03 sabrina-entrepreneurship and pwd 18.4.2012comexsevilla
This document discusses entrepreneurship opportunities for persons with disabilities. It provides an overview of the European Association of Service Providers for Persons with Disabilities (EASPD) which promotes equal opportunities for people with disabilities. The document then outlines some key challenges to entrepreneurship for persons with disabilities, such as societal and physical barriers, and recommends a multi-faceted approach called STAR (Stakeholder involvement, Targeted actions, Availability of support, Research) to address these challenges. Finally, it highlights some models of good practice and recommendations to promote entrepreneurship among persons with disabilities.
The document discusses the Enspire EU project which focuses on entrepreneurship, innovation, and social inclusion. It aims to support disadvantaged groups and provides examples of best practices. An upcoming seminar will be held in Halland to build networks for the project. The EU prioritizes entrepreneurship in its 2020 growth strategy and most new jobs are created by small and medium enterprises. However, the desire for self-employment is decreasing, especially in older EU countries. The Enspire EU consortium will work to address challenges like awareness, access to capital, and administrative barriers faced by target groups including women, migrants, the long-term unemployed, and disconnected youth.
The document summarizes a visit by Czech partners to entrepreneurship organizations in France. On the first day, they visited a "salon des entrepreneurs" exhibition where they learned about various organizations that support entrepreneurs. On the second day, they met with representatives from four French entrepreneurship programs. They also participated in a radio interview about entrepreneurship. The visit concluded with learning about a 24-hour entrepreneurship program for students.
The document summarizes a study visit of representatives from Hungary to Denmark to learn about entrepreneurship programs. It describes two initiatives visited in Denmark: Life Blood and Bottom Line, which provides business training to self-employed women in rural areas; and Ethnic Coach for Ethnic Entrepreneurs, which guides immigrant entrepreneurs. Both programs focus on disadvantaged groups and use individual coaching to help participants develop business ideas and plans. The Hungarian representatives aim to adapt elements of these successful Danish programs, such as the use of coaches and networking opportunities, to support entrepreneurs in Hungary, especially women and Roma people.
This document summarizes the features of a 0.5 mm SMT board-to-board connector system designed for COM Express and CoreExpress applications requiring data transfer rates up to 10 Gbit/s. The connector system includes 220-pin and 440-pin versions that meet PICMG COM.0 specification and support board-to-board distances of 5-8 mm. It features robust connectors, dedicated ground pins, customizable pin counts and stack heights. The connectors are RoHS compliant and support operating temperatures from -40°C to +85°C.
This document discusses key aspects of effective science teacher training and professional development. It outlines that science teachers must have a strong knowledge of their subject matter and understand how to plan instruction. They also need to understand how students learn and how to meet the needs of diverse learners. Effective teacher learning opportunities, such as communities of practice and reflective dialogue, can help teachers continually improve. Professional development programs should focus on hands-on learning, understanding students' perspectives, and engineering better instruction - including support for English language learners. When teachers receive these types of learning opportunities, it can improve student achievement and reduce inequities.
01 Introduction To Enspire Eu 2nd Network Meetingcomexsevilla
The 2nd meeting of the Enspire EU network will take place on April 18th in Brussels. The meeting will focus on entrepreneurship and inspiring disadvantaged, discouraged, and disconnected populations. The agenda includes presentations from organizations supporting people with disabilities and women, as well as reports from twinning visits between countries. The meeting will conclude with a workshop and presentation of its findings.
03 sabrina-entrepreneurship and pwd 18.4.2012comexsevilla
This document discusses entrepreneurship opportunities for persons with disabilities. It provides an overview of the European Association of Service Providers for Persons with Disabilities (EASPD) which promotes equal opportunities for people with disabilities. The document then outlines some key challenges to entrepreneurship for persons with disabilities, such as societal and physical barriers, and recommends a multi-faceted approach called STAR (Stakeholder involvement, Targeted actions, Availability of support, Research) to address these challenges. Finally, it highlights some models of good practice and recommendations to promote entrepreneurship among persons with disabilities.
The document discusses the Enspire EU project which focuses on entrepreneurship, innovation, and social inclusion. It aims to support disadvantaged groups and provides examples of best practices. An upcoming seminar will be held in Halland to build networks for the project. The EU prioritizes entrepreneurship in its 2020 growth strategy and most new jobs are created by small and medium enterprises. However, the desire for self-employment is decreasing, especially in older EU countries. The Enspire EU consortium will work to address challenges like awareness, access to capital, and administrative barriers faced by target groups including women, migrants, the long-term unemployed, and disconnected youth.
The document summarizes a visit by Czech partners to entrepreneurship organizations in France. On the first day, they visited a "salon des entrepreneurs" exhibition where they learned about various organizations that support entrepreneurs. On the second day, they met with representatives from four French entrepreneurship programs. They also participated in a radio interview about entrepreneurship. The visit concluded with learning about a 24-hour entrepreneurship program for students.
The document summarizes a study visit of representatives from Hungary to Denmark to learn about entrepreneurship programs. It describes two initiatives visited in Denmark: Life Blood and Bottom Line, which provides business training to self-employed women in rural areas; and Ethnic Coach for Ethnic Entrepreneurs, which guides immigrant entrepreneurs. Both programs focus on disadvantaged groups and use individual coaching to help participants develop business ideas and plans. The Hungarian representatives aim to adapt elements of these successful Danish programs, such as the use of coaches and networking opportunities, to support entrepreneurs in Hungary, especially women and Roma people.
This document summarizes the features of a 0.5 mm SMT board-to-board connector system designed for COM Express and CoreExpress applications requiring data transfer rates up to 10 Gbit/s. The connector system includes 220-pin and 440-pin versions that meet PICMG COM.0 specification and support board-to-board distances of 5-8 mm. It features robust connectors, dedicated ground pins, customizable pin counts and stack heights. The connectors are RoHS compliant and support operating temperatures from -40°C to +85°C.
This document discusses key aspects of effective science teacher training and professional development. It outlines that science teachers must have a strong knowledge of their subject matter and understand how to plan instruction. They also need to understand how students learn and how to meet the needs of diverse learners. Effective teacher learning opportunities, such as communities of practice and reflective dialogue, can help teachers continually improve. Professional development programs should focus on hands-on learning, understanding students' perspectives, and engineering better instruction - including support for English language learners. When teachers receive these types of learning opportunities, it can improve student achievement and reduce inequities.
01 Introduction To Enspire Eu 2nd Network Meetingcomexsevilla
The 2nd meeting of the Enspire EU network will take place on April 18th in Brussels. The meeting will focus on entrepreneurship and inspiring disadvantaged, discouraged, and disconnected populations. The agenda includes presentations from organizations supporting people with disabilities and women, as well as reports from twinning visits between countries. The meeting will conclude with a workshop and presentation of its findings.
The document discusses entrepreneurial education initiatives in Sweden that were visited by partners from the Czech Republic, Poland, and Hungary as part of the ENSPIRE EU project. These initiatives included:
1) The Regional EDU Center which offers teacher training courses, development projects, and activities for students to promote entrepreneurial and ICT skills.
2) Entrepreneurial "Halland" which aims to promote positive attitudes towards entrepreneurship among youth and was awarded the European Commission's European Enterprise Award in 2010.
3) ENTRIS 2.0 which provides support for students transitioning from classrooms to workplaces to deepen international awareness through networking and coaching.
The document discusses perspectives on quality in software development. It addresses balancing stakeholder interests such as meeting requirements, cost, usability, and maintainability. It emphasizes taking a lifetime approach to software projects by focusing on adaptability, scalability, and extensibility. It also discusses prioritizing among conflicting stakeholder needs and managing quality through processes, education, and governance. The document advocates breathing life into software through understanding requirements, effective communication, reusable code, testing, and taking pride in independent work.
This document lists different types of landforms including plateau, mountain, hill, valley, volcano, plain, and peninsula. It was prepared by Evangeline S. Agonoy for her lecturer Mr. Avelino Reyes.
This document lists different types of landforms: plateau, mountain, hill, valley, volcano, plain, and peninsula. Plateaus are high, relatively flat areas of land, mountains are tall landforms that rise sharply from the surrounding area, and hills are smaller than mountains but larger than valleys. Valleys are low areas between hills or mountains.
This document lists different types of landforms in Tagalog: anyong-lupa refers to landforms, talampas describes flat plains, bundok means mountains, burol refers to hills, lambak describes valleys, bulkan is volcanoes, kapatagan describes flat plains, and tangway refers to plateaus.
6 années au siège du Groupe Banque populaire comme Responsable Webdesign / AMOA
« Médiatrice » entre la technique, la pertinence et l’esthétisme !
Présentation "Métier" auprès de la Direction des Technologies pour expliquer la démarche d'un projet, les différentes étapes. L'objectif était de sensibiliser les développeurs pour arriver à travailler ensemble, leur faire prendre conscience qu'il est important d'être solliciter en amont et valoriser leur travail.
Support de l'intervention de Yannick Vernet durant la journée d'étude du 21 octobre de l'Agccf Paca (Association Générale des Conservateurs des Collections Publiques de France Provence-Alpes-Côtes d'Azur) Cette journée d'étude portait sur les protocoles de la communication et de la consultation des collections hors exposition
Votre presence mobile : du centre de cout au profitacti
Support de présentation de l'atelier performance organisé par acti et Lagardère Métropoles le 5 juillet 2012.
Agenda :
• La mobilité, pourquoi y aller ?
• Au-delà des applications iPhone, une présentation des opportunités qu’offre le mobile.
• Réussir à s’imposer, quelle organisation adopter ?
• Savoir se distinguer afin d’émerger.
• Les bonnes questions à se poser.
Web Mobile : quelles opportunités face aux apps ?NiceToMeetYou
"It's an App World", nous disait Flurry (solution de mobile analytics) en 2014. Pourtant, les marques font face à des coûts de déploiement et de maintien des applications souvent élevés. Pire encore, selon Google, seules 3 applications - sur la moyenne de 15 qu'en compte un smartphone en France - seraient régulièrement utilisées par un mobinaute. Alors avec ses 20% de temps passé sur mobile, le navigateur web présente-t-il une alternative efficace aux stores ? Etat des lieux des usages, des solutions techniques, des expériences créatives et des enjeux marketing que le Mobile Web permet encore d'adresser. Avec beaucoup d'exemples concrets à la clé !
e-Reputation des elus et proximite citoyenne (conference acti )acti
Conférence menée le 26 avril 2012 par Christophe Ramel et Laurent Constantin de l’agence digitale acti.
Ce support présente le concept de e-Reputation et de e-Reputation des élus et collectivités, traite des enjeux d’un soin de sa e-Reputation (en vue de l’évolution des impacts, des usages et des attentes des internautes), puis rappelle 7 bonnes pratiques du soin de sa e-Reputation : uniformiser son identité visuelle, être flexible et humain, être accessible et réactif, être transparent et honnête, être proactif et de bonne volonté, impliquer les citoyens et être prêt à toute éventualité.
La communication interne à l'heure : des mutations de l'intranet, de la culture web social (2.0) et de l'évolution générale de l'entreprise. Quels sont les constats, les tendances et les règles à retenir.
Les médias sociaux ont changé notre façon de nous informer, de communiquer, de nous divertir…
En 2013, les grands acteurs sont restés les mêmes : Facebook, Twitter, Google+, Instagram, Pinterest… mais la sphère social media est en perpétuelle mutation.
Quels sont donc les changements actuels et les évolutions à venir en 2014 ?
Facebook toujours leader mais est-il sur le point d’être détrôné ? Twitter, nouveau réseau social des jeunes ? Instagram, Pinterest, Tumblr s’ouvrent à la publicité : quels changements cela va-t-il engendrer ? Les réseaux sociaux de demain : réseaux de niche ou réseaux ‘tout-en-un’ ?
Autant de questions auxquelles Vanksen tente de répondre dans sa présentation « Tendances Social Media 2014 » qui fait le point sur l’actualité de chaque grand réseau social, les opportunités pour les marques et les tendances à surveiller de près en 2014.
Les 10 Tendances Webdesign de 2014 by VanksenVanksen
Découvrez les tendances webdesign de l'année 2014 selon Vanksen.
This presentation is also available IN ENGLISH, here : https://fr.slideshare.net/Vanksen/10-webdesign-trends-for-2014
Cero a Cien with Disributed Agile TeamsBrian Estep
Matt Phillips is a Sr. Project Manager and Agile Coach at Appia in Durham, NC. Appia is also a customer of Velocity Partners.
I happen to live in Matt’s area and attended a meeting at the local Agile Leadership Network group where Matt gave a presentation entitled: Cero a Cien: Building successful distributed agile teams. (Zero to Sixty)
The basis of the presentation was Matt’s significant experience with distributed, outsourced teams. But the most important influence, was his recent experiences from his Velocity Partners engagement. At the risk of sounding self-serving, Matt and Appia feel that they “found the recipe” for success while engaging us for near shore outsourced agile teams.
Much of his advice was general in nature. But it surrounded the principles and strengths that we have established at Velocity Partners. For example, I’ll share two of his discoveries:
1) Don’t lead with cost: while cost is certainly a strong consideration, Appia and Matt led with values. They were looking for a partner, who took software development seriously. Who practiced the agile tactics AND values — even when the going got tough. A partner who valued their people and who were straight shooters. And finally, a partner who hired and developed the very best people.
2) You need to invest in face-to-face collaboration: one of the lessons Matt shared was that, if he had it to do over again, he would have planned and budgeted for MORE trips from one office to the other. And to be clear, Appia was fairly generous in this regard to begin with. He also said that he would have front-loaded much of the travel to accelerate the x-team collaboration, learning curve, and team-building, as it was that important to get things moving and accelerating.
It’s pretty cool to have clients who see both sides of things and who are more focused on goals, principles, and results; rather than simply cost.
Anyway, I highly recommend your reviewing Matt’s presentation. It’s available here via Slideshare. BTW: he did a great job in the presentation.
The document discusses strategies for effective distributed agile teams. It notes that distributed teams are on the rise due to factors like access to global talent and lower costs. However, distributed teams face challenges like lack of effective communication and visibility. The document recommends several practices for distributed agile teams, including using collaboration tools, splitting work vertically, experienced team members, automation, and advance planning. It provides examples of companies that successfully use distributed agile models.
This document discusses best practices for implementing distributed agile teams. It describes challenges of distributed teams like communication issues, time zone differences, and lack of coordination. It recommends deciding on a team pattern, implementing in stages starting with co-located teams, conducting combined planning, and using overlap hours. Other tips include continuous backlog grooming, additional meetings, and developing a "one team" mindset to strengthen the distributed team.
GroupMap is a online collaboration tool that addresses problems with traditional group decision making processes. It provides visual mapping tools like mind maps, charts and lists to help groups reach consensus, overcome reticence, avoid groupthink and equitably involve all participants. By capturing ideas and discussions visually and instantaneously, GroupMap improves group memory, knowledge exchange and participation. It has been used successfully by various organizations for activities like stakeholder mapping, scenario planning, team building and strategic planning. GroupMap works across devices and offers anonymous, customizable and shareable workspaces to support collaborative work anywhere.
The document discusses entrepreneurial education initiatives in Sweden that were visited by partners from the Czech Republic, Poland, and Hungary as part of the ENSPIRE EU project. These initiatives included:
1) The Regional EDU Center which offers teacher training courses, development projects, and activities for students to promote entrepreneurial and ICT skills.
2) Entrepreneurial "Halland" which aims to promote positive attitudes towards entrepreneurship among youth and was awarded the European Commission's European Enterprise Award in 2010.
3) ENTRIS 2.0 which provides support for students transitioning from classrooms to workplaces to deepen international awareness through networking and coaching.
The document discusses perspectives on quality in software development. It addresses balancing stakeholder interests such as meeting requirements, cost, usability, and maintainability. It emphasizes taking a lifetime approach to software projects by focusing on adaptability, scalability, and extensibility. It also discusses prioritizing among conflicting stakeholder needs and managing quality through processes, education, and governance. The document advocates breathing life into software through understanding requirements, effective communication, reusable code, testing, and taking pride in independent work.
This document lists different types of landforms including plateau, mountain, hill, valley, volcano, plain, and peninsula. It was prepared by Evangeline S. Agonoy for her lecturer Mr. Avelino Reyes.
This document lists different types of landforms: plateau, mountain, hill, valley, volcano, plain, and peninsula. Plateaus are high, relatively flat areas of land, mountains are tall landforms that rise sharply from the surrounding area, and hills are smaller than mountains but larger than valleys. Valleys are low areas between hills or mountains.
This document lists different types of landforms in Tagalog: anyong-lupa refers to landforms, talampas describes flat plains, bundok means mountains, burol refers to hills, lambak describes valleys, bulkan is volcanoes, kapatagan describes flat plains, and tangway refers to plateaus.
6 années au siège du Groupe Banque populaire comme Responsable Webdesign / AMOA
« Médiatrice » entre la technique, la pertinence et l’esthétisme !
Présentation "Métier" auprès de la Direction des Technologies pour expliquer la démarche d'un projet, les différentes étapes. L'objectif était de sensibiliser les développeurs pour arriver à travailler ensemble, leur faire prendre conscience qu'il est important d'être solliciter en amont et valoriser leur travail.
Support de l'intervention de Yannick Vernet durant la journée d'étude du 21 octobre de l'Agccf Paca (Association Générale des Conservateurs des Collections Publiques de France Provence-Alpes-Côtes d'Azur) Cette journée d'étude portait sur les protocoles de la communication et de la consultation des collections hors exposition
Votre presence mobile : du centre de cout au profitacti
Support de présentation de l'atelier performance organisé par acti et Lagardère Métropoles le 5 juillet 2012.
Agenda :
• La mobilité, pourquoi y aller ?
• Au-delà des applications iPhone, une présentation des opportunités qu’offre le mobile.
• Réussir à s’imposer, quelle organisation adopter ?
• Savoir se distinguer afin d’émerger.
• Les bonnes questions à se poser.
Web Mobile : quelles opportunités face aux apps ?NiceToMeetYou
"It's an App World", nous disait Flurry (solution de mobile analytics) en 2014. Pourtant, les marques font face à des coûts de déploiement et de maintien des applications souvent élevés. Pire encore, selon Google, seules 3 applications - sur la moyenne de 15 qu'en compte un smartphone en France - seraient régulièrement utilisées par un mobinaute. Alors avec ses 20% de temps passé sur mobile, le navigateur web présente-t-il une alternative efficace aux stores ? Etat des lieux des usages, des solutions techniques, des expériences créatives et des enjeux marketing que le Mobile Web permet encore d'adresser. Avec beaucoup d'exemples concrets à la clé !
e-Reputation des elus et proximite citoyenne (conference acti )acti
Conférence menée le 26 avril 2012 par Christophe Ramel et Laurent Constantin de l’agence digitale acti.
Ce support présente le concept de e-Reputation et de e-Reputation des élus et collectivités, traite des enjeux d’un soin de sa e-Reputation (en vue de l’évolution des impacts, des usages et des attentes des internautes), puis rappelle 7 bonnes pratiques du soin de sa e-Reputation : uniformiser son identité visuelle, être flexible et humain, être accessible et réactif, être transparent et honnête, être proactif et de bonne volonté, impliquer les citoyens et être prêt à toute éventualité.
La communication interne à l'heure : des mutations de l'intranet, de la culture web social (2.0) et de l'évolution générale de l'entreprise. Quels sont les constats, les tendances et les règles à retenir.
Les médias sociaux ont changé notre façon de nous informer, de communiquer, de nous divertir…
En 2013, les grands acteurs sont restés les mêmes : Facebook, Twitter, Google+, Instagram, Pinterest… mais la sphère social media est en perpétuelle mutation.
Quels sont donc les changements actuels et les évolutions à venir en 2014 ?
Facebook toujours leader mais est-il sur le point d’être détrôné ? Twitter, nouveau réseau social des jeunes ? Instagram, Pinterest, Tumblr s’ouvrent à la publicité : quels changements cela va-t-il engendrer ? Les réseaux sociaux de demain : réseaux de niche ou réseaux ‘tout-en-un’ ?
Autant de questions auxquelles Vanksen tente de répondre dans sa présentation « Tendances Social Media 2014 » qui fait le point sur l’actualité de chaque grand réseau social, les opportunités pour les marques et les tendances à surveiller de près en 2014.
Les 10 Tendances Webdesign de 2014 by VanksenVanksen
Découvrez les tendances webdesign de l'année 2014 selon Vanksen.
This presentation is also available IN ENGLISH, here : https://fr.slideshare.net/Vanksen/10-webdesign-trends-for-2014
Cero a Cien with Disributed Agile TeamsBrian Estep
Matt Phillips is a Sr. Project Manager and Agile Coach at Appia in Durham, NC. Appia is also a customer of Velocity Partners.
I happen to live in Matt’s area and attended a meeting at the local Agile Leadership Network group where Matt gave a presentation entitled: Cero a Cien: Building successful distributed agile teams. (Zero to Sixty)
The basis of the presentation was Matt’s significant experience with distributed, outsourced teams. But the most important influence, was his recent experiences from his Velocity Partners engagement. At the risk of sounding self-serving, Matt and Appia feel that they “found the recipe” for success while engaging us for near shore outsourced agile teams.
Much of his advice was general in nature. But it surrounded the principles and strengths that we have established at Velocity Partners. For example, I’ll share two of his discoveries:
1) Don’t lead with cost: while cost is certainly a strong consideration, Appia and Matt led with values. They were looking for a partner, who took software development seriously. Who practiced the agile tactics AND values — even when the going got tough. A partner who valued their people and who were straight shooters. And finally, a partner who hired and developed the very best people.
2) You need to invest in face-to-face collaboration: one of the lessons Matt shared was that, if he had it to do over again, he would have planned and budgeted for MORE trips from one office to the other. And to be clear, Appia was fairly generous in this regard to begin with. He also said that he would have front-loaded much of the travel to accelerate the x-team collaboration, learning curve, and team-building, as it was that important to get things moving and accelerating.
It’s pretty cool to have clients who see both sides of things and who are more focused on goals, principles, and results; rather than simply cost.
Anyway, I highly recommend your reviewing Matt’s presentation. It’s available here via Slideshare. BTW: he did a great job in the presentation.
The document discusses strategies for effective distributed agile teams. It notes that distributed teams are on the rise due to factors like access to global talent and lower costs. However, distributed teams face challenges like lack of effective communication and visibility. The document recommends several practices for distributed agile teams, including using collaboration tools, splitting work vertically, experienced team members, automation, and advance planning. It provides examples of companies that successfully use distributed agile models.
This document discusses best practices for implementing distributed agile teams. It describes challenges of distributed teams like communication issues, time zone differences, and lack of coordination. It recommends deciding on a team pattern, implementing in stages starting with co-located teams, conducting combined planning, and using overlap hours. Other tips include continuous backlog grooming, additional meetings, and developing a "one team" mindset to strengthen the distributed team.
GroupMap is a online collaboration tool that addresses problems with traditional group decision making processes. It provides visual mapping tools like mind maps, charts and lists to help groups reach consensus, overcome reticence, avoid groupthink and equitably involve all participants. By capturing ideas and discussions visually and instantaneously, GroupMap improves group memory, knowledge exchange and participation. It has been used successfully by various organizations for activities like stakeholder mapping, scenario planning, team building and strategic planning. GroupMap works across devices and offers anonymous, customizable and shareable workspaces to support collaborative work anywhere.
Design for Covid-19 Challenge Webinar 2: Ideation Phase Aqeela A. Somani
This is our second webinar from Design for Covid-19 Challenge. Our focus for this webinar is on the Ideation Phase. It provides participants with frame works and tools on how to create a solution.
Agile Network India | Techniques to handle large distributed teams | Milind R...AgileNetwork
Session Title: Techniques to handle large distributed teams
Abstract:
(1) How to build one integrated team out of distributed teams
(2) How to proactively identify and address dependencies across teams
(3) Effective execution of Scrum events with a distributed team
(4) Technology required to address (1) through (3)
Takeaways:
* Awareness of issues in adoption of distributed agile and ways to address
them proactively.
The document discusses the advantages and challenges of distributed teams. It argues that distributed teams are becoming a necessity for businesses to remain competitive. Key advantages include access to a larger talent pool, cost savings, and flexibility. However, distributed teams also face challenges like building a shared culture, managing time zones, ensuring effective communication, and gaining trust and visibility across remote members. The document provides examples of tools that can help, like Google Apps, Redmine, and Slack, and emphasizes keeping processes and standards to a minimum.
Agile Anywhere in the 21st Century: Setting up distributed teams to be effectiveAgileDenver
This presentation will focus on the topic of working in a distributed agile team. We’ll go over terminology (remote vs near shore vs offshore vs distributed vs satellite etc) and I will share three different examples of distributed teams I’ve worked on and how we managed to be agile with our practices around pairing, knowledge sharing, and minimizing upfront design.
We will discuss why the notion of distributed teams is becoming more and more relevant for modern organizations, what advantages and drawbacks exist, and what leadership needs to carefully evaluate when asking if distributed is right for their teams.
Getting Started in Project Management for Librarians - Metropolitan New York ...Lisa Chow
Whether you’re organizing an event, renovating or rearranging a space, creating a program, or implementing a grant, you’re managing a project. Project management can help you manage projects more effectively and efficiently. Learn tools and techniques for successfully planning, organizing, and administering projects. To best respond to the constantly changing library world we will be sharing principles and concepts from design thinking and agile project management.
By the end of this workshop, participants will:
Receive a basic overview of iterative and agile-like project management from a design thinking perspective
Gain knowledge to successfully manage a project cycle from start to finish through hands-on activities and exercises
Receive a project management toolkit
Learn about tools, strategies, and techniques to manage projects and teams better
This document discusses virtual teams and provides guidance on how to effectively manage them. It first defines virtual teams and explains why they have become more common due to trends like globalization. It then outlines different types of virtual teams based on attributes like time zone and culture differences. The document also examines why virtual teams can fail if issues like communication, trust and process are not addressed. It provides Xerox's nine-step model for forming effective virtual teams and gives tips for creating shared visions, setting ground rules, using communication tools, and the role of the manager in building trust and coordination.
Ten Lessons Learnt to Drive and Transform Open Source Software User Experienc...All Things Open
The document provides a summary of lessons learned for improving user experience in open source software. It lists the top 10 lessons as: 1) think about the user's entire experience, 2) evangelize user experience, 3) work within community processes, 4) conduct user experience research with limited budgets, 5) recruit users from within the community, 6) use appropriate research methods for each project, 7) measure effectiveness, 8) make results actionable, 9) share results with the community, and 10) consider free and open source tools to conduct research. The document describes each lesson in more detail and provides recommendations for applying the lessons to improve user experience in open source projects.
Ten Lessons Learnt to Drive and Transform Open Source Software User Experienc...Ju Lim
"Ten Lessons Learnt to Drive and Transform Open Source Software User Experience, and How to Get There" talk was presented by Piet Kruithof, Ju Lim, and Melissa Meingast at All Things Open 2019 in Raleigh, NC on 14 October 2019.
Abstract
The greatest strength associated with open source communities is the developer-driven culture that leverages processes and tools optimized for code development and review. One reason this model works is the developers are also the consumers of the software.
But what if community members aren’t the only ones using the software? How do we give them a voice within the open source community?
This discussion includes an overview of our efforts to drive and transform open source software user experience, how we got there, and what needs to be improved.
The document discusses a vision for a future knowledge management framework. Most statements addressed how to integrate local and end-user knowledge through participation and collaboration. Many envisioned a framework that evaluates existing information, provides guidance on lessons learned, and uses IT systems to support knowledge sharing among diverse stakeholder groups. There was also discussion of ensuring knowledge management solutions are tailored to individual communities and contexts rather than a one-size-fits-all approach.
This document summarizes the key points from a session on the ideation phase of a design challenge focused on Covid-19. It outlines the main activities of the ideation phase, including developing value propositions with insight statements and "How Might We" questions, solution brainstorming, creating a user journey map, developing a communication strategy, and sketching and prototyping ideas. It also lists deliverables for each activity and provides example resources and collaboration tools.
General intro to agile tools - Forecast.itDennis Kayser
The document provides an overview of agile tools for collaboration, project management, portfolio management, and continuous integration. It discusses why tools are useful for growing teams and product complexity, when tools are most valuable, and key areas that need coverage, including collaboration, project management, portfolio management, and continuous integration. Examples of tool categories and specific tools are also listed for each area.
Intranet and collaboration - developing scenarios to define prioritisation an...GabrieleSani3
A framework to develop user stories, prioritise them, and then link them to the current tools, analise gaps, and determine the ROI of technical development
How to Host a Successful Agile Stand-up Meeting.Rod Sherwin
The stand-up meeting is considered an important agile practice but why is it so important and how to you get started with this unusual meeting format? When you watch experienced teams run a stand-up, it seems so easy but what are the secret ingredients to hosting a great stand-up meeting? How do you move from the usual 1-hour snore fest status meeting to a short, sharp, engaged, active and valuable ritual? I use the Host Leadership metaphor to help to think about all the aspects needed to run a successful standup meeting.
Agile methodology emphasizes iterative development, frequent delivery of working software, collaboration between self-organizing cross-functional teams, and responsiveness to change. Key practices include prioritizing requirements using the MoSCoW method, monitoring progress through Kanban boards and burn down charts, estimating effort using Planning Poker, optimizing team time with techniques like Pomodoro, and periodically reflecting on processes using retrospective meetings and tools like Tuckman's model, Niko Niko calendars, and ROTI. Defining user needs upfront involves creating user personas and writing user stories that follow INVEST principles.
This document discusses global working and the challenges of working in global teams. It describes how cultural differences, virtual teams across locations and time zones, and organizational complexity can impact global work. It promotes Global Integration as a company that provides tailored training programs to help global teams address issues around context, clarity, cooperation, communication, control and community. The company has 19 years of experience working with over 400 organizations worldwide.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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3. The What of Virtual Teams
●
●
●
Virtual Teams are groups of people that move towards a single
purpose albeit being separated by geographical and
organisational boundaries, connected by trust, bonded by concern
and linked by technology
They could be permanent or temporary depending on the nature
of the purpose
Mobile work force of 20 million and counting
4. The Why of Virtual Teams
●
Source of competitive advantage
–
–
Organisationally dispersed talent pool
–
Cost reduction
–
●
Geographically dispersed talent pool
Cost arbitrage
Enabling environment
–
Work that can be divided into packs and
put back together
–
Global fibre optic connectivity
–
Communication and coordination tools
5. The How of Virtual Teams
●
Primer
–
Premised on shared objectives
–
Shared experiences for empathy
–
“Verbal component of a face-to-face conversation is less than 35%
and (that) over 65% of communication is done non-verbally” – Albert
Mehrabian
–
Step over the obstacles
–
Practices and technology enable
6. Practices
●
Replicating the elements of teams that share the same space
–
Reinforce the objectives – create sense of common purpose
–
Delegate and share a road map – know how the part
contributes to the whole
–
Clarify and render assistance – share skill, knowledge and
information
–
Review, supervise and mentor – keep things on track
–
Interact on life and ideas that are non work – building trust and
togetherness
7. Reinforce the objective
●
Teams function well when the objective is clear to all
●
The objectives are usually multiple, but primarily of three kinds
–
Client satisfaction
–
Skill acquisition and self efficacy
–
Financial returns
●
Prototype, discuss, state
●
Articulate in a clear concise form
●
Use every tool possible
–
WebEx, Redmine, Facebook, Skype, Email Signatures and
Discussion Boards
8. Delegate and share a road map
●
Assess competencies delegate
●
Consult before you delegate
●
Delegate in group meetings
●
Use Google Hangout
●
Clarify, clarify and then clarify again
●
Create a road map
–
–
Spreadsheet
Trello
10. Clarify and render assistance
●
No signals around and no one is reading you
●
Be proactive
●
Seek out, probe and assist
●
Tools you could use
–
Team Viewer, Skype Screen Share, Google Hangout,
Touchscreen devices(?)
11. Review, Supervise and Mentor
●
●
Keep the roadmap in sight, always
Review against the roadmap (Project Tracker has Gantt
charts)
●
Meet in the morning, meet in the evening; formally
●
Chat in between, talk in between, stay connected
●
Replan quickly; it is within your responsibilities and authority
●
●
When there is a change in decision, discuss with all who
were part of the earlier decision making process
Google Hangout, Skype Chat Groups, Email
12. Interact on life and ideas outside work
●
Feel free to talk about the weather on skype
●
Use emoticons, they are very useful
●
Lighten up meetings where possible
●
Pick up the phone and call
●
Organise shared viewing of interesting things to know
13. Some pointers
●
Set up meetings clearly
●
Speak slowly
●
Don’t interrupt, establish protocol
●
Listen to understand
●
Speak as though remote participants are in the room
●
Don’t use a computer or text message during meetings
●
Chat record is good but minute meetings
●
Leave time for relationship building
●
Genuinely recognise efforts of colleagues
●
Use video conferecing wherever possible
●
Meet up once in a while