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Are You Ready for a PMO?
A quick Internet search yields lots of great information about the benefits of a Project Management Office (PMO): common processes, improved project selection and oversight, and best practices for everything under the sun that might be related to a PMO. There's also a lot of good guidance about what you need to do to get started. But before you run off to create your charter, your business case and the presentation materials, you may want to consider if your organization is actually ready for a PMO.
Organizational readiness is the combination of circumstances and conditions that enable the initial formation of the PMO and provide the necessary ongoing nutrients to achieve full potential. In a nutshell, organization readiness means having the 'right stuff' to make sure that the PMO will be able to spend its time contributing to the organization's success rather than just fighting for survival.
Having started more than a few PMO's myself, I can tell you that the best condition for readiness is 'need.' All of us know that want is very different from need. When everyone shrugs their shoulders and sighs, 'Yeah, we could probably improve our project performance," or "Maybe starting a PMO might be helpful but…," it's highly likely that that the organization is not ready. On the other hand, when projects become a burning platform – with that undeniable set of challenges that are appropriately addressed through the expert application of the disciplines or processes typically found in a PMO – then you're ready.
For example, let's say you have a large program or initiative. But it's not just any large program, this is a large mission-critical program; A program that, if it fails, takes the company's future with it. You need central coordination and visibility into multiple efforts so that swift and decisive action can be taken as challenges arise. Or, let's say that you work in an environment where there are a lot of projects going on concurrently and, while everyone is working hard, little gets done. Priorities are unclear and competition for resources is fierce. Management recognizes the problem but can't seem to get their arms around the situation. In both cases there is a compelling need for what a PMO has to offer, and you're ready for a PMO.
Something else to think about is the breadth and level of organizational support. In my definition, organizational support means more than just lip-service. True support means that the PMO stakeholders recognize and can defend the value of the PMO. It also means that those stakeholders across the impacted organization are willing to participate in the formation of the PMO, contribute to the design of PMO processes and standards, and support the application of and adherence to those standards over time.
While we often recognize that this kind of support is important from our executives, we underestimate how important it is from peer groups within the organization. After all, these are groups that the PMO ultimately depends upon for the resources and information it needs to accomplish its mission. If these groups aren't ready and willing to play, there won't be much of a game. The PMO will be relegated to the role of 'Process Police,' spending more time chasing down data, documents and people than adding real value. Or even worse, the PMO will be perceived as the 'Prevention of Progress Department' – additional overhead without any real benefit.
Last but not least, organizational readiness for a PMO is tied to organizational will: Once your organization has a PMO in place, are the decision-makers going to make the decisions needed to realize the benefits? If a project is inadequately justified, poorly defined or badly managed, is someone going to be willing to say 'Stop'? If we provide information that clearly shows we have inadequate capacity to execute all of the projects that we want to do is someone going to make a decision about what we are not going to do? The best PMO in the world can't be successful if decision-makers can't or won't decide.
So are you ready for a PMO? If you don't have clear need, support and will, it's highly likely that starting a PMO will be an uphill battle and, even if you can pull it off, success may be short-lived. If you already have a PMO without need, support, and will, it may be time to make it a priority to get your organization ready for what it already has. Been there. Done that. Good luck!
The Top 10 Metrics to Track PMO Performance
The role of the PMO has become more critical than ever in supporting strategic business priorities. As PMOs become more successful, they also need to be more accountable and prove their value. In this blog post we outline our top 10 metrics to track PMO performance. Although a PMO may not be able to track all these metrics immediately, as a PMO grows and matures, it should be able to track the majority of these metrics on a quarterly performance scorecard.
We've organized the ten metrics to map to four business drivers of a PMO: (1) Strategic Alignment, (2) Operational Efficiency, (3) Execution and (4) Business Value Delivered.
Strategic Alignment
1) % of Projects Aligned with Strategic Objectives. The number of projects, or weighted cost of projects, that are aligned with at least one strategic objective over the total of projects.
2) Investment Class Targets ($). Set investment targets for Run, Grow, and Transform type of projects and analyze spend variance against these. A simpler alternative is to report the percent of effort/cost going toward 'Keeping the Lights On' (KLO) activities for IT.
3) Business Unit Investment Targets ($). Set investment targets for cost and effort devoted to each business unit and analyze spend variance against these.
Operational Efficiency
4) % Resource Utilization. The percentage of time spent on productive activities such as project work, ticket resolution, etc.
5) % Project Effort. For IT PMOs, the percentage of time spent working on projects, as opposed to maintenance, enhancements and tickets. This should be measured against a target to show delivery of new business/technology investments.
6) % Project Churn. The number of projects put on hold or cancelled over the total number of projects in a given period.
7) % Increase in Project Success Rate (or % Decrease in Failure Rate). This assumes success is defined not just by time and budget, but by delivering the business requirements (based on satisfaction surveys of the business stakeholders post-delivery).
8.) Variance to Budget ($). Cost savings measured by positive variances to budget. This assumes project costs are accurately estimated during planning. Earned Value can also be used for this, for instance looking at the % of projects with a Cost Performance Index (CPI) over 1. CPI = Budgeted Cost of Work Performed (BCWP)/Actual Cost of Work Performed(ACWP). BCWP is Earned Value (this is the PMI definition). PMO will need to monitor CPI on a per project basis.
Business Value Delivered
9) Customer Satisfaction (%). A measure of stakeholder/customer satisfaction of business value delivered based on surveys post-delivery.
10) Business Value Realized. Business value is realized when the right projects are selected and executed at the right time. Selecting the right projects involves estimating Economic Value Add from a project. This is best if based on actual benefits measurements post-project, but in reality the estimated benefits are simpler to calculate tied back to the project delivery date. This can be measured in cost savings, additional revenue, increased customer satisfaction etc. A standard scoring model can be used to normalize across different benefits, and business value points used to demonstrate value delivered.
In future blog posts, we'll dig into some of these metrics in more detail. Are there metrics you use that you'd elevate to the top 10?
2012: The Year of the PMO
If this week is any indication, 2012 is shaping up to be the Year of the PMO.
A recent survey from project management firm PM Solutions found that PMOs are becoming more influential and entrenched than ever. The "State of the PMO 2012" survey reached out to more than 500 project managers across a number of industries and saw that, in general, PMOs are playing a significantly larger role in strategic functions, putting greater visibility (and greater pressures) on their success. PM Solutions noted that over the last 12 years the number of organizations with a PMO grew by 40 percent – from 47 percent in 2000 to 87 percent in 2012.
Ultimately, this survey reinforces what Daptiv is hearing from our customers – PMOs have become a trusted advisor in the enterprise and must lead the way to enable intelligent investments and cost optimization. They're making good traction, according to the survey:
• 30% decrease in failed projects
• 25% of projects delivered under budget
• 22% improvement in productivity
• 19% of projects delivered ahead of schedule
• 31% increase in customer satisfaction
• 29% improvement in projects aligned with business objectives
• Cost savings of US$411K per project.
It's increasingly important for PMO leaders to partner with and provide C-Level executives with the right project intake process to pick investments that will align with this strategic imperative. Indeed, the survey found that PMOs are moving up within many organizations – with 66 percent of PMOs surveyed reporting to an EVP or higher.
Last November, Daptiv forecast that in 2012, organizations would take a more holistic view of their business by using PPM tools to manage end-to-end service portfolios, product delivery, application lifecycle management, and change management programs. Again the PM Solutions survey found that those PMOs managing what were perceived as high-value tasks such as portfolio management were given increased responsibility and viewed as being significant contributors in spearheading significant new initiatives.
We're only one quarter into 2012, but the stakes are clearly being raised for PMOs to continue delivering in terms of supporting both strategic business goals and the bottom line.
The role of the PMO has become more critical than ever – how has your PMO evolved over the past year?
Optimal Decision-Making: Effectively Communicating Information
In the last couple of posts, we've written about the challenges of providing information for decision-making. From collecting data to converting the data to information that tells a story, it's all about making sure that we're providing decision-makers, including ourselves, with what is necessary to make solid, fact-based decisions. But there is one more variable we need to consider: what is the best way to communicate that information?
The channels used for communicating, as well as the form and format in which the information is presented, influence both the decision-maker and the decision. Besides concerning ourselves with the 'what' we need to consider the 'how.' How can we present the information in a way that assures timely receipt and accurate interpretation?
If you're like me, you receive and send information for decision-making in lots of ways: emails, reports, presentations and meetings. While each of these can be effective, in the aggregate we find ourselves bombarded with information from all directions. While some of the information is useful and relevant, some is not. Some is clear and well-presented while some is fuzzy and ambiguous. Some clearly identifies what action is required and some is just 'FYI.' Figuring out what information is significant and what is just 'noise' is not only time-consuming; the noise can often drown out what is really important.
As with any problem, recognizing that there is a problem is the first step. But if your job is about providing information how can you reduce the quantity, increase the quality and truly make information a tool for decision making?
Think about one decision that you need to make on a regular basis. Now close your eyes and imagine that the all the critical information you need to make that decision is in one place and, at a glance, you have what you need to understand the situation and make your decision. In your mind's eye you are probably envisioning a dashboard. And you're not alone. It seems like everyone is asking for dashboards these days. But just as throwing a bunch of ingredients in a pot does not always make a tasty dinner, jamming a bunch of information on a page does not necessarily make for a good dashboard.
A dashboard is essentially a mechanism for providing a lot of information in a single place. It contains the dials and indicators that provide information about what is happening and where decisions or actions are required to either get things on track or keep them on track. Consider the dashboard in your car – it's a single location where you can quickly get information about most everything you need to know to operate and control your car when you're on the road. Through the windshield you can see where you're going and any obstacles or hazards in your way, the speedometer helps you control your speed, the odometer can tell you how far you've gone. There are also a variety of indicators that light up to indicate when corrective action is needed like low oil pressure, or that your engine is overheating. While there may be a lot of other things going on in and around the car, the instrumentation on the dashboard is designed to show you only those things that are important or 'key indicators' that are most critical to the operation of the car. There are a lot of other things it could tell you, but it sticks to those things that count.
In addition to showing you what's most important, each of the dials and indicators has a corresponding set of decisions or actions associated with them. If the speedometer indicates that you're going too fast, you lighten up on the gas pedal. If the oil pressure light comes on, you pull off the road and turn off the engine. If the 'check engine' light comes on you check your bank balance and call your mechanic….
Just as a lot of thought goes into designing the dashboard in a car, there are important considerations that go into designing a dashboard report. First and foremost, you need to remember that one size does not fit all. A number of years ago I had an opportunity to 'fly' a commercial jet in a simulator. The first thing that struck me as I sat in the pilot's seat was the mass of instrumentation on the dashboard – nothing like the dashboard in my car. Why? Because flying a plane is different than driving a car – a pilot makes different decisions than a driver hence different information is needed to inform those decisions. Likewise, managing a corporation or a division is different than managing a project. As long as the decisions are different, the dashboard needs to be different.
Once you've identified the audience for your dashboard you need to understand both the decisions that are being made and what key indicators would suggest that action is required. If you are designing a dashboard for a group of executives managing a project portfolio, keep in mind that managing a portfolio is about managing a set of investments. The decision-makers need to know what those investments are, how they are performing and make decisions about reallocating or reprioritizing those investments to meet the organization's goals for realizing return on those investments. In this case your dashboard may include things like the performance of different categories or types of investments (projects), how much money is being spent in different categories of investments, and what return you are getting from the investments already made. If you're designing a dashboard for the members of the project team, your dashboard is going to be more focused on the tactical items that help the team member prioritize and focus their work – what is overdue, what needs to get done today or this week, reminders about upcoming events or milestones.
Your target audience can also tell you a lot about the best way to present the information. Typically we like to use graphs and colors in dashboards because one picture, colored dot, or downward facing arrow can convey a lot of information in a small space. But as nifty as graphics and colors are, they may not be informational to the user. For example, in the team member's dashboard a graph showing the number of their overdue tasks by week since the beginning of the project is not as useful as a short list of the overdue tasks for this week.
You also want to be mindful of how you use the space on the page. The best dashboards are easy to read and use the white space on the page to clearly separate the information so that any given indicator can be located and read quickly. You also shouldn't need a magnifying glass to read a list or the labels on a graph – just because the software you use to generate your chart allows you to set the font size on your labels to 2 point tiny-type, doesn't mean that you should use it.
Last but not least, don't forget that for many decision-makers more detail may be needed to make a well informed decision. Here the dashboard provides the launching off point, but the underlying detail needs to be as readily available as the dashboard. I'm very partial to dashboards and reports that provide the ability to 'drill through' into more detailed information. For example, if I'm managing a portfolio of projects and one of my investment categories within that portfolio is not performing well, I might want to drill through to see which projects are contributing to the problem and why. What was important on the dashboard was recognizing that action is needed, but the detail needed to decide what that action is going to be is also readily available. It's really like that 'check engine' light in your car – if it goes on you know you need to do something, but what that something is may require further action. On the flip side, if the light stays off you can just ignore it.
Dashboards are a great way to help reduce the 'noise' and help individuals focus on the information that really matters most. If you're designing and building dashboards, you'll probably need to go through a few iterations with your stakeholders but the results are well worth the effort. Just remember – NO TINY-TYPE!
Planning the Portfolio, Part II: The Pitfalls
This is part two in a three-part series discussing the importance of portfolio planning. This series provides insights on portfolio management best practices in process, metrics and reporting.
When organizations set a budget they typically go through a process to essentially build lists of things that they need or would like to get accomplished during the budget cycle, assign a cost to that activity, and go through some prioritizing to get to the total assigned number. Whether you know or not, if this sounds like a process you have then you are executing a non-structured portfolio activity.
This old-school process has been successful for decades, but with today's pace of business and the impact of macro-environmental change, organizations need to build processes that are more responsive to that change.
Recognizing this, organizations are beginning to evolve and adopt portfolio concepts. However, these efforts tend to lag, mostly due to a focus on improving the prioritization process and fall into some classic pitfalls:
- "We're overworked." A tendency to focus on capacity first. Although I argue that capacity is one of the constraints in portfolio management, initiating planning exclusively to focus on managing capacity is froth with errors. Organizations focused exclusively on workload have a tendency manage resources at a micro level and that just isn't sustainable. I once had a client that when he moved his focus from matching capacity to demand and focused on the right things, the dialog changed and he became more connected to the business. Dialog between the organizations ensued that actually increased the quality of business outcomes.
- "Emotional" I call this prioritization without principles. Without a framework to evaluate an investment, it always ends up that the individual who screams the loudest, has the best presentation (sales skills), or was the last one in with the bosses won.
- "We've already spent the money." It's OK to hold or cancel and investment when change happens – It just makes good business sense. When an organization doesn't hold or cancel a project, when it's not the "right thing" and the investment resources are tied up in the wrong projects, that's a lost opportunity.
- "We don't revisit the evaluation criteria." This is the one that really frustrates me. Just because it worked three years ago doesn't mean the criteria is still valid. In reality this criteria not only reflects current business climate, it also represents the decisions we made in the past. Good governance always validates the criteria before anything in the portfolio.
- Lack of Investment Selection Cycles. Once a year (budget time) really is no longer valid. An organization needs to match their investment selection cycles with the velocity of their executing projects. In other words, if the majority of your projects are short term, then more frequent cycles are required. If, however, the majority of your projects are multi-year then a minimum of four times a year should be sufficient to just validate the investment outcomes are still desirable.
- No Formal Investment Governance. Governance provides transparency. We now know (during the recent economic crisis) without proper transparency, investment chaos ensues.
- Everything in the Same Bucket. If we only work on the highest priority projects, then quality/value of lesser priority assets will erode to a point of being a liability to the organization. Having a well thought out diversified project portfolio insures that organization remains healthy.
Non-structured portfolio activity is unavoidable, but knowing what to expect and understanding the potential pitfalls related to portfolio planning will help you plan for and address them in advance, keeping your portfolios on track—and saving valuable time and resources.
In Part III of Portfolio Planning, I will demonstrate the portfolio lifecycle and the key characteristics of the framework.
Portfolio Management: Why Theory is Rarely Put Into Practice
Back in November, I gave a presentation to an audience of PMO practitioners at PMO Symposium on the reality of putting theory into practice—the feedback was fascinating. While I knew how rare full life-cycle portfolio management is, the audience feedback confirmed that fact and the reasons.
In brief, portfolio management can be broken down into three parts: 1) Portfolio Planning, the process by which projects are selected and placed on the active portfolio, 2) Portfolio Monitoring, the practice of reviewing the active set of projects to ensure balance and performance, and 3) Portfolio Results (aka Benefits Realization), the practice of measuring the return on the investments the projects represent.
I asked the 100+ PMO directors, managers, and other practitioners in the room to raise hands for each practice they have actively in place. As expected, almost all hands went up for monitoring, a little more than half went up for the planning processes, but only two hands were raised for Portfolio Results. That's two percent in an admittedly non-representative sample. Non-representative in the sense that the attendees at the Symposium are the more mature PMOs!
So what's going on here? A look at each piece brings the problems into focus.
Portfolio Monitoring at its most basic is simple to implement and provides a lot of bang for the buck. Simply listing all active projects and tracking their health gives executives a much better view of where the money and resources are being spent, allows them to re-allocate if needed, helps them provide visibility to their business colleagues, and allows them to manage performance by exception. Most of this work can be performed by the PMO and project managers, with the results distributed to all stakeholders.
Portfolio Planning requires a bit more effort and requires stakeholders to actually get involved. Many companies have serial, or ad hoc, demand management processes. This path of least resistance requires specific steps be followed,—such as a business case, formal review, and funding approval—be followed. However, by not comparing all requests, serial demand management suffers from prioritization issues and project churn, often since higher priority projects interrupt already approved lower priority projects. By show of hands, this was the most popular, though definitely not the majority, method in use by these PMOs.
Cyclical demand-management reviews on a regular cycle – often monthly or quarterly –forces project stakeholders to compete for resources to support them where a cross-functional steering committee often makes the final decisions. The result is a high-priority portfolio where investments are strategically aligned with corporate objectives. The roadblocks center on getting those cross-functional reps engaged – and getting reps that can actually make decisions!
Of all the components of portfolio management, one would think results would be the most important. And most everyone in the room felt the same. So why is it so rarely practiced? In a word: accountability. To work, business sponsors need to not only to present a business case, but propose metrics that actually get measured post go-live. These measurements might be taken in increments for months or even years in order to fully understand the impact of a given project. Turns out business sponsors know they need certain work (aka projects) performed, but don't want to take the time for full ownership of the results.
How did the few that successfully implemented benefits realization manage to overcome this organizational resistance? Typically, it was a CEO mandate. Proving once again there's nothing like good executive sponsorship to drive success.
Planning the Portfolio: Characteristics of Successful Portfolio (Part 1)
"If anything is certain, it is that change is certain. The world we are planning for today will not exist in this form tomorrow." – Philip Crosby (Quality Guru)
In this three-part series, I'll attempt to discuss the importance of portfolio planning and provide some insights on portfolio management best practices in process, metrics, and reporting. I'll attempt to provide an understanding of why we do portfolio planning, introduce a framework to plan the portfolio and discuss some techniques and guidelines to plan a portfolio.
I have had a number organizations tell me "just give me the process and I'll execute it," but portfolio planning is more of an art than a process. Tools like spreadsheets, metrics, scorecards, and investment maps can provide insight based on past experience, but you still need to make the decisions.
Today an enterprise has (or should have) a well-defined strategy that outlines its performance objectives and how it plans to reach them. In order to deliver on those objectives the enterprise organizes into multiple business units or organizations with their own unique operational objectives that contribute to the enterprise. Classically these organizations are focused around the operation of a specific asset type of the organizational value chain.
Portfolio planning is unique to the asset type, the distribution of assets, and to the performance objectives of the portfolio – not all portfolios are the same. For example:
- Enterprise portfolio versus organizational portfolio
- New product development versus IT
- Initiative versus program versus project
- Management of assets versus management of delivery
All of these are important portfolios for an organization; however, for the purpose of this discussion I will focus on an organizational portfolio of projects to manage delivery.
There have been a number of books, whitepapers, vendors and consultants that have provided us the benefits of having a portfolio, but for project portfolio management it boils down to three major points:
- Capital constraints – we'd all like to have a blank check, but we know that's not practical;
- Resource constraints – not enough or overworked staff;
- Or both.
One of the best references for portfolio management has been the Coopers and Edgett book on portfolio management. Besides the outstanding examples on metrics and other tools for portfolios, the authors were successful in conducting a syndicated study on portfolios and metrics. The study covered 205 companies in North America; mean size of company was $6.4 billion in annual sales.
The conclusion they came to was that companies exceed business performance when the portfolio processes possessed these characteristics:
- Projects are aligned with business objectives
- Portfolio contains very high value projects
- Spending reflects the business strategy
- Projects are completed on time
- No "gridlock"
- Portfolio has a good balance of projects
- Portfolio has the right number of projects
So that's when it works smoothly. What happens when things go off track? In my next post, I'll discuss the pitfalls of portfolio planning and address how to keep portfolios on track when dealing with non-structured portfolio activity.
Do Project Managers Make Good PMO Directors?
This question gets asked so many times, and the interesting thing is, many of the questioners assume the answer is obvious – though they may come down on different sides of the equation!
In a sense, the question comes from the name Project Management Office, which is a bit of a misnomer given the charter of modern strategic PMOs. Originally, a PMO was a temporary structure that ran the administrative and governance functions of large projects or programs. It lived and died with the life of that project. With that charter, the obvious choice to head the office would be a talented program or project manager.
But the charter has changed. First, the PMO became a permanent structure charged with oversight of all the important projects in an organization. This meant creating a standard methodology, monitoring status, and ensuring projects were executing according to plan while delivering value. This initial type of PMO was still squarely in the realm of the project management discipline.
As those projects were listed and reported to management they became portfolios of projects. Naturally, questions were raised about how projects came to be in the portfolio. Was the list the right list? Was it aligned with strategic objectives? If there were more project ideas than funding or resources, how should we decide which to fund and which to decline or defer? Someone had the bright idea to look at projects like financial investments (which they are, of course) and project portfolio management was born. And investment decisions are definitely in the realm of business planning, not project management.
Then while attempting to ascertain the resource capacity to take on the proposed projects, it became obvious that said capacity was constrained by non-project workloads. So allocating and tracking work across resource pools became a must – and became the purview of the Project Management Office. While program and project management looks at allocating staff across a project or program, this was much broader. Clearly, this is a business resource management challenge.
So now, instead of being a Project Management Office, the PMO has become a blend of Strategic Planning, Portfolio Management, Program/Project Management and Resource/Workload Management.
With today's modern PMO charter, having project management skills – even if you're really good, isn't enough. While Project Management is still one of the charges of the PMO, it's only a portion – and not the main driver. Strategic PMOs are really facilitators mediating the tough negotiations and decisions about how work is allocated and investments made across a diverse portfolio. If you've ever chaired a steering committee meeting full of VPs arguing for their projects, you get the point. If you've had those tough conversations with business counterparts about how many resources are allocated to KLO (Keep the Lights On) work, you understand. If you've ever tried to answer the "what has your PMO done for me lately" question, you really get it. Thus, the emphasis is on business management, strategic planning, and facilitation skills.
So, do good project managers make good PMO Directors? It depends on the PM. If they are good at understanding business strategies, if they are good at understanding what makes their company's business model tick, then probably. Of course, we think good PMs are not just task, issue, and risk managers. We think the best project managers are true leaders that know how to lead projects to achieve positive business outcomes. And since they also understand and embrace project management, those project/business leaders can often make strong PMO Directors.
Are You Agile, Iterative or Hybrid?
We see many software teams that describe themselves as agile, but still develop project plans, assign resources to tasks and track time on their project. Agile purists would argue these teams are not truly agile because they are breaking some agile principles, such as encouraging empowered and self-organizing teams, and enabling a responsive, efficient development process. Are these teams agile, traditional iterative, or some hybrid of the two?
The reality is many enterprise software organizations are comfortable with traditional project management techniques, but want to move towards an agile development approach. They are typically engaged in project-driven work versus a software product with an unending feature backlog. They also have to contend with shared resources, such as database administrators, network specialists and architects that may not be assigned to their projects full time.
Many of these organizations are moving from traditional iterative development to a hybrid methodology that incorporates some of the best ideas from agile, but fits with their culture and needs. For instance, they will take to heart the principles in the agile manifesto and introduce practices such as daily stand-up meetings, writing story-based requirements, targeting shorter development cycles and assigning a product owner. In addition, they will modify their traditional milestone-driven development to incorporate more planning and feedback loops to react to inevitable changes in project requirements.
These hybrid agile teams may also model user stories as tasks in a project plan (although they will measure progress in story points vs. task hours). They will work with resource managers to assign shared resources (such as DBAs) to tasks on their project. And they will report back
on progress to executives using standard project management metrics such as percent complete, scheduled finish date and project health.
There are lots of benefits to a hybrid agile methodology and many enterprise software development teams are adopting this approach. Adding agile practices over time is highly recommended so teams can absorb the changes while still delivering on their commitments. For these teams, we also think it's the best way to get to some of the end goals of the agile movement: a focus on customer satisfaction, frequent software delivery, close co-operation between business people and developers, and creating an empowered culture with motivated individuals.
Optimal Decision-Making: Turning Data into Actionable Information
In my last post, I wrote about collecting data to provide information for decision-making. There is no question that data is where we begin, but facts are not enough. What we really need is information—a meaningful interpretation and presentation of the data that gives us insight into a condition or situation.
For example, when I manage a project, I collect data about task performance, such as "Task A" started on January 5 and finished on January 12, it took 27 hours of effort and we spent $3000 on travel. Interesting facts, but they really don't tell me enough to evaluate the task's performance, its impact on the project, or help me make decisions about the remaining work or cost.
It turns out that "Task A" was scheduled to complete on January 14, making it ahead of schedule. Unfortunately, it isn't on the critical path, so there's no impact to the project schedule. We had planned to use 25 hours to complete the work, but even though we were two hours over our plan for the task, we've been running significantly below our labor estimates on the work performed to date, and we're already about halfway to completion. Now for the bad news: the total travel budget for the project is $5000 and we still have two more trips planned. What was supposed to be a one-day trip, costing $1000 for three team members, turned into a three-day trip, costing $3000 because the team got stranded in a Chicago blizzard.
So what makes the second paragraph more useful than the first? In general, the second paragraph tells a complete story that informs, highlights what's important and clearly identifies the actions or decisions needed. If we further dissect that paragraph, we can see a few specific attributes that make it more meaningful and useful: content, context, contrast and consequence.
Content: In the first paragraph, we know the facts, but the second paragraph takes the time to combine the facts into a story. By adding a little more detail, or content, the reader has a better grasp of "the five W's": who, what, where, when and why. Our desire to be brief and direct often results in repeated question-answer cycles, leaving the decision-maker to ferret out the relevant and important information before taking an appropriate action, delaying the process.
Context: While the first paragraph describes the amount of money that was spent on travel, it does nothing to explain the circumstances or context behind the expenditure. By providing the information about the blizzard, the decision-maker better understands why the expenditure was high and in a better position to make an informed decision regarding future travel expenditures.
Contrast: In the first paragraph, we know what date the task finished, but in the second paragraph, we know that it finished late. By including data from the project plan, the second paragraph is able to compare what was supposed to happen with what actually happened. This provides the decision-maker with a much better sense of the problem and apply an appropriate decision.
Consequence: In addition to understanding that a variance exists, we also need to be clear about the impact or consequence of the difference. Sure, the first task took a couple more hours than we had originally planned, but in the overall scheme of things, it really doesn't require action. The budget variance on the other hand is significant since it pretty much blows our travel budget out of the water.
Turning data into meaningful information to drive a decision isn't rocket science, but it does require some thought. Next time you put together a report, ask yourself: does this tell the full story? If not, it's probably just data.
In my next post, I'll write about presentation in the context of decision-making, including some thoughts on dashboards.


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The tremendous influence exerted by Max Weber was due not only to the power of his ideas but also to the fact that behind his theories one perceived a man with a marked character and a tragic destiny. However, for nearly 80 years, our understanding of the life of Max Weber was dominated by the biography published in 1926 by his widow, Marianne Weber. The lack of a great Weber biography was one of the strangest and most glaring gaps in the literature of the social sciences. For various reasons the task was difficult; time and again, attempts to write a new biography of Max Weber ended in failure.
When Joachim Radkau s biography appeared in Germany in 2005 it caused a sensation. Based on an abundance of previously unknown sources and richly embedded in the German history of the time, this is the first fully comprehensive biography of Max Weber ever to appear. Radkau brings out, in a way that no one has ever done before, the intimate interrelations between Weber s thought and his life experience. He presents detailed revelations about the great enigmas of Weber s life: his suffering and erotic experiences, his fears and his desires, his creative power and his methods of work as well as his religious experience and his relation to nature and to death. By understanding the great drama of his life, we discover a new Max Weber, until now unknown in many respects, and, at the same time, we gain a new appreciation of his work.
Joachim Radkau, born in 1943, is Professor of Modern History at the Bielefeld University, Germany. His interest in Max Weber dates back nearly forty years when he worked together with the German–American historian George W. F. Hallgarten (Washington), a refugee who left Germany in 1933 and who, as a student, listened to Weber s last lecture in summer 1920. Radkau s main works include Die deutsche Emigration in den USA (1971); Deutsche Industrie und Politik (together with G. W. F. Hallgarten, 1974), Aufstieg und Krise der deutschen Atomwirtschaft (1983), Technik in Deutschland (1989), Das Zeitalter der Nervosität (1998), Natur und Macht: Eine Weltgeschichte der Umwelt (2000).
Acknowledgements xii
Preface to the English Edition xiii
Abbreviations xviii
At the Den of the Sick Lion 1
Part I The Violation of Nature
1 Great Mother and Harsh Nature: A Precocious Youth on the Margins of Berlin 7
2 Max and Minimax: Blood Brothers and Drinking Companions Surly Fraternity as a Primary Social Experience 25
3 From Father s Boy to Mother s Boy: A Comradely Marriage and the Day of Judgement for the Father 39
4 Antaeus, Antiquity and Agrarians: The Unshackling of Creativity through the Earthing of Culture 70
5 Eruptions from the Ice: Creativity as Natural Catastrophe 96
6 A Gospel of Struggle and Old German Corpulence: From Lifestyle Crisis through Creativity Crisis to Existential Crisis 117
Part II Nature s Revenge
7 The Demons: The Wildness of Nature and the Riddle of Sexuality 145
8 A Sort of Spiritualistic Construction of the Modern Economy : The Protestant Ethic and the Vain Quest for Redemption through the Spirit 179
9 South North West East: Changing Attempts at Spiritual Conquest of the World 208
10 From the Essay of Sighs to Psychophysics : the Seven–Year Fight with Naturalism against Naturalism 250
11 From the Eranos Circle to the Erotic Movement : New Roots and New Milieux 275
12 Max Weber s Love Hate for the Germans 316
Part III Salvation and Illumination
13 Value–Free Science, Love and Music 345
14 Charisma 390
15 The Naturalness of Community The Disguised Naturalism in Economy and Society 405
16 From Deborah s Song of Triumph to the Titans of the Holy Curse : Pacifist Herdsmen, Prophets and Pariahs the Israelites 427
17 World War and Flight from the World 450
18 Great Speeches, the Great Love and Death 481
19 Epilogue: Powerplay and the Wrangling over Max Weber s Spirit 551
Notes 572
Index 667
"No serious sociologist can be without a copy of this heavy tome. Artfully translated by Patrick Camiller, the study is hypnotic reading, beautifully written, lively, stimulating, and wonderfully well organized. No review could do justice to the plethora of new insights into Weber that emerge in this study, which will keep specialists happy in controversy for years to come."
Canadian Journal of Sociology
"Radkau has provided a comprehensive, authoritative, balanced and nuanced view of the man we have come to know as the conflicted, driven, enigmatic genius of 10th–century modernity."Sociology
"This absorbing and meticulously researched biography ... recounts a complex, moving story."
Book of the week in the Times Higher Education
"Radkau′s exceptional book brings out the relations between Weber′s thought and his life experience. There are sensational revelations about Weber′s suffering and eroticism, his fears and desires, and his great creative power."
Lancashire Evening Post
"The reader is in for an exciting time, but also an agreeable one, since Radkau has an easy, relaxed style, and has been fluently and serviceably translated."
Times Literary Supplement
"Radkau′s biography takes great advantage of the archive documentation and of the family correspondence made available by Guenther Roth′s enormous 2001 effort."
The Philosophers′ Magazine
"Joachim Radkau is the first biographer to bring the great social thinker Max Weber to life. He reveals what others tried to conceal: the emotional turmoil suffered by the champion of rationality."
Lord Dahrendorf
"In this remarkable and engaging study, Joachim Radkau investigates the life, loves, and intellectual passions of one of the early twentieth century s most engaging thinkers. Capturing both the tumultuous times and the singular accomplishments of Max Weber, the author has written a spirited and penetrating account of the creative life that is perhaps unrivaled in its provocative originality. Based on impeccable documentation, the result is a striking portrait of the eros of the intellect, of scientific work in relation to personality. Radkau′s impressive achievement is certain to provoke a passionate response of its own."
Lawrence A. Scaff, Wayne State University
"A minor social–scientific scoop ... By any standards, this is an important work."
Peter Thomas, New Left Review
"Despite the immense Weber industry, until now we had no biographical account of this quality."
Hans Joas, Merkur
"An amazing, breath–taking book."
Frankfurter Allgemeine Zeitung
"A brilliant achievement."
Süddeutsche Zeitung
"I read every sentence of Radkau s Weber ... A must–read."
Michael Greven, Neue Politische Literatur

subset: commoncrawl


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Every morning reminds us of who we are. A part of something special, and together, we succeed. We are more than a school. We are SMA.


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Welcome to the Christmas Stocking
There are a lot of ways to feel the want of things you need, especially when you're a kid.
Imagine a 5-year-old boy who loves to run, who needs to blast out the back door and tear up the yard or he's going to go bananas inside (and take his mother with him) - but there's six inches of slushy thick snow on the ground, and he has no snow pants or winter boots.
Or the sensible 12-year-old girl who knows there's nothing wrong with her sister's handme- downs, who doesn't really care about clothes, and who also knows that the old blue coat leaves two inches of wrist and two of waist bare to the cold, and looks nothing like her friends' long, glossy jackets that sound a sleek shir-shir-shir whenever the girls swing their arms. It's okay, but she never stops feeling the difference. Or the cold.
Or the 8-year-old kid, sensitive and quiet, who watches his father's face draw tight at the register of the clothing store, who has learned not to ask for treats at the supermarket, who doesn't say anything when his mom frets at how his boots chafe his toes and heels, who has figured out how he can still climb the slick jungle gym in those too-small boots during morning recess. The best thing he can do, he understands, is perfect the art of becoming invisible.
Imagine, then, on a November afternoon, each of these kids entering a room filled with shelves of boots and racks of coats, stacks of hand knit mittens and piles of hand knit hats. Everything is new. Everything is free. An adult in a red apron steps up. 'Hello,' he says, shaking each little one's hand. 'Welcome! Thank you for coming to the Christmas Stocking. Now let's go shopping!' The grown-up leads the kids with their moms or dads through the aisles, where they pick out a winter jacket, snow boots, hat and mittens, and snow pants for younger children. The grown-up makes sure everything will fit for the coming season. If anything doesn't, another grown-up makes a quick run to the store to find something that will.
Some kids rush forward. Some announce their names. Some hang close to their parents' legs. Some sense their parents' conflicted hesitation at needing help to provide for their family. Some kids have been here before and sit right down on the floor to try on boots.
One boy, 9 or 10, with beautiful reddish hair, puts on a jacket. He looks at the red-aproned grown-up helping him.
'You look glorious,' she tells him.
'Yes,' he says. He smiles.
A girl poses in front of a mirror in a purple coat with a fur-trimmed hood. 'I feel like a model here,' she says proudly, as she tries on three more to find the one that best matches her new boots.
A 6-year-old boy comes in with snow on his hair, snow melting into his t-shirt-clad shoulders, his damp sneakers flopping around his bare feet. Soon he's wearing a jacket, snow pants, and boots. A volunteer slides a fleecelined knit cap on his head. He leaves smiling.
All the 600-plus families who come to the Christmas Stocking each year are financially eligible for the help; earlier in the fall they applied to receive the winter outerwear through social service agencies and their children's schools.
Their stories run from unemployment to fires and floods to illness to the costs of higher education to the indifferent dips and swings of the economy. But all that matters here is that their children need warm clothes. The Reformer Christmas Stocking, sponsored by the Brattleboro Reformer, has distributed winter outerwear to families in Windham County and nearby New Hampshire towns since 1937. That first year, the project collected $280 and had funds left over to help a little girl get some much needed dental work.
This year, the Stocking raised $90,000 from individuals, groups, businesses, schools and organizations in the community. All of the money goes to purchasing the clothes.
The fundraising effort begins after Thanksgiving.
It usually ends in late December or early January, though not without perennial worry on the part of the 17 Stocking Committee members, knowing as they do how constant is the need and how stretched are the community's wallets.
For 76 years, though, Windham County and its New Hampshire neighbors have come through for these kids. Many give money; more than 100 volunteer to help unload and organize shipments of new clothes. Others don the red aprons and happily and humbly shepherd families through the store site on distribution days. Still more knit the gloves and caps, with one Putney resident donating 156 pairs of mittens this year.
It's these great bright piles of clothes that awe the kids - and their parents.
'Thank you,' the parents say. 'I can't believe this is happening. This is awesome. I can't believe it's all new. This is an incredible community.' Often, a child will stop as the family is about to leave. She'll turn to the grown-up in the red apron, the one who helped her choose her new coat and boots.
'We didn't pay anything!' she'll cry.
The grown-up will kneel down and look her in the eye.
'When you're shopping here, you don't have to pay,' he'll say. 'You have come to get the things you need. Everything is already paid for.' For more information about the Reformer Christmas Stocking, visit www.reformer.com/christmasstocking.
To contribute to the 2013 Reformer Christmas Stocking, mail donations to Reformer Christmas Stocking, P.O. Box 703, Brattleboro, VT 05302-0703.
You can also pay online with PayPal at www.reformer.com/christmasstocking.
If you'd like to leave a comment (or a tip or a question) about this story with the editors, please email us. We also welcome letters to the editor for publication; you can do that by filling out our letters form and submitting it to the newsroom.


text:
Dr. Robert Yancey
Related Suppliers
The use of composites continues to grow, and all forecasts show that the composite materials industry will grow at a faster rate than most industries during the next decade. Although the aerospace and wind-energy industries dominate usage today, many forecasters see large growth potential in automotive. Given the volumes of material used by the auto industry, any significant use of composites in mainstream automobiles will lead to a large increase in the composite materials market. In fact, the market in automotive could easily outstrip the aerospace market in a very short time.
In the auto industry, the use of carbon composites, to date, has been limited to racecars, high-end performance vehicles and some high-end luxury vehicles. The higher cost of these materials is more easily justified in high-end vehicles, and the performance advantages justify their use in racecars. Driving their potential use in mainstream automobiles are much more stringent fuel economy standards in the U.S. and new tail-pipe emissions standards in Europe.
Although there are a number of design modifications that can improve engine efficiency, structural weight reduction can accomplish this goal, and it has a multiplier effect on fuel economy. For example, if you reduce the weight of an automobile structure, you can achieve acceptable performance with a four-cylinder, rather than a six-cylinder, engine. This not only reduces fuel consumption, it also reduces engine weight, which leads to even greater fuel economy.
One trend that points to the auto industry's interest in carbon composites is the succession of auto OEM/fiber supplier partnerships formed over the past few years. BMW and SGL partnered to build a carbon fiber production plant in the U.S., which will supply material for the BMW i3 and i8. Since then, General Motors and Teijin have teamed up; Toyota, Toray and Fuji Heavy Industries have joined forces; Ford and Dow are working together; and Aston Martin, Delta Motorsport, Pentangle Engineering Services and Cytec (formerly Umeco) are cooperating.
These partnerships are promising, but they are no guarantee that composites will be used in mainstream passenger vehicles in the near future. All it means is that an increased use of composites is one option automotive OEMs are investigating to keep up with evolving fuel economy standards.
There are a number of roadblocks that have the potential to halt these efforts. One is the perennially high cost of composites compared to metals. Another is uncertainty about fiber supply. Because the capital costs of fiber production are very high, carbon fiber producers are unwilling to invest in new capacity without firm data on future demand. The aerospace industry can make long-term commitments for fiber because their order backlogs are measured in years. Auto OEMs don't have that luxury. A third roadblock is that many structural auto applications don't require the mechanical properties of carbon composites, so the motivation for using them is perceived as mere weight reduction. There are multiple ways to reduce the weight of nonstructural parts, and many are less expensive. There are other auto applications where the material properties of a composite can be a negative factor, so that also presents a challenge. For example, high-stiffness composites are not well-suited for crash crumple zones that are designed to absorb impact energy in a controlled manner. Last, metal suppliers are aggressively working to preserve market share by developing materials that weigh less and perform better.
Aerospace and automotive OEMs alike need strong, lightweight materials that can perform in harsh environments and benefit from the corrosion and fatigue resistance of advanced composites. Both industries must address recycling and repair issues with these materials. But the industries also differ. The aerospace industry has some requirements that do not pertain to automotive applications, such as structural certification and buckling stability. And the auto industry has unique limiting factors beyond high material cost, including surface finish and impact performance requirements, manufacturing cycle time, joining, manufacturing infrastructure and volume.
Fortunately, the auto industry can benefit from the knowledge and experience that aerospace OEMs have gained over the past few decades as it moves forward with composites. Likewise, the knowledge and expertise that the auto industry will gain as it addresses its unique challenges will make it back to the aerospace industry. There is truly a symbiotic relationship between the two industries and, in the end, the consumer will be the ultimate beneficiary.
Carbon Fiber 2019 Presenter
SGL Carbon SE
The matrix
The matrix binds the fiber reinforcement, gives the composite component its shape and determines its surface quality. A composite matrix may be a polymer, ceramic, metal or carbon. Here's a guide to selection.
Carbon fiber market: Gathering momentum
All signs point to increasing demand from many market sectors. Will capacity keep pace?
3D printing composites with continuous fiber
New composite manufacturing technology for multimaterial, multifunctional composite structures.


text:
PowerBar Natural Energy Bar Cereals - 24x40g
Fast and free delivery from €200
Recommended: combine it with...
PowerBar 5 Electrolytes - 12x10 tablets
Characteristics PowerBar Natural Energy Bar Cereals - 24x40g
Natural energy bar based on great tasting wholegrain oats
When you are out there for longer than planned or have a training session later the day, you want to top up your energy with tasty, natural products. They should be well tolerated and also suit your sport nutrition needs. So PowerBar has taken this as our inspiration for the Natural Energy Cereal bar. Delivering carbohydrates, it is made using wholegrain oats plus other tasty, natural ingredients such as real fruit pieces, pumpkin seeds and cocoa.
· Based on wholegrain oats and natural ingredients – delivering complex carbohydrates
· Easy to digest, because of max. 4g of fat per bar
· Magnesium to support energy metabolism
· No artificial flavours, colours and *preservatives (*by law)
Suggested Usage:
· Consume 1 bar within 60 minutes before sport and / or
· During sport, consume up to 90g carbohydrates per hour depending on intensity and duration. 1 PowerBar Natural Energy Cereal delivers about 28g carbohydrates.
· As part of a varied and balanced diet and a healthy lifestyle.
24 x PowerBar Natural Energy Bar Cereals (40g) / Cereals (sweet 'n salty)
Whole grain rolled oats* (34%), glucose syrup*, invert sugar syrup*, oat crisps (oat bran*, wheat flour*, sugar*, maize flour*, malted wheatflour*, salt, treacle*), barley malt extract*, strawberries* (4,6%), soya crisps (isolated soya protein*, rice flour*, malt extract*, salt), candied cranberries* (4%) (cranberries*, sugar*, sunflower oil*), vegetable oil*, humectant: glycerol*, honey*, magnesium carbonate, emulsifier: lecithin*, natural flavouring*, salt, antioxidant: tocopherol-rich extract*. *natural ingredient
May contain traces of milk.
Please note that only the list of ingredients and the nutrition information on the product packaging in the stores is legally binding.
Nutrition information:
|Nutrition Information
|per 100g
|per bar (40g)
|Energy kJ (kcal)
|1622 (385)
|648 (154)
|7,9 g
|3,1 g
|68,7 g
|27,5 g
|of which sugars
|25,5 g
|10,2 g
|7,5 g
|3,0 g
|of which saturates
|2,5 g
|1,0 g
|5,3 g
|2,1 g
|0,14 g
|0,06 g
|180 mg (48% RDA**)
|72 mg (19% RDA**)
|**% Recommended Daily Allowance
Main characteristics
Comparative PowerBar Natural Energy Bar Cereals - 24x40g
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- Delivery feeFree delivery on orders over €200
- Estimated deliveryDelivery 1 working day
- stock informationOnly 1 unit left!Stock information is continuously updated unless we have a problem with our system.
- Delivered at
The orders placed before 13:30 from Monday to Friday will be shipped on the same day. Orders placed by bank transfer will be carried out upon receipt of the full amount.
At fitnessdigital we seek complete satisfaction for our clients and we know that delivery charges are an inconvenience and therefore fitnessdigital offers free delivery for orders over €200. On orders up to €100 delivery costs are €9.99 and between €100 and €200 the delivery costs are €6.99. The shopping basket automatically updates the delivery costs. At fitnessdigital we also take great care over the delivery and always do everything possible to ensure that the delivery times are respected. For this reason we work with transport leaders such as TNT, DHL, DACHSER, DPD or UPS.
- Please note that if you order more than one product, you might receive them on different days and/or with different transport companies; in this case too we do our very best to respect delivery time of all the products ordered.
- The transport carriers will only deliver to the ground floor entrance of the building or property. Delivery does not include taking the merchandise up to a first floor nor does it include installment.
Not at home for the delivery? If an attempt at delivery is made and there is no one at home, the transport agency will leave you a note instructing you to contact them so that you can confirm a new delivery date. When the transport company delivers the goods, please check the following:
- That the number of packages coincides with the number indicated on the delivery note. If the number of packages does not coincide, please note this on the delivery note before signing for the delivery.
- The packaging does not show any signs of being misshapen or damaged. If you have any doubts, make a note on the delivery note about the appearance of the packages and get in touch with us.
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fitnessdigital is an official distributor, we can therefore
- The product is new
- The product comes in its original packaging
- Raw materials used by PowerBar are of first quality and Doping Free
Payment methods PowerBar Natural Energy Bar Cereals - 24x40g
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You will receive the order at the registered address and the payment is made on delivery in cash. The cash on delivery option is only available for orders of 150 € or more.
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Pay securely with the following credit cards: VISA, VISA Electron, 4B, or Mastercard
or with an authenticated credit card (Verified by Visa / Mastercard SecureCode).
If you have a credit card that allows you to purchase in internet, and you have a code or password that allows you to pay on-line, this is a good and comfortbale way to pay for you. Payment on-line means that your order will be paid for right after checkout, and is therefore very fast. fitnessdigital.cz is 100% secure. We guarantee the safety of your credit card information. All credit card information is handled with the utmost security and will never be released to any other organisation under any circumstance.
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Capturing the look of some of the world's most coveted marble in the durability of porcelain tile, the Cava Bianco collection brings Italian chic to practical porcelain. Made in Italy using cutting-edge technology, the collection features natural stone-like variation and stone-like texture in three of the most sought after marble varieties, the luxurious white Carrara and Statuary and the sophisticated grey-toned Argento. Available in large, small and mosaic formats, the versatility of Cava Bianco allows for a multitude of applications that work effortlessly in modern or traditional spaces. The collection also coordinates with our new Porcelain Slabs.
Residential: All interior surfaces, exterior walls and pool lines. Commercial: All interior surfaces, including heavy pedestrian traffic flooring. Exterior walls and water features. See Resources | Usage Guide for more details.


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Collecting information about Peter Anderson in Hollywood, FL is easier than you think. At USA People Search, you will find well researched data such as address, phone number, and email for people like Peter Anderson. With such detailed information about people with the last name Anderson in Hollywood in our data, zeroing on the person you want won't take you too long.
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text: And now (like pretty much every year ever since 3dfx disappeared) I have to wonder: Why didn't FXTC made into widespread adoption? Supposedly it had better compression ratio than S3TC and [MUCH] better quality, it was made open from the get go, and alas, didn't pickup steam. I know of no other cards that support it, other than the V100 Voodoo 4-5 cards of late '99 early 2000.


text:
Docker Fyfe locked away - for now
They have managed to fend off the circling rivals for now, but Fremantle will need to start scrimping and saving every penny to prepare for when Nat Fyfe comes off contract again in 2017.
Fyfe ended months of speculation about his future on Thursday by re-signing with the Dockers on a three-year deal believed to be worth around $2.5 million.
GWS reportedly made an informal offer of more than $1 million per season in an attempt to nab Fyfe.
It also emerged on Thursday night that another, unnamed club offered Fyfe a whopping seven-year deal.
Fyfe confirmed on the AFL360 program that the club had put the feelers out to his management about a seven-year contract.
When pressed, Fyfe would only say that the club was outside Perth.
But the 22-year-old was always keen to stay at Fremantle, especially with the club in the middle of its premiership window.
Fyfe will be a restricted free agent by the time his new contract expires at the end of 2017.
And if his current trajectory continues, Fyfe will be the hottest player in the game by that time, and could command a long-term deal in the vicinity of $1.4 million a season on the open market.
Fremantle will have the chance to match any rival offers.
But finding room in their salary cap for such a large output while keeping other star players happy will require a delicate balancing act.
Fyfe said the length of his new deal suited both him and the Dockers, with the prospect of free agency also coming into his thinking.
"Obviously commercially with the free agency window, it brings me out as an eight-year player, and Fremantle will have the first option to retain me as a free agent," Fyfe said on Thursday.
"Three years is a perfect fit. My last contract was three years as well.
"Any longer than that there's the possibility to potentially become complacent."
Fyfe's re-signing is a huge boost for the Dockers as they chase premiership glory over the next few years.
The 190cm West Australian now hopes Victorian David Mundy will follow his lead by penning a new deal.
"I love playing with David Mundy, and I'm really hopeful he'll stay here at Freo," Fyfe said on Thursday.
"But he's got a lot of things to weigh up with his family and management."
With Matthew Pavlich set to retire in the not-too-distant future, Fyfe has been touted as a future captain of the club.
It's a position Fyfe hasn't necessarily aspired to, but a responsibility he would happily accept if voted in by the playing squad.
Fyfe was a bargain selection at pick No.20 in the 2009 national draft.
He has gone on to notch 83 games over five seasons; playing a vital role in guiding Fremantle to their maiden grand final appearance last year.
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text:
The mission of the Internal Audit Department is to assist all levels of management at the Department of Health in the efficient and effective discharge of their responsibilities of equipping Virginians to achieve and maintain optimum personal and community health; by emphasizing health promotion, disease prevention and environmental protection.
This is accomplished by furnishing objective analysis and appraisals, observations, and recommendations relating to improving internal control, compliance with management's established policies and procedures, and the development of new systems and processes.
Our mission is to evaluate and report on financial and operational management controls and the quality of VDH operations with integrity, objectivity, and independence. In achieving the foregoing, we work as a catalyst for positive change using a participative process with VDH management and employees.
VDH Management is responsible for establishing the minimum financial and operational management controls for policies, procedures, and...
...Internal Auditors recommend appropriate changes or enhancements when these controls are not functioning as designed or when opportunities are noted for strengthening controls.
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How To Organize Your Shoes in Style
We've already showed you how to organize your closet and keep all your accessories in check, so now we're giving you some helpful tips on how to organize your shoes and make the most out of the space you have. From over-the-door shoe hangers to three-tier risers, we've got some helpful tips on how to maximize what you've got. Watch today's how-to for all the details.
10 Shoes Every Woman Should Own
All in the Family: 33 of Our Favorite Style-Setting Sisters
The Ultimate Fall Denim Guide - Every Trend, Cut, Color, and Fit
It Doesn't Take a Dozen: 6 Bags Every Woman Should Own
The Jet-Setter's Ultimate Guide to Traveling (Anywhere) in Style
Photo: Getty Image


text:
Hope everyone had a wonderful Christmas! We certainly enjoyed ours. We sure miss home on the holidays though!
Can you tell that it stays dark well into the morning? It's 8am!
The sun finally rose by the time Miles was finished! Time for stockings. Brad got Modern Warfare 2 and I have not seen him since. Every spare moment... "pow pow pow Ahh! I'm dying! Get cover!"


text:
Notable Edmodo 3.0 features
- Realtime updates – Edmodo time-line auto-refreshes
- Threaded replies, replies are now underneath each post instead of sent to the top of the timeline and treated like a new post.
- New caching system – Speed when clicking items is now super fast
- Archive feature – ability for teachers to archive their groups forever.
- Inline editing of posts and replies -we don't send you to a separate page to edit your posts and replies now.
- Spotlight feature – when someone replies to one of your posts, when you post an assignment or when a student turns in an assignment they get highlighted in the spotlight area. This should be the first thing you check when you login to Edmodo from now on.
- See all posts by user by clicking their picture or name.
Items currently disabled in Edmodo 3.0
- Notifications are currently disabled – Update: turned back on Aug 2nd at 2:04pm CST time
- Importing of RSS feeds – Currently Disabled
- Group Deletion – we have to rewrite the group deletion codes. as things are much more complex due to our cacheing system. No time-frame yet on when this will be back.
Make sure you check out The Edmodo Documentation Wiki for detailed instructions of Edmodo features.
17 comments. Leave new
[…] Edmodo 3.0 Blog Post – Exciting […]
Is scribd api rendering doc and rtf docs right now?
Al Delgado, yes Scribd is rendering doc & rtf files for all new files. I just tested.
[…] From Edmodo Blog site. […]
Is there a way to moderate student responses/posts between students? Or do you only see those if they send a post to the intire group? Thanks
We feel student moderation takes away from the real-time nature of Edmodo. We offer the ability for the teacher to delete any inappropriate post and think it is up to the teacher to discipline when necessary and to teach responsibility of using online tools.
Thanks. I agree usually, except at the elementary level parents get upset with me when other children make irresponsible choices that affect their own child. In my opinion your setup is great for 6th grade and up though. Thanks for your work.
I've learned you can't make everyone happy and we don't aim to. Thanks, if you require moderation for your groups then Edmodo may not be the best choice as we do not have plans for adding this as it takes away from the realtime nature of our product. There are plenty of other options out there that may be better suited for this.
[…] see the appeal of using a centralized blogging format, such as that provided by Edmodo, because its new features, especially its threaded replies make it very easy to track posts, responses, and general dialogue […]
I currently use Moodle for my classes, but it's starting to get me down. That software has turned into a huge morass. And it's slow.
I like what I'm seeing in Edmodo, but it doesn't yet fill my needs. My dream is to be able to use a course management system that's up-to-date on the latest web and social technologies. I want AJAX for interactivity and speed; I want timelines, comments, and blogs; I want an online text editor that actually works!
What I really, really need is a course management system with a gradebook, online quizzes, online assignments, dropbox, forums, anonymous student feedback, and polls. I see Edmodo heading in that direction. Do you have a roadmap?
[…] Edmodo, in its latest 3.0 incarnation, comes with threaded comments, real time updating and refreshing and a very useful spotlight widget […]
Why can't i change the color or style of my text????
Hey! whats the changes of the versions….i dind't see changes,but its much more faster than before (kind of ,not really)…I like edmodo it helps u learn! ,some students even are saying bad words how can we controll it? thanks! by the way,not so super fast! i like edmodoo!
Barry, a lot of what you have requested is what we are looking to create with edmodo. Keep an eye out 🙂
Barry, a lot of what you have requested is what we are looking to create with edmodo. Keep an eye out 🙂
Is there now or are there plans for a public API for Edmodo? I'd like to make a Windows Phone version of the Edmodo mobile client.
Chris Koenig
Windows Phone Technical Evangelist
Microsoft Corporation
Any plans for federated sign-on using SAML 2.0?


text:
Thank God Jennifer Lopez is Finally Getting the Oscar Buzz She Deserves with 'Hustlers'
Goodbye, 'Carol' on Netflix: A Eulogy For The Iconic Lesbian Period Drama
'Jackie Brown' Has All The Earmarks Of A Quentin Tarantino Movie, But Still Manages To Surprise
'Gloria Bell,' One Of The Year's Best Films, Is Now Available To Stream On Amazon Prime
Stream It Or Skip It: 'Bill Burr: Paper Tiger' on Netflix, in Which the Outspoken Stand-Up Comic Vigorously Stirs the Pot
Double Feature: 'Lost In America' and 'While We're Young,' Two Instructive Comedies About The Importance Of Acting Your Age
'Late Night' on Amazon Prime: Mindy Kaling's Comedy Is Perfect for Streaming
The Pizza Scene in 'Eat Pray Love' Encapsulates the Movie's Biggest Blind Spot
'Welcome to Marwen' on HBO: Don't Miss 'Marwencol,' The Doc That Inspired the Steve Carell Film
'Amazing Grace' Shows Aretha Franklin At Her Peak Of Her Powers, Singing For A Higher Power
Stream It Or Skip It: 'Evelyn' On Netflix, A Documentary About Three Siblings Hiking Across The UK To Help Them Deal With Their Brother's Suicide
'Screwball' on Netflix: A Delightful, Delirious Documentary About The Steroids Scandal That Rocked Major League Baseball
Stephen King's 'In the Tall Grass' Gets An October Release Date on Netflix, Plus First-Look Images [Exclusive]
'Jurassic World' Finally Lives Up to Its Title in Thrilling Short Film
'Cloverfield' Does Civilian Horror Better Than Any Other Giant Monster Movie
Stream It Or Skip It: 'Into the Dark: Pure' on Hulu, A Righteously Feminist Horror Story that Banishes the Patriarchy to Hell
'Panic Room' on Netflix: 'Home Alone,' David Fincher Style
'Avengers: Endgame' May Be an Even Better Watch at Home
Aquaman: The Best Superhero Movie Of The Year Is Now On HBO (Sorry, Avengers!)
Here's When 'Toy Story 4' Is Coming to Video on Demand
When Does 'Invader Zim: Enter the Florpus' Premiere on Netflix?
Stream It Or Skip It: 'Rocko's Modern Life: Static Cling' on Netflix, a '90s Revival We Probably Didn't Know We Needed
'The LEGO Movie 2' on HBO: Let's Talk About That Twist Ending
'The Great British Baking Show': That "Dairy Week" Elimination was Shocking, Ageist, and Unfair
What Are Mishti? All About the Indian Sweets on 'The Great British Baking Show' "Dairy Week"
What's the Difference Between 'The Great British Bake Off' and Netflix's 'The Great British Baking Show'
'The Great British Baking Show': Are Burger Baps Just British Burger Buns?
Meghan McCain and Ana Navarro Face Off on 'The View': "Don't Scream At Me! I'm Two Feet Away!"
Meghan McCain Interrogates Kavanaugh Journalists About "New York Slimes" Op-Ed Blunder
Meghan McCain Says If She "Weren't Fat Shamed" by Laura Ingraham, She "Wouldn't Have a Career"
'The View' Hosts React to the Democratic Debate: "Bernie Looked Like He Crawled Out of a Garbage Can"
'The I-Land' on Netflix: Everything You Need to Know about the Netflix Thriller's Filming Locations
'The I-Land' on Netflix: Meet Kota Eberhardt, a Tough Talking Castaway
Stream It Or Skip It: 'The I-Land' On Netflix, Where 10 People Are Stranded On An Island With Their Memories Wiped
'The I-Land' on Netflix: That Mind-Blowing Ending Explained
'Game of Thrones' Wins Emmy For Best Drama
Netflix Is Five Guys and Hulu Is McDonald's: How Hamburgers Can Help Explain The Streaming Wars
Stream It Or Skip It: 'Monarca' On Netflix, Where A Daughter Of A Mexican Billionaire Tries To Fight A Corrupt System
'Succession' Season 2 Episode 6 Recap: Roy Division
'Below Deck Mediterranean': Jack Asks Aesha To Be His Girlfriend And She Confirms "We Can Have Sex Now"
'Below Deck Mediterranean' Exclusive: Captain Sandy Puts "Know-It-All" Joao in His Place
'Below Deck Mediterranean': Chef Ben Breaks Down That Gnarly Burn Blister
Bravo Nixes 'Below Deck Mediterranean' Season 4 Reunion Special
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text:
We all know electrical workers are responsible for installing many different electrical systems within a building (lighting and receptacles). But what about all of the other types of systems, such as building automation, security, access control, network, and life safety? Electrical contractors can install these, too. However, when it comes to the installation and maintenance of fire alarm systems, specific training is a must.
Because fire alarm systems support a life safety function that is crucial to the occupants of a building, such as those occupied by the general public (e.g., public and private schools, office buildings, theaters, shopping centers, churches), the functionality and reliability of these systems could mean the difference between life and death. For this very reason, it's crucial that electrical professionals performing this type of work are trained and competent in installation and maintenance of fire alarm systems.
What type of training is actually needed?
Article 760 of the NEC focuses on the installation of wiring and equipment of fire alarm systems. However, there are many other codes and standards you must follow when installing these systems, including the NFPA Fire Alarm and Signaling Code (NFPA 72), International Building Code (IBC), Life Safety Code (NFPA 101), International Fire Code (IFC), and Americans with Disabilities Act (ADA).
Electrical workers must understand and know how to apply these codes and standards to ensure the fire alarm installation meets at least the minimum code requirements. With that said, every training program must make sure all of these codes and standards are included within its framework, especially those that train apprentices.
In addition to adhering to codes and standards, the electrical worker must have a fundamental understating of how a fire alarm system operates. This includes, but is not limited to, the theory of operation of the fire alarm control panel, operation of initiating devices, operation of notification devices, and special circumstances that may arise during the installation. All of these topics should be included in the fire alarm curriculum provided to the electrical apprentice.
After the apprentice understands the code and theory behind a fire alarm installation, he or she must understand the applicable installation and maintenance requirements of the installation. This requires the electrical worker to understand the numerous technologies involved in the fire alarm industry. With that very concept in mind, the fire alarm curriculum used for fire alarm training should focus on technologies of the past as well as those currently being used today.
Why would this be important? Because electrical workers must be able to service and maintain all types of systems. Past fire alarm technologies were typically separated into logical zones, such as a single floor of a building. This technology has proven very reliable; however, identifying which device triggered a single alarm proved to be difficult. Newer fire alarm technologies incorporate intelligent devices that periodically report the device status to the fire alarm control panel. In addition, newer technologies provide the ability to program specific information about the devices that are installed, such as the exact location of the device.
Although intelligent fire alarm systems are the most common systems installed today, there are still many zone-type fire alarm systems found in buildings around the country. Electrical professionals must be ready for either arrangement.
Troubleshooting and maintenance
There are many things that can go wrong during a fire alarm installation. Whether it's a conductor getting pinched between the device and the box it is mounted to (causing a ground fault condition) or a conductor getting cut by another construction worker (creating an open condition), electrical workers must have the ability to identify where the problem exists and how to correct it. The ability to address the problems (whether the installation is a new installation or an existing system) will invariably separate the men from the boys, so to speak. Therefore, it is imperative that all fire alarm training courses and programs identify the proper procedures that are needed to effectively troubleshoot fire alarm system problems.
Achieving certification
NFPA 72 requires fire alarm installers to be qualified in order to install a fire alarm system. In fact, there are many specifications that now require a third-party fire alarm certification. Unfortunately, many electrical workers who have been installing fire alarm systems for many years do not possess a third-party certification. Even though many electrical workers may be qualified to install a fire alarm system because of on-the-job experience, they may still be required to obtain a third-party certification. This can be accomplished through in-class fire alarm system training or by leveraging online practice exams like those now available to IBEW/NECA members. These practice examinations have been created to simulate the two most common third-party certification exams.
Simpson is a curriculum specialist with the National Joint Apprenticeship and Training Committee (NJATC) based in Upper Marlboro, Md. The NJATC is the training arm of the International Brotherhood of Electrical Workers and the National Electrical Contractors Association. He can be reached at [email protected].
SIDEBAR: The Hands-On Training Difference
Nothing hits the point home better than real-world experience. This is best accomplished with on-the-job experience under direct supervision. Although there is no doubt that hands-on experience trumps what can be accomplished in a lab environment, there are many training facilities around the country that have taken the lab experience to a new level. For example, the NJATC has developed a lab manual that applies real-life fire alarm installation in a controlled environment, which allows electrical workers to apply theory, installation, and troubleshooting concepts in a truly interactive and safe environment that encourages a systematic approach to solving problems.
For instance, a lab may require the installer to simulate a high-rise office building that requires complex programming and integration with other electrical systems. Another may simply require that the fire alarm system closes an HVAC damper. Both examples are real-life installations that provide the electrical worker with practical experience in a controlled environment. Another lab may require the electrical worker to diagnose or troubleshoot a problem that exists with the installation.
Without a doubt, students will make mistakes while going through the lab experience. However, it is better to make those mistakes in a controlled lab environment — where the instructor can point out issues and offer advice on corrective actions — as opposed to making them in a stressful job-site situation. Sure, mistakes in the lab may cause a little frustration, but mistakes on the job could cost the contractor money, delay the project, or possibly create a life safety concern.


text:
Customer services, like Pinterest, use deep learning for image recognition, curating rich custom experiences for its users. Financial businesses like PayPal are using GPU-accelerated deep learning for fraud detection. Consulting firm Accenture's R&D arm and other businesses are using deep learning to detect Internet security threats. And healthcare is one of the most important industries for the application of AI and deep learning. This sweeping change in the landscape of data-driven business is taking place across all industries. It's changing how farmers herd their animals and forcing us to rethink transportation. The first self-driving public transit system is already up and running, giving us a glimpse into futuristic cities that will exist within our lifetimes.
The Role of AI in Society with NVIDIA's Bryan Catanzaro
Healthcare with NVIDIA's Abdul Hamid Halabi
Robotics with NVIDIA's Jesse Clayton & Claire Delaunay
With a robust product portfolio, PNY delivers professional solutions for a diverse range of industries and applications.
All registered trademarks are the property of their respective owners.


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text:
No Plates (ft. Eminem / Bon Iver)
Kanye West
Is this thing on?
Oh, I thought they silenced us, ye
Power to the people
We living in that 31st century, futuristic fly shit
The penthouse is the projects and everybody flies private
New watches; you know what time it is, watch us
They can't stop us, the prophets, biatches!
No one man should have all that power
The clock's ticking, I just count the hours
Stop tripping, I'm tripping off the power
(No one man should have all that power)
Rumble, young man, rumble
Life is a trip, so sometimes we gonna stumble
You gotta go through pain in order to become you
But once the world numbs you, you'll feel like it's only one you
Now you got the power to do anything you want to
Until you ask yourself, "is this what it's all come to?"
Looking at life through sunglasses and a sunroof
But do you have the power to get out from up under you
Fuck all these labels, fuck what everybody wants from you
They're trying to axl rose you, welcome to the jungle
To be continued, we on that norman mailer shit
In search of the truth even if it goes through taylor swift
Tell her this
Now when I walk in, everybody do the "power" clap
Fresh for the club, I just took a half an hour nap
I seen people go crazy when the whole world in our lap
My socket was out the plug, now it's time to get the power back
I seen people abuse power, use power, misuse and then lose power
Power to the people at last, it's a new hour
Now we all ain't going be american idols
But you can least grab a camera, shoot a viral, huh
Take the power in your own hands
I'm a grown man, doing my grown dance
I don't stop until I see the end, my vision clear, bitch
I'm on my van gogh, I don't hear shit
Now everything I'm rhyming on cause a ramadan
Been a don, praying for the families lost in the storm
Bring our troops back from iraq, keep our troops out of iran
So the next couple bars, I'mma drop 'em in islam
They say as-salamu alaykum say wa alaikum assalam
That's no oscar mayer bacon, you should run and tell your mom
Now the question is, how we going stop the next vietnam
Keep flex out of korea, cause you know he drop bombs
Hey, yo, yeezy
Stop playing with these people, man
They want see you act all crazy in this motherfucker, man
Take that jacket off and go crazy on them niggas, man
You know what I'm talking about
What do it mean to be the boss
It mean second place is the first one who lost
The crucifixion, the being nailed to the cross
Truth or fiction, it's a hell of a cost, do the dishes
I'm about to hit that jeff gordon
Michael jordan, the only one more important
But I be feeling like jordan when I'm recording
'Cause every time I record, I dunk and slap the boards
I don't know what these rappers gonna do afterwards
Prolly spaz like I might do at the awards
Huh, I got the whole crowd going crazy
Homie, I should be rewarded
Gettin' money, yeezy, yeezy, how you do it, huh
Eating wheaties, drinkin' fiji, being greedy, huh
Don't even think you can allude to the rumors
I'm immune to the boos, I'ma prove to you losers
It's all in time, my nigga
See, I dreamed my whole life that I could rhyme with jigga
Now jay my big brother and b my lil sister
And excuse me, but you can't see my lil sister
Number one sound across the board, hey
Number one now and forevermore, hey
Number one rule is niggas don't hate
Maybe I'll drop the album, nah, all y'all gotta wait
And on the net, they showing pictures of my cali place
My maybach in ny, but it still got the cali plates
All my old girls know that I'm the one that got away
I think about at christmas and play some donny hathaway
And keep my bulletproof hater coat on
Looking at some photos that I'm looking crazy dope on
Hand up, talking shit, yeah, I get my pope on
And go home with something to poke on
That's what dre said, but this what ye said
How ye doing? Who ye screwin?
That's for my dick to know, before you get to know him
She ain't give you ass, that pussy fictional
I gotta give her the eviction note
'Tis, get yo' ass out, bitch, vamonos
Five seconds to the song and we getting close
I got the power, motherfucker, if you didn't know
Chill, chill, chill, chill, man
Chill, ye, chill
Shit's burned up already
It's over


text:
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Panasonic PT-VX505N Projector PDF Spec file
The manual for Panasonic PT-VX505N Projector consists of 13 pages and may be downloaded for free without signing on or submitting any personal data.
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