs92@gmail.com La meva trajectòria artística es mou entre l’art i
Website o bloc: http://blancabonastre.blogspot.com/ l’ensenyament: per una banda, les meves creacions
solen ser il·lustracions amb tècniques aiguades, tot hi
que segueix-ho interessant-me en la pintura i l’escultura,
i per l’altre, estic interessada en la creativitat i la
psicologia com ha mètodes d’ensenyament.
2. APROXIMACIÓ AL TERRITORI
Imatges extretes des del Google Earth del
C/ Pau Gargallo, 18 (Barcelona, Espanya)
3. ESTUDI DE L’ÀREA D’INTERVENCIÓ
Anàlisi d’elements i materials existents
L ’àrea disponible d’aquest projecte està compost per una façana d’obra
vista, amb 8 focus i càmeres de vigilància, i una zona verda composta per
gespa, un conjunt d'adelfes, dos plataners i un pi. Aquesta zona esta
rodejada per una vorera, no hi toca el sol la major part del dia i sol ser poc
transitada.
4. ESTUDI DE L’ÀREA D’INTERVENCIÓ
Planimetria: bcn.cat/urbanisme
Planta, alçat i perfil de la Facultat
de Matemàtiques
10. PROJECTE D’INTERVENCIÓ
Solucions tècniques
Totes les peces es poden aconseguir a qualsevol metal·lúrgia o caldereria,
menys els pètals/lletres, que haurien de ser fets a mida amb Tall de plasma
o amb Tall de raig d‘aigua-abrasiu. Totes les parts de les flors anirien
soldades entre sí i la peça final, seria fixada al terra amb un peu de
formigó.