In this article I will explore why I think that deadlines should never be communicated to the development teams, and why all deadlines are basically meaningless anyway.
Many, if not all portfolio managers spend a great deal of time worrying about the quality of their economic input data. These concerns cover the gamut from systemic over- or under-estimation, to project or region-specific bias, to simple sloppy and inconsistent data gathering. Many postpone initiating advanced decision-making techniques “until the data are in better shape”. However, investment decision data quality rarely improves substantially until that data starts being used consistently, systematically, and seriously. How then are we initiate use of advanced decision making techniques if we don’t trust the data? Business decisions are made every day, using the data that is available at the time. If we think of Portfolio Management and Optimization as techniques to improve the quality of our decisions, instead of as ways to find “the right answer”, we can begin to use these techniques to improve those decisions in spite of reservations we may have about the quality of data currently at hand. Once a system is in place and functioning, data quality improvement measures can start to take hold with sufficient feedback to guide the process.
Problem Solving And Decision Making PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Problem Solving And Decision Making PowerPoint Presentation Slides. Our topic specific Problem Solving And Decision Making PowerPoint Presentation Slides deck contains eighteen slides to formulate the topic with a sound understanding. This PPT deck is what you can bank upon. With diverse and professional slides at your side, worry the least for a powerpack presentation. A range of editable and ready to use slides with all sorts of relevant charts and graphs, overviews, topics subtopics templates, and analysis templates makes it all the more worth. This deck displays creative and professional looking slides of all sorts. Whether you are a member of an assigned team or a designated official on the look out for impacting slides, it caters to every professional field.
Want to take your problem-solving skills to a new level? email me:
alanbarker830@btinternet.com
These slides summarise a training session that I often run alone or as part of a larger event. The training is always highly interactive; we apply all the tools and techniques in this presentation to real problems offered by participants, in the hope of finding real solutions. We usually find some!
Check out my book: How to Solve Almost Any Problem, published by Pearson.
A person's car breaks down on the side of the road while driving alone. They need to solve the problem of how to get to a planned meeting on time. Problem solving involves six key steps: defining the problem, gathering information, identifying solutions, evaluating alternatives, implementing a plan, and evaluating the results. Both problem solving and decision making require examining options, choosing the best option, and reviewing outcomes. The scientific method provides a structured approach through defining the problem, collecting data, proposing hypotheses, testing hypotheses, and drawing conclusions.
7 step Problem solving cycle project reportSandeep Kohli
The document discusses problem solving and provides a seven-step process for effective problem solving. It begins by defining problem solving as a process of using skills to solve problems in order to achieve goals. It then outlines the seven steps: 1) Identify the problem, 2) Explore the problem, 3) Set goals, 4) Look at alternatives, 5) Select a possible solution, 6) Implement the solution, and 7) Evaluate the solution. It encourages seeing problems from different perspectives, brainstorming alternatives, considering outcomes, and reviewing solutions. The document stresses that problem solving is a skill that can be used to address challenges in many areas of life.
Problem solving UNIT - 4 [C PROGRAMMING] (BCA I SEM)Mansi Tyagi
The document discusses various problem solving techniques including trial and error, brainstorming, and divide and conquer. It explains the steps in problem solving as understanding the problem, devising a plan, carrying out the plan, and looking back. It also covers algorithms, pseudocode, flowcharts, and complexity analysis. Key problem solving techniques are trial and error, which uses multiple attempts to find a solution, and brainstorming, where a group generates many ideas without criticism. Divide and conquer breaks a problem into subproblems, solves them recursively, and combines the solutions.
In this article I will explore why I think that deadlines should never be communicated to the development teams, and why all deadlines are basically meaningless anyway.
Many, if not all portfolio managers spend a great deal of time worrying about the quality of their economic input data. These concerns cover the gamut from systemic over- or under-estimation, to project or region-specific bias, to simple sloppy and inconsistent data gathering. Many postpone initiating advanced decision-making techniques “until the data are in better shape”. However, investment decision data quality rarely improves substantially until that data starts being used consistently, systematically, and seriously. How then are we initiate use of advanced decision making techniques if we don’t trust the data? Business decisions are made every day, using the data that is available at the time. If we think of Portfolio Management and Optimization as techniques to improve the quality of our decisions, instead of as ways to find “the right answer”, we can begin to use these techniques to improve those decisions in spite of reservations we may have about the quality of data currently at hand. Once a system is in place and functioning, data quality improvement measures can start to take hold with sufficient feedback to guide the process.
Problem Solving And Decision Making PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Problem Solving And Decision Making PowerPoint Presentation Slides. Our topic specific Problem Solving And Decision Making PowerPoint Presentation Slides deck contains eighteen slides to formulate the topic with a sound understanding. This PPT deck is what you can bank upon. With diverse and professional slides at your side, worry the least for a powerpack presentation. A range of editable and ready to use slides with all sorts of relevant charts and graphs, overviews, topics subtopics templates, and analysis templates makes it all the more worth. This deck displays creative and professional looking slides of all sorts. Whether you are a member of an assigned team or a designated official on the look out for impacting slides, it caters to every professional field.
Want to take your problem-solving skills to a new level? email me:
alanbarker830@btinternet.com
These slides summarise a training session that I often run alone or as part of a larger event. The training is always highly interactive; we apply all the tools and techniques in this presentation to real problems offered by participants, in the hope of finding real solutions. We usually find some!
Check out my book: How to Solve Almost Any Problem, published by Pearson.
A person's car breaks down on the side of the road while driving alone. They need to solve the problem of how to get to a planned meeting on time. Problem solving involves six key steps: defining the problem, gathering information, identifying solutions, evaluating alternatives, implementing a plan, and evaluating the results. Both problem solving and decision making require examining options, choosing the best option, and reviewing outcomes. The scientific method provides a structured approach through defining the problem, collecting data, proposing hypotheses, testing hypotheses, and drawing conclusions.
7 step Problem solving cycle project reportSandeep Kohli
The document discusses problem solving and provides a seven-step process for effective problem solving. It begins by defining problem solving as a process of using skills to solve problems in order to achieve goals. It then outlines the seven steps: 1) Identify the problem, 2) Explore the problem, 3) Set goals, 4) Look at alternatives, 5) Select a possible solution, 6) Implement the solution, and 7) Evaluate the solution. It encourages seeing problems from different perspectives, brainstorming alternatives, considering outcomes, and reviewing solutions. The document stresses that problem solving is a skill that can be used to address challenges in many areas of life.
Problem solving UNIT - 4 [C PROGRAMMING] (BCA I SEM)Mansi Tyagi
The document discusses various problem solving techniques including trial and error, brainstorming, and divide and conquer. It explains the steps in problem solving as understanding the problem, devising a plan, carrying out the plan, and looking back. It also covers algorithms, pseudocode, flowcharts, and complexity analysis. Key problem solving techniques are trial and error, which uses multiple attempts to find a solution, and brainstorming, where a group generates many ideas without criticism. Divide and conquer breaks a problem into subproblems, solves them recursively, and combines the solutions.
Get things done : pragmatic project managementStan Carrico
The document provides pragmatic advice for project management. It discusses challenges project managers may face including stakeholders, timelines, and fear, uncertainty, and doubt. It recommends communicating frequently with stakeholders, organizing work with tools like planning software and ticketing systems, addressing problems promptly through prototypes, and taking ownership of assignments to help ensure project success.
This document discusses becoming a software testing expert. It provides 10 claims about testing and asks the reader to analyze them. It also presents 3 "expert challenges" involving testing scenarios and asks the reader to provide the expected results or test cases. The document emphasizes that expertise is situational and depends on factors like one's technical knowledge and ability to explain their methodology. It suggests drivers for developing expertise like practicing, gathering resources, and associating with other experts. The overall document provides guidance and questions to help the reader assess and improve their expertise in software testing.
The document discusses technical management techniques for managers. It provides tips for managing technology selection by having meaningful dialogs with technical specialists, discussing options and their pros and cons. It also discusses leadership during emergencies by surveying the situation, assembling the right team, and acting quickly while remaining calm. Additionally, it offers suggestions for motivating and rewarding technical staff like using public scoreboards, celebrating wins, providing career growth opportunities, and holding coaching meetings.
Jeff Bezos discusses the importance of maintaining a "Day 1" mindset and avoiding "Day 2" for companies. He outlines four essentials for defending against Day 2: true customer obsession, resisting proxies, embracing external trends, and high-velocity decision making. Bezos argues that customer focus and high-quality yet fast decisions are needed to maintain vitality and avoid stagnation for large organizations.
Jeff Bezos' 2016 Letter to Amazon ShareholdersRazin Mustafiz
Jeff Bezos discusses techniques for companies to maintain vitality and defend against "Day 2", which represents decline, stagnation, and irrelevance. He emphasizes the importance of obsessive customer focus, resisting proxies like only relying on processes or surveys without understanding customers, embracing powerful external trends like machine learning, and making high-quality, high-velocity decisions using approaches like "disagree and commit".
Jeff Bezos discusses the importance of maintaining a "Day 1" mindset and avoiding "Day 2" for companies. He outlines four essentials for defending against Day 2: true customer obsession, resisting proxies, embracing external trends, and high-velocity decision making. Bezos emphasizes the need to keep decision making fast while still aiming for high quality, and to disagree and commit to decisions even when there is no consensus.
EXTRA CREDITWe just finished watching 12 Angry Men, a movie which .docxssuser454af01
EXTRA CREDIT
We just finished watching 12 Angry Men, a movie which impacted me personally many years ago, and the impact still helps me to understand human nature.
The extra credit is to give you the opportunity to tell me about a book or movie you have seen/read which has impacted your life. In about a page tell me a little about the book or movie, and the impact it had on you.
INTEGRATIVE THINKING 2.0:
A USER'S GUIDE
TOYOUR
OPPOSABLE MIND
How to embrace opposing models and apply Integrative Thinking
in four (not always easy) steps.
by Jennifer Riel and Roger Martin
IN THE EFFECTIVE EXECUTIVE, P e t e r D r u c k e r w r i t e s at l e n g t h a b o u t
decision making, arguing that it is a central executive task. An ef-
fective decision-maker, he says, focuses on the most important
decisions, works to achieve deep conceptual understanding and
isn't overly impressed by speed. But Drucker also points to a par-
ticular idiosyncrasy of effective decision-makers: "The under-
standing that underlies the right decision grows out of the clash
of divergent opinions and out of serious consideration of the
competing alternatives."
Effective decision makers, Drucker says, disregard conven-
tional wisdom about reaching consensus and instead work to
create disagreement and dissention. As an example, he points to
the man who turned General Motors into the largest company
in the world:
"Alfred Sloan is reported to have said at a meeting of one of
his top committees: 'Gentlemen, I take it we are all in com-
plete agreement on the decision here.' Everyone around the
table nodded assent. 'Then,' continued Mr. Sloan, 'I propose
that we postpone further discussion of this matter until our
next meeting to give ourselves time to develop disagree-
ment and perhaps gain some understanding of what the
decision is all about.'"
Sloan, Drucker says, "knew that the right decision demands ade-
quate disagreement." In other words, it is in the tension between
competing ideas that we come to understand the true nature of
a problem and start to see possibilities for a better answer.
This notion is at the very heart of Integrative Thinking. But
it is also challenging to operationalize due to a key tenet of the
human condition: conflict is uncomfortable and runs counter to
our natural desire for certainty. We feel intuitively that opposing
views are threatening to organizational harmony and that con-
sensus should be our goal. No wonder, then, that when we're
faced with opposing options, we often discount one of them as
simply wrong, and its proponents as either 'misguided' or 'ill-
intentioned'.
In fact, as Drucker hints, opposing models are only a prob-
lem when we choose to treat them as such. Sloan's example of-
fers another, more productive approach, which is to use conflict-
ing ideas to truly understand the problem. We can dig deep into
the opposing alternatives, and into the tension between them, to
look for a better answer, treating opposing models as ...
T Ashok, Founder & CEO of STAG Software says that the resolution to deliver great quality software is necessary to meet this and requires effort from developer and tester. It requires one to comply with certain conditions and ensure that they are not violated. Read the full article that was published in the January 2013 issue of ezine - Tea Time with Testers.
This document discusses various aspects of decision making including:
- The process of examining options and choosing a course of action. Decisions can be structured/routine or unstructured/complex.
- Factors like risk, uncertainty, intuition, and biases must be considered.
- Decisions can be made individually or collectively in groups, each with benefits and drawbacks. Expert opinion and consensus building techniques are other approaches.
- Software development methodologies like egoless programming, chief programmer teams, and scrum aim to facilitate collective decision making.
The document discusses improving interaction design decisions through better guessing. It argues the best designers are those that make the best guesses, though training, intelligence, research and experience are also important. To improve guesses, designers must understand how decisions are made. Decisions involve discovering problems, framing problems, assessing problems, considering solutions, and acting. How problems are framed can significantly impact the perceived options and solution. Understanding decision-making processes can help designers make better guesses and decisions.
The document discusses the Context Driven School of Testing. It outlines the seven basic principles of the Context Driven School, which focus on the importance of context, the unpredictability of projects, solving problems rather than following practices, testing as an intellectual process, and cooperation throughout projects. It also briefly describes five schools of testing - Analytical, Factory, Quality Assurance, Context Driven, and Agile - and notes that the Context Driven community values challenges and debate. The document emphasizes finding community and understanding different perspectives to improve testing practices.
This document discusses problem solving techniques in three paragraphs:
1) It defines problem solving as an instructional strategy that involves motivating students to analyze problems, put forward hypotheses to solve them, and test those hypotheses.
2) It outlines the 5 steps of problem solving: 1) define the problem, 2) brainstorm ideas, 3) decide on a solution, 4) implement the solution, and 5) review the results.
3) It discusses improving problem solving skills by understanding the 5 steps and working to strengthen areas of weakness by teaming up with others who have complementary strengths.
A3 problem solving technique by Mr. Anup GandhiYogesh Vaghani
The document discusses the benefits of structured problem solving and decision making using A3 thinking. A3 thinking involves using a single sheet of paper to logically document the current problem state, goals, root cause analysis, action plans, and results. This structured approach directs people to thoroughly investigate problems, consider multiple perspectives, and develop consensus-based solutions to issues.
Decision Making
Essay on Decision Making Strategies
Decision Making Thesis
Essay on Decision Making
Decision Framing
Decision-Making Essay
Decision Making Models Essay example
Essay on Decision Making
Group decision making involves collecting input from multiple individuals to reach an optimal solution. It has advantages like generating more alternatives and increasing acceptance of solutions, but can be time consuming. Effective problem solving and decision making in teams follows six steps: identifying the problem, searching for alternatives, weighing alternatives, making a choice, implementing it, and evaluating outcomes. Brainstorming is a technique where teams generate spontaneous ideas without criticism to solve problems creatively.
Group decision making involves collecting input from multiple individuals to determine the best solution to a problem. It has advantages like generating more alternatives and increasing acceptance of solutions, but can also be time consuming and allow some members to dominate. Effective problem solving follows steps like identifying the issue, brainstorming alternatives, evaluating options, making a choice, implementing it, and evaluating outcomes. Creative thinking and brainstorming techniques can help teams consider more novel solutions.
Using Problem Solving Skills To Get A JobGary Clement
The document provides an overview of problem solving skills and thinking differently, with the goal of helping unemployed professionals think in new ways to find jobs. It discusses critical vs creative thinking, systems thinking, statistical thinking, intuition, problem solving tools/methods, and lateral/intuitive thinking. Techniques for thinking differently include meditation, reconnecting with senses/intuition, analogies/metaphors, conversations/interviews, and learning something new. The document aims to get readers to open their minds to new ideas and think in ways outside their comfort zones.
This document discusses reducing test case bloat. It defines test case bloat as having more test cases than can effectively be managed within the available time. The author recommends finding and removing unnecessary test cases through methods like prioritizing by importance, change-based filtering, and code coverage analysis. Barriers to reducing bloat include risk aversion, sunk costs, and cultural resistance to change. The author encourages testers to evaluate which test cases still provide value and to continuously refine test suites through pruning.
The document summarizes a presentation given to senior executives on decision making. It discusses how decision making is an important process that impacts organizations but is often not given careful thought. It outlines different types of decisions and models of decision making. It also presents a six step process for managerial decision making and emphasizes that properly defining the problem is the most important first step. Mathematical tools can help but qualitative approaches are better able to define problems and alternatives. The presentation aims to develop an effective "Super Strategy" approach to decision making.
Presentation of IEEE Slovenia CIS (Computational Intelligence Society) Chapte...University of Maribor
Slides from talk presenting:
Aleš Zamuda: Presentation of IEEE Slovenia CIS (Computational Intelligence Society) Chapter and Networking.
Presentation at IcETRAN 2024 session:
"Inter-Society Networking Panel GRSS/MTT-S/CIS
Panel Session: Promoting Connection and Cooperation"
IEEE Slovenia GRSS
IEEE Serbia and Montenegro MTT-S
IEEE Slovenia CIS
11TH INTERNATIONAL CONFERENCE ON ELECTRICAL, ELECTRONIC AND COMPUTING ENGINEERING
3-6 June 2024, Niš, Serbia
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The document provides pragmatic advice for project management. It discusses challenges project managers may face including stakeholders, timelines, and fear, uncertainty, and doubt. It recommends communicating frequently with stakeholders, organizing work with tools like planning software and ticketing systems, addressing problems promptly through prototypes, and taking ownership of assignments to help ensure project success.
This document discusses becoming a software testing expert. It provides 10 claims about testing and asks the reader to analyze them. It also presents 3 "expert challenges" involving testing scenarios and asks the reader to provide the expected results or test cases. The document emphasizes that expertise is situational and depends on factors like one's technical knowledge and ability to explain their methodology. It suggests drivers for developing expertise like practicing, gathering resources, and associating with other experts. The overall document provides guidance and questions to help the reader assess and improve their expertise in software testing.
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Jeff Bezos discusses the importance of maintaining a "Day 1" mindset and avoiding "Day 2" for companies. He outlines four essentials for defending against Day 2: true customer obsession, resisting proxies, embracing external trends, and high-velocity decision making. Bezos argues that customer focus and high-quality yet fast decisions are needed to maintain vitality and avoid stagnation for large organizations.
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Jeff Bezos discusses techniques for companies to maintain vitality and defend against "Day 2", which represents decline, stagnation, and irrelevance. He emphasizes the importance of obsessive customer focus, resisting proxies like only relying on processes or surveys without understanding customers, embracing powerful external trends like machine learning, and making high-quality, high-velocity decisions using approaches like "disagree and commit".
Jeff Bezos discusses the importance of maintaining a "Day 1" mindset and avoiding "Day 2" for companies. He outlines four essentials for defending against Day 2: true customer obsession, resisting proxies, embracing external trends, and high-velocity decision making. Bezos emphasizes the need to keep decision making fast while still aiming for high quality, and to disagree and commit to decisions even when there is no consensus.
EXTRA CREDITWe just finished watching 12 Angry Men, a movie which .docxssuser454af01
EXTRA CREDIT
We just finished watching 12 Angry Men, a movie which impacted me personally many years ago, and the impact still helps me to understand human nature.
The extra credit is to give you the opportunity to tell me about a book or movie you have seen/read which has impacted your life. In about a page tell me a little about the book or movie, and the impact it had on you.
INTEGRATIVE THINKING 2.0:
A USER'S GUIDE
TOYOUR
OPPOSABLE MIND
How to embrace opposing models and apply Integrative Thinking
in four (not always easy) steps.
by Jennifer Riel and Roger Martin
IN THE EFFECTIVE EXECUTIVE, P e t e r D r u c k e r w r i t e s at l e n g t h a b o u t
decision making, arguing that it is a central executive task. An ef-
fective decision-maker, he says, focuses on the most important
decisions, works to achieve deep conceptual understanding and
isn't overly impressed by speed. But Drucker also points to a par-
ticular idiosyncrasy of effective decision-makers: "The under-
standing that underlies the right decision grows out of the clash
of divergent opinions and out of serious consideration of the
competing alternatives."
Effective decision makers, Drucker says, disregard conven-
tional wisdom about reaching consensus and instead work to
create disagreement and dissention. As an example, he points to
the man who turned General Motors into the largest company
in the world:
"Alfred Sloan is reported to have said at a meeting of one of
his top committees: 'Gentlemen, I take it we are all in com-
plete agreement on the decision here.' Everyone around the
table nodded assent. 'Then,' continued Mr. Sloan, 'I propose
that we postpone further discussion of this matter until our
next meeting to give ourselves time to develop disagree-
ment and perhaps gain some understanding of what the
decision is all about.'"
Sloan, Drucker says, "knew that the right decision demands ade-
quate disagreement." In other words, it is in the tension between
competing ideas that we come to understand the true nature of
a problem and start to see possibilities for a better answer.
This notion is at the very heart of Integrative Thinking. But
it is also challenging to operationalize due to a key tenet of the
human condition: conflict is uncomfortable and runs counter to
our natural desire for certainty. We feel intuitively that opposing
views are threatening to organizational harmony and that con-
sensus should be our goal. No wonder, then, that when we're
faced with opposing options, we often discount one of them as
simply wrong, and its proponents as either 'misguided' or 'ill-
intentioned'.
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fers another, more productive approach, which is to use conflict-
ing ideas to truly understand the problem. We can dig deep into
the opposing alternatives, and into the tension between them, to
look for a better answer, treating opposing models as ...
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This document discusses various aspects of decision making including:
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- Factors like risk, uncertainty, intuition, and biases must be considered.
- Decisions can be made individually or collectively in groups, each with benefits and drawbacks. Expert opinion and consensus building techniques are other approaches.
- Software development methodologies like egoless programming, chief programmer teams, and scrum aim to facilitate collective decision making.
The document discusses improving interaction design decisions through better guessing. It argues the best designers are those that make the best guesses, though training, intelligence, research and experience are also important. To improve guesses, designers must understand how decisions are made. Decisions involve discovering problems, framing problems, assessing problems, considering solutions, and acting. How problems are framed can significantly impact the perceived options and solution. Understanding decision-making processes can help designers make better guesses and decisions.
The document discusses the Context Driven School of Testing. It outlines the seven basic principles of the Context Driven School, which focus on the importance of context, the unpredictability of projects, solving problems rather than following practices, testing as an intellectual process, and cooperation throughout projects. It also briefly describes five schools of testing - Analytical, Factory, Quality Assurance, Context Driven, and Agile - and notes that the Context Driven community values challenges and debate. The document emphasizes finding community and understanding different perspectives to improve testing practices.
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2) It outlines the 5 steps of problem solving: 1) define the problem, 2) brainstorm ideas, 3) decide on a solution, 4) implement the solution, and 5) review the results.
3) It discusses improving problem solving skills by understanding the 5 steps and working to strengthen areas of weakness by teaming up with others who have complementary strengths.
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Group decision making involves collecting input from multiple individuals to determine the best solution to a problem. It has advantages like generating more alternatives and increasing acceptance of solutions, but can also be time consuming and allow some members to dominate. Effective problem solving follows steps like identifying the issue, brainstorming alternatives, evaluating options, making a choice, implementing it, and evaluating outcomes. Creative thinking and brainstorming techniques can help teams consider more novel solutions.
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The document summarizes a presentation given to senior executives on decision making. It discusses how decision making is an important process that impacts organizations but is often not given careful thought. It outlines different types of decisions and models of decision making. It also presents a six step process for managerial decision making and emphasizes that properly defining the problem is the most important first step. Mathematical tools can help but qualitative approaches are better able to define problems and alternatives. The presentation aims to develop an effective "Super Strategy" approach to decision making.
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This paper describes a speed control device for generating electrical energy on an electricity network based on the doubly fed induction generator (DFIG) used for wind power conversion systems. At first, a double-fed induction generator model was constructed. A control law is formulated to govern the flow of energy between the stator of a DFIG and the energy network using three types of controllers: proportional integral (PI), sliding mode controller (SMC) and second order sliding mode controller (SOSMC). Their different results in terms of power reference tracking, reaction to unexpected speed fluctuations, sensitivity to perturbations, and resilience against machine parameter alterations are compared. MATLAB/Simulink was used to conduct the simulations for the preceding study. Multiple simulations have shown very satisfying results, and the investigations demonstrate the efficacy and power-enhancing capabilities of the suggested control system.
A SYSTEMATIC RISK ASSESSMENT APPROACH FOR SECURING THE SMART IRRIGATION SYSTEMSIJNSA Journal
The smart irrigation system represents an innovative approach to optimize water usage in agricultural and landscaping practices. The integration of cutting-edge technologies, including sensors, actuators, and data analysis, empowers this system to provide accurate monitoring and control of irrigation processes by leveraging real-time environmental conditions. The main objective of a smart irrigation system is to optimize water efficiency, minimize expenses, and foster the adoption of sustainable water management methods. This paper conducts a systematic risk assessment by exploring the key components/assets and their functionalities in the smart irrigation system. The crucial role of sensors in gathering data on soil moisture, weather patterns, and plant well-being is emphasized in this system. These sensors enable intelligent decision-making in irrigation scheduling and water distribution, leading to enhanced water efficiency and sustainable water management practices. Actuators enable automated control of irrigation devices, ensuring precise and targeted water delivery to plants. Additionally, the paper addresses the potential threat and vulnerabilities associated with smart irrigation systems. It discusses limitations of the system, such as power constraints and computational capabilities, and calculates the potential security risks. The paper suggests possible risk treatment methods for effective secure system operation. In conclusion, the paper emphasizes the significant benefits of implementing smart irrigation systems, including improved water conservation, increased crop yield, and reduced environmental impact. Additionally, based on the security analysis conducted, the paper recommends the implementation of countermeasures and security approaches to address vulnerabilities and ensure the integrity and reliability of the system. By incorporating these measures, smart irrigation technology can revolutionize water management practices in agriculture, promoting sustainability, resource efficiency, and safeguarding against potential security threats.
A review on techniques and modelling methodologies used for checking electrom...nooriasukmaningtyas
The proper function of the integrated circuit (IC) in an inhibiting electromagnetic environment has always been a serious concern throughout the decades of revolution in the world of electronics, from disjunct devices to today’s integrated circuit technology, where billions of transistors are combined on a single chip. The automotive industry and smart vehicles in particular, are confronting design issues such as being prone to electromagnetic interference (EMI). Electronic control devices calculate incorrect outputs because of EMI and sensors give misleading values which can prove fatal in case of automotives. In this paper, the authors have non exhaustively tried to review research work concerned with the investigation of EMI in ICs and prediction of this EMI using various modelling methodologies and measurement setups.
6. Dopamine (or the anticipation of) makes you more
likely to make a snap decision.
Source: Salk’s Molecular Neurobiology Laboratory, San Diego, 2017. Publisher: Neuron.
31. It’s just explanation for the next person.
Future us or future others aren’t always a priority.
Your mental state is in the problem, not the
documentation.
32. Create clear rules.
This allows us to find little bursts of success…
… and lowers the mental effort to get started.
35. These are only suggestions.
It’s up to you to balance immediate satisfaction
and long-term value.
36. “I can resist everything except temptation.”
Oscar Wilde
Editor's Notes
Some ideas about psychology and work.
Love, reward, addiction, power.
Subtle gamification.
People invent and interact with gamified systems, but rarely invent their own.
Key point is *anticipation*.
We all know how powerful this effect is. Why you go for a beer after work and not a run.
The Time Preference Effect.
An excuse to show this video.
Unconscious is the key point.
The instincts are hard-wired and can’t be unlearned.
Cover three topics of the ‘craft’. Not really the problem solving, that’s too personal, but the externalities of your problem solving.
Tests are universally a good thing.
Sidebar: We are slipping in this area.
The symbol of a job well done.
A fresh start, a new problem, meaningful progress.
Red/green is a powerful too in gamification. Did you noticed Github’s contribution chart uses green blocks and not red? The only green thing on Github.
We’re wired for community-building and social cohesion. You just accrued some karma.
So again, it’s time to reframe this as a short-term gain…
Modules, not necessarily tickets, or time-boxes.
The next step is to publish where you can. We have flirted with this in the past, we want to get back there again.
This may seem like a long-term payoff — and it is — but the feeling of something sliding into place is real accomplishment.
Modules which are well thought out stand the test of time. Some of the most rewarding work is on things like project-base.
Documentation carries baggage. Really it’s just a conversation.
When searching for short-term rewars, future us and future others often aren’t in your frame of mind.
Documentation is something which can be easily systemised. It’s a single-solve problem.
Close the circle.
Breaking down tasks into small wins isn’t a new concept. But it does work. And sometimes we face challenges at a scale where the finish line seems a long way down the track.