Project Coordinator Quotes

Hal Incandenza has an almost obsessive dislike for deLint, whom he tells Mario he sometimes cannot quite believe is even real, and tries to get to the side of, to see whether deLint has a true z coordinate or is just a cutout or projection.

Life itself has lost its plane reality: it is projected, not along the old fixed points, but along the dynamic coordinates of Einstein, of revolution. In this new projection, the best-known formulas and objects become displaced, fantastic, familiar-unfamiliar. This is why it is so logical for literature today to be drawn to the fantastic plot, or to the amalgam of reality and fantasy. ("The New Russian Prose")

What is important is to understand the true boundaries of reality, not the probable boundaries of possible future events. Although boundary conditions operate on the future, they are probabilistic constraints, not absolutely determined fact. We assume that ten minutes hence, the room we are in will still exist. It is a boundary condition that will define the next ten minutes in our space/time coordinate. But we cannot know who will be in the room ten minutes hence; that is free to be determined. One may ask if we can really know that the room will exist at any future moment. This is where induction enters the picture, since in truth we cannot know with certainty. There is no absolutely rigorous way of establishing that. But we can make the inductive leap of faith that has to do with accumulated experience. We project that the existence of the room will remain a boundary condition, but in principle in the next ten minutes there could be an earthquake and this building might not be left standing. However, for that to happen, the boundary condition will have to be radically disrupted in some unexpected and improbable manner. What is so curious is that such a thing could occur.

I think about the sheer number of people who pulled together just to save my sorry ass, and I can barely comprehend it. My crewmates sacrificed a year of their lives to come back for me. Countless people at NASA worked day and night to invent rover and MAV modifications. All of JPL busted their asses to make a probe that was destroyed on launch. Then, instead of giving up, they made another probe to resupply Hermes. The China National Space Administration abandoned a project they'd worked on for years just to provide a booster. The cost for my survival must have been hundreds of millions of dollar. All to save one dorky botanist. Why bother? Well, okay. I know the answer to that. Part of it might be what I represent: progress, science, and the interplanetary future we've dreamed of for centuries. But really, they did it because every human being has a basic instinct to help each other out. It might not seem that way sometimes, but it's true. If a hiker gets lost in the mountains, people will coordinate a search. If a train crashes, people will line up to give blood. If an earthquake levels a city, people all over the world will send emergency supplies. This is so fundamentally human that it's found in every culture without exception. Yes, there are assholes who just don't care, but they're massively outnumbered by the people who do. And because of that, I had billions of people on my side. Pretty cool, eh?

Mutual aid projects let us practice meeting our own and each other’s needs, based in shared commitments to dignity, care, and justice. They let us practice coordinating our actions together with the belief that all of us matter and that we should all get to participate in the solutions to our problems. They let us realize that we know best how to address the crises we face.

Spenser Reynolds began telling about his next project—an attempt to have suicides coordinate their leaps from bridges on a score of worlds while the All Thing watched—and Tyrena Wingreen-Feif stole all attention by putting her arm around Monsignor Edouard and inviting him to her after-dinner nude swimming party at her floating estate on Mare Infinitus. I

An architect is a generalist, not a specialist-the conductor of a symphony, not a virtuoso who plays every instrument perfectly. As a practitioner, an architect coordinates a team of professionals that include structural and mechanical engineers, interior designers, building-code consultants, landscape architects, specifications writers, contractors, and specialists from other disciplines. Typically, the interests of some team members will compete with the interests of others. An architect must know enough about each discipline to negotiate and synthesize competing demands while honoring the needs of the client and the integrity of the entire project.

As noted in 1964 by Robert P. “Bob” Moses, director of the Mississippi project of the Student Nonviolent Coordinating Committee (SNCC): “It’s not contradictory for a farmer to say he’s nonviolent and also pledge to shoot a marauder’s head off.

The next library is a place, still. A place where people come together to do co-working and coordinate and invent projects worth working on together. Aided by a librarian who can bring domain knowledge and people knowledge and access to information to bear.

Just a decade before, in the wake of the Vietnam War and with his agency’s budget slashed, Stephen Lukasik had appealed to Congress to allow DARPA to pursue “high-risk projects of revolutionary impact.” Lukasik told Congress that in the modern world, the country with the most powerful weapons would not necessarily have the leading edge. He argued that as the twenty-first century approached, the leading edge would belong to the country with the best information—with which it could quickly plan, coordinate, and attack.

Can you tell me anything?” “It’s a bioengineering firm.” “Bioengineering,” Barney said. “Well, there’s the obvious …” “Which is?” “A DNA molecule.” “Oh, come on,” Nedry said. “Nobody could be analyzing a DNA molecule.” He knew biologists were talking about the Human Genome Project, to analyze a complete human DNA strand. But that would take ten years of coordinated effort, involving laboratories around the world. It was an enormous undertaking, as big as the Manhattan Project, which made the atomic bomb. “This is a private company,” Nedry said.

They are also difficult to reconcile with archaeological evidence of how cities actually began in many parts of the world: as civic experiments on a grand scale, which frequently lacked the expected features of administrative hierarchy and authoritarian rule. We do not possess an adequate terminology for these early cities. To call them ‘egalitarian’, as we’ve seen, could mean quite a number of different things. It might imply an urban parliament and co-ordinated projects of social housing, as with some pre-Columbian centres in the Americas; or the self-organizing of autonomous households into neighbourhoods and citizens’ assemblies, as with prehistoric mega-sites north of the Black Sea; or, perhaps, the introduction of some explicit notion of equality based on principles of uniformity and sameness, as in Uruk-period Mesopotamia. None of this variability is surprising once we recall what preceded cities in each region. That was not, in fact, rudimentary or isolated groups, but far-flung networks of societies, spanning diverse ecologies, with people, plants, animals, drugs, objects of value, songs and ideas moving between them in endlessly intricate ways. While the individual units were demographically small, especially at certain times of year, they were typically organized into loose coalitions or confederacies. At the very least, these were simply the logical outcome of our first freedom: to move away from one’s home, knowing one will be received and cared for, even valued, in some distant place. At most they were examples of ‘amphictyony’, in which some kind of formal organization was put in charge of the care and maintenance of sacred places. It seems that Marcel Mauss had a point when he argued that we should reserve the term ‘civilization’ for great hospitality zones such as these. Of course, we are used to thinking of ‘civilization’ as something that originates in cities – but, armed with new knowledge, it seems more realistic to put things the other way round and to imagine the first cities as one of those great regional confederacies, compressed into a small space.

for higher-class parents, children are ‘projects.’ They have tightly scheduled lives and coordinated activities; high-income parents spend significant time and energy thinking about how to fulfill their kids’ ‘potentials.’ For the working class and poor, Lareau argues, parenting is more about ‘the accomplishment of natural growth.’ Top priorities in these families are safety and health.

Major General Douglas Lute to the White House to coordinate support for the dual American war efforts in Iraq and Afghanistan. In time, Lute would become Washington’s most important policy adviser on Afghanistan, but in his early days at the White House, he spent at least 90 percent of his time managing the fiasco in Iraq. Lute was among those at the White House who were enthusiastic about the District Assessments project.

As the centenary of the war on Palestine came and went, the American metropole, the irreplaceable base for Israel’s freedom of action, was as committed to the Zionist colonial project as had been Lord Balfour one hundred years earlier. The second century of the war would be marked by a new and even more destructive approach to the issue of Palestine, with the United States in close coordination with Israel and its newfound friends in the absolute monarchies of the Gulf.

The infinite seeks manifestation. It projects itself as the point, defined by its position, one coordinate. Further seeking fulfillment, the point extends outward to become the line, now adding the concept of reference to another, creating length, reaching to infinity. But by manifesting a third point, and forming the triangle, the point has defined itself in relation to two others, and it has become a self-contained unit, the plane, fully independent in two dimensions, at rest in perfect harmony.

At last we realized that all this cross-team communication didn’t really need refinement at all—it needed elimination. Where was it written in stone that every project had to involve so many separate entities? It wasn’t just that we had had the wrong solution in mind; rather, we’d been trying to solve the wrong problem altogether. We didn’t yet have the new solution, but we finally grasped the true identity of our problem: the ever-expanding cost of coordination among teams. This change in our thinking was of course nudged along by Jeff. In my tenure at Amazon I heard him say many times that if we wanted Amazon to be a place where builders can build, we needed to eliminate communication, not encourage it. When you view effective communication across groups as a “defect,” the solutions to your problems start to look quite different from traditional

The fractal panopticon If, following Bentham, we regard panopticism as a modality of power that rests on the principle of ‘seeing without being seen’, made possible by a flow of information that turns real subjects and activities into data, shadowy projections of real subjects, then, combining these principles of panopticism with its property of modularisation and Hayek’s characterisation of the market as the coordinating mechanism of the action of private individuals, we can understand the rationale of the neoliberal project as one aiming at the construction of a system of interrelated virtual ‘inspection houses’, which we may call the ‘fractal panopticon’. Each panopticon, that is each set of interrelationships of control and resistance defined by a scale of social action, is in turn a singularity within a series of singularities, which stand in relation to each other in such a way that their action constitutes a ‘watchtower’ that is external to them, thus forming a greater panopticon – and so on, in a potentially infinite series.

The legislative department derives a superiority in our governments from other circumstances. Its constitutional powers being at once more extensive, and less susceptible of precise limits, it can, with the greater facility, mask, under complicated and indirect measures, the encroachments which it makes on the co-ordinate departments. It is not unfrequently a question of real nicety in legislative bodies, whether the operation of a particular measure will, or will not, extend beyond the legislative sphere. On the other side, the executive power being restrained within a narrower compass, and being more simple in its nature, and the judiciary being described by landmarks still less uncertain, projects of usurpation by either of these departments would immediately betray and defeat themselves. Nor is this all: as the legislative department alone has access to the pockets of the people, and has in some constitutions full discretion, and in all a prevailing influence, over the pecuniary rewards of those who fill the other departments, a dependence is thus created in the latter, which gives still greater facility to encroachments of the former. I

[Curtis Carley, first field coordinator for the Red Wolf Recovery Program] decided early in the project that there was only one possible way of saving red wolves from genetic swamping by coyotes. Biologists were going to have to capture every red wolf remaining in the wild for placement in a captive breeding program. In effect, preserving the red wolf's purity required first bringing about its extinction in the wild and turning its former range over to coyotes and hybrids until biologists could produce enough "pure" animals, then finding a suitable protected preserve for releasing a captive-bred population into the wild again. How difficult was that? After establishing a certified breeding program for red wolves at Point Defiance Zoo in Tacoma, Washington, in 1974 and 1975, the Red Wolf Recovery team decided to examine as breeding candidates some fifty red wolves held in almost twenty zoos across the country. Using the morphology-howl criteria they had established, out of those fifty they identified but a single red wolf, a female in the Oklahoma City Zoo. They were convinced all the rest, plus their pups, were actually either coyotes or hybrids, and in the latter case the team insisted they be destroyed. When some of the shocked zoo personnel refused such a draconian order, in the name of purity Curtis Carley carried out the death sentences himself.

The failure of Communism was consecrated in the fall of the Soviet Union. The remarkable thing is that, as in most cases when prophecy fails, the faith never faltered. Indeed, an alternative version had long been maturing, though cast into the shadows for a time by enthusiasm for the quick fix of revolution. It had, however, been maturing for at least a century and already had a notable repertoire of institutions available. We may call it Olympianism, because it is the project of an intellectual elite that believes that it enjoys superior enlightenment and that its business is to spread this benefit to those living on the lower slopes of human achievement. And just as Communism had been a political project passing itself off as the ultimate in scientific understanding, so Olympianism burrowed like a parasite into the most powerful institution of the emerging knowledge economy--the universities. We may define Olympianism as a vision of human betterment to be achieved on a global scale by forging the peoples of the world into a single community based on the universal enjoyment of appropriate human rights. Olympianism is the cast of mind dedicated to this end, which is believed to correspond to the triumph of reason and community over superstition and hatred. It is a politico-moral package in which the modern distinction between morals and politics disappears into the aspiration for a shared mode of life in which the communal transcends individual life. To be a moral agent is in these terms to affirm a faith in a multicultural humanity whose social and economic conditions will be free from the causes of current misery. Olympianism is thus a complex long-term vision, and contemporary Western Olympians partake of different fragments of it. To be an Olympian is to be entangled in a complex dialectic involving elitism and egalitarianism. The foundational elitism of the Olympian lies in self-ascribed rationality, generally picked up on an academic campus. Egalitarianism involves a formal adherence to democracy as a rejection of all forms of traditional authority, but with no commitment to taking any serious notice of what the people actually think. Olympians instruct mortals, they do not obey them. Ideally, Olympianism spreads by rational persuasion, as prejudice gives way to enlightenment. Equally ideally, democracy is the only tolerable mode of social coordination, but until the majority of people have become enlightened, it must be constrained within a framework of rights, to which Olympian legislation is constantly adding. Without these constraints, progress would be in danger from reactionary populism appealing to prejudice. The overriding passion of the Olympian is thus to educate the ignorant and everything is treated in educational terms. Laws for example are enacted not only to shape the conduct of the people, but also to send messages to them. A belief in the power of role models, public relations campaigns, and above all fierce restrictions on raising sensitive questions devant le peuple are all part of pedagogic Olympianism.

The hero-deed to be wrought is not today what it was in the century of Galileo. Where then there was darkness, now there is light; but also, where light was, there now is darkness. The modern hero-deed must be that of questing to bring to light again the lost Atlantis of the co-ordinated soul. Obviously, this work cannot be wrought by turning back, or away, from what has been accomplished by the modern revolution; for the problem is nothing if not that of rendering the modern world spiritually significant—or rather (phrasing the same principle the other way round) nothing if not that of making it possible for men and women to come to full human maturity through the conditions of contemporary life. Indeed, these conditions themselves are what have rendered the ancient formulae ineffective, misleading, and even pernicious. The community today is the planet, not the bounded nation; hence the patterns of projected aggression which formerly served to coordinate the in-group now can only break it into factions. The national idea, with the flag as totem, is today an aggrandizer of the nursery ego, not the annihilator of an infantile situation. Its parody rituals of the parade ground serve the ends of Holdfast, the tyrant dragon, not the God in whom self-interest is annihilate. And the numerous saints of this anticult—namely the patriots whose ubiquitous photographs, draped with flags, serve as official icons—are precisely the local threshold guardians (our demon Sticky-hair) whom it is the first problem of the hero to surpass.

He missed the women he’d never get to sleep with. On the other side of the room, tantalizing at the next table, that miracle passing by the taqueria window giving serious wake. They wore too much make up or projected complex emotions onto small animals, smiled exactly so, took his side when no one else would, listened when no one else cared to. They were old money or fretted over ludicrously improbable economic disasters, teetotaled or drank like sailors, pecked like baby birds at his lips or ate him up greedily. They carried slim vocabularies or stooped to conquer in the wordsmith board games he never got the hang of. They were all gone, these faceless unknowables his life’s curator had been saving for just the right moment, to impart a lesson he’d probably never learn. He missed pussies that were raring to go when he slipped a hand beneath the elastic rim of the night-out underwear and he missed tentative but coaxable recesses, stubbled armpits and whorled ankle coins, birthmarks on the ass shaped like Ohio, said resemblance he had to be informed of because he didn’t know what Ohio look like. The size. They were sweet-eyed or sad-eyed or so successful in commanding their inner turbulence so that he could not see the shadows. Flaking toenail polish and the passing remark about the scent of a nouveau cream that initiated a monologue about its provenance, special ingredients, magic powers, and dominance over all the other creams. The alien dent impressed by a freshly removed bra strap, a garment fancy or not fancy but unleashing big or small breasts either way. He liked big breasts and he liked small breasts; small breasts were just another way of doing breasts. Brains a plus but negotiable. Especially at 3:00am, downtown. A fine fur tracing an earlobe, moles at exactly the right spot, imperfections in their divine coordination. He missed the dead he’d never lose himself in, be surprised by, disappointed in.

There was everything and at the same time nothing of what had happened years ago. It was as if the parallelism of space-time was basing its existence on an alternative of deja vus that the only thing they did was to remember a feeling lived before, but from different angles and incarnations. As if that were the memory's way of not bleeding out completely: Projecting in space intangible coordinates that repeated patterns in the most subtle but perceptible possible way . There - quite possibly - was still room for what had happened to be repeated, but there were no guarantees that it could be the same again. Despite all this, that memory remained intact because memory had insisted on it. It was stored in the deepest space of what it had generated at that time, therefore the armor was such that no matter how much pain it might feel at some point, love had always been greater and that memory remained eternal.

At MySQL, there were 400 employees in 40 countries, with 95% of the development staff working from home. The challenges this model presented, from time zone differences to communication technologies to project coordination to legal and commercial logistics, were immense. But it offset these costs with hard savings on real estate, salaries, and improvements in productivity. Most importantly, allowing workers to work remotely is like selling from the Internet: you’re no longer limited by your local geography.

techno softwares malaysia hire php and java developers " "PHP Developers Job Description: 1. Understanding client requirements & functional specifications 2. Developing and maintaining dynamic websites and web applications 3. Ensuring foolproof performance of the deliverable 4. Coordinating with co-developers and other related departments 5. Sending regular updates about project status Desired Candidate Profile: 1. Must be proficient in PHP, MySQL, CSS, HTML, Javascript, AJAX, XML 2. Should have experience with Joomla, WordPress, Drupal, Magento. 3. Should have excellent written communication skills (English) 4. Must have capacity to work independently and also as a part of team 5. Must have dedication and commitment towards work. 6. Eligibility: (B.Tech/B.E) 7. Salary: Higher Salary based on Experience and Expertise)

Preteen Warning Signs Lack of peer relationships outside the family Difficulty engaging in age-appropriate conversations Social skills difficulty Inability to make and keep friends Obvious anxiety, fear of social situations Afraid of groups Angry outbursts Restlessness Inability to concentrate Temper tantrums—sustained argumentative or “acting-out” behavior Inability to complete projects Clumsiness—not good at sports Poor muscle coordination Poor academic skills Depressed mood, seems withdrawn Stress-related physical symptoms Insecurity Limited tolerance of frustration Fear of new situations Learning disabilities

Slowing down is countercultural for many, and varying the pace to coordinate with others may seem a bit inefficient. This is a time to think about survival anxiety and experiment by testing learning anxiety. Is it possible to find a shared work pace that allows for the group to accomplish more? Is it worth it to take a time-out on a project to reflect on what worked and what did not? What may seem to be less efficient may turn out to be more effective.

The process of objectifying the world through the primordial intuition of "repetition in time" and "following in time" gains in generality by the construction of mathematics from the same primordial intuition, without reference to direct applicability. In this way man has a ready-made supply of unreal causal sequences at his disposal, just waiting for an opportunity to be projected into reality. One should bear in mind that in mathematical systems with no time coordinate, all relations in practical applications clearly become causal relations in time; e.g. Euclidean geometry when applied to reality shows a causal connection between the results of different measurements made by means of the group of rigid bodies. Needless to say, in the application of a mathematical system, in general, only a fraction of the elements and substructures finds their correspondence in reality; the remainder plays the role of and unreal "physical hypothesis." Similarly, even with a limited development of method, the observed sequences no longer consist exclusively of phenomena evoked by man himself (acts without any direct instinctive aim, but carried out solely to complete the causal system into a more manageable one). The simplest example is the sound image (or written symbol) of number as a result of counting, or the sound image (or written symbol) of number as a result of measuring (this example shows how infinitely many causal sequences can be brought together under the viewpoint of one single law of causality on the basis of a mapping the numbers through mathematical induction.)

Volunteer Services Title: Improving Worker Administrations: A Statistical surveying Approach Presentation: Volunteer Services assume a vital part in supporting networks, non-benefit associations, and different causes around the world. In any case, to actually use volunteer assets, it's basic to grasp market elements, patterns, and inclinations. Statistical surveying gives priceless bits of knowledge to upgrading volunteer projects, improving commitment, and augmenting influence. In this complete examination, we dive into the domain of volunteer administrations, investigating market patterns, challenges, and imaginative procedures for development. Understanding the Worker Administrations Market: The worker administrations market incorporates a wide cluster of areas, including social administrations, ecological preservation, medical care, instruction, and fiasco help. As indicated by late examinations, the worldwide volunteerism rate has been consistently expanding, mirroring a developing consciousness of social obligation and local area inclusion. In any case, notwithstanding this vertical pattern, certain difficulties persevere, preventing the maximum capacity of Volunteer Services. Key Difficulties in Volunteer Administrations: Enrollment and Maintenance: One of the essential difficulties looked by associations is the enlistment and maintenance of workers. With occupied plans and contending responsibilities, people frequently battle to commit time to chipping in. Additionally, holding volunteers over the long haul requires supported commitment and significant encounters. Ability Coordinating: Compelling usage of volunteer abilities is fundamental for augmenting influence. Nonetheless, numerous associations battle to coordinate workers with jobs that line up with their

The Cancer Center suffered from two hallmarks of organizations that are plagued with coordination snafus. First, powerful people ignore, dismiss, denigrate, and even undermine people and groups they need to mesh their work with. Oncologists saw themselves as being at the top of the pecking order at the center and the work of other specialists as secondary, trivial, or downright useless. They dismissed side effects, including fatigue, diarrhea, and cramps, caused by chemotherapy that they prescribed as “normal” and left it to patients to find specialists to treat such problems. Second, powerful people devote little attention to solutions for coordination problems. Executives, consultants, and physicians who launched the center gave lip service to collaboration across silos. Yet they focused on building strong teams and departments in areas such as brain tumors, breast cancer, and skin cancer—and ignored how to help the units work together.

As Chip and Nancy put it, for people afflicted with component focus, “wholes are not the ‘sum of their parts,’ they are a function of one part.” The deeper a person’s expertise, the worse this narrow focus gets. Chip and Nancy show how “the curse of knowledge” accentuates the coordination troubles caused by component focus: Experts wrongly assume that—because a subject comes so easily to them after learning about it for years—what they know is obvious and can quickly be grasped by others. Experts unwittingly create coordination snafus by failing to pass along essential information to people in other positions and fields because they assume it is self-evident.

After all, when one asks if a person is being rational, we aren’t asking very much: really, just whether they are capable of making basic logical connections. The matter rarely comes up unless one suspects someone might actually be crazy or perhaps so blinded by passion that their arguments make no sense. Consider, in contrast, what’s entailed when one asks if someone is being "reasonable." The standard here is much higher. Reasonableness implies a much more sophisticated ability to achieve a balance between different perspectives, values, and imperatives, non of which, usually, could possibly be reduced to mathematical formulae. It means coming up with a compromise between positions that are, according to formal logic, incommensurable, just as there’s no formal way, when deciding what to cook for dinner, to measure the contrasting advantages of ease of preparation, healthiness, and taste. But of course we make such decisions all the time. Most of life--particularly life with others--consists of making reasonable compromises that could never be reduced to mathematical models. Another way to put this is that political theorists tend to assume actors who are operating on the intellectual level of an eight-year-old. Developmental psychologists have observed that children begin to make logical arguments not to solve problems, but when coming up with reasons for what they already wan to think. Anyone who deals with small children on a regular basis will immediately recognize that this is true. The ability to compare and coordinate contrasting perspectives on the other hand comes later and is the very essence of mature intelligence. It’s also precisely what those used to the power of command rarely have to do. (p. 200-201)

The vast, complex planetary crisis requires coordinated, collective effort on an international scale. That may be theoretically possible, but it sure is daunting. Far easier to master our self, the Brand Called You—to polish it, burnish it, get the angle and affect just right, wage war against all competitors and interlopers, project the worst onto them. Because unlike so much else upon which we might like to have some sort of impact, the canvas of the self is compact and near enough that it feels like we might actually pull off some measure of control. Even though, as I have discovered, this, too, is a grand illusion.

After receiving the customary answer that the government was performing superbly, I generally asked the person how they arrived at this conclusion.  They often cited the construction of schools and clinics, solar panels and paved roads as signs of progress.  Mind you, the majority of this infrastructure was paid for and coordinated by the United States and other NATO countries.  Most were built by U.S. and other Coalition Forces, not the Afghan government, and not the Afghan citizens.  The typical Afghan citizen did not realize this however.  Most were under the impression that their own government had planned, funded and overseen these projects.  None ever stopped to think about how their government had miraculously come up with the billions of dollars necessary to complete these developments. 

Parametric equations express the coordinates of the points of a curve as functions of a variable, called a parameter. They make it easy to draw curves because you can just plug parameters into equations to produce a curve.

It usually takes at least four weeks to write up a respectable paper submission, especially when there are six students involved in the project who need to coordinate their efforts.

In less than ten minutes in the earl’s company, she’d come to understand he was a very deceptive man. Not willfully dishonest, perhaps, but deceptive. He looked for all the world like an elegant aristocrat come to idle the summer heat away in the country. A touch of lace at his collar and throat, a little green stone winking through the folds of his neckcloth, a gleaming signet ring on his left hand, and even in waistcoat and shirtsleeves, he projected wealth, breeding, and indolence. His speech was expensively proper, the tone never wavering from a fine politesse that bespoke the best schools, the best connections, the best breeding. He wielded his words like little daggers though, pinning his opponent one dart at a time to the target of his choosing. His body deceived, as well, so nicely adorned in attire, tailor-made for him from his gleaming boots to his neckcloth, to everything so pleasantly coordinated between. And he was handsome, with sable hair tousled and left a little too long, deep green eyes, arresting height, and military bearing. His face might be considered too strong by some standards—he would never be called a pretty man—but it had a certain masculine appeal, the nose slightly hooked, the chin a trifle arrogant, and the eyebrows just a touch dramatic. No honest female would find him unattractive of face or form. Beneath the well-tailored clothes, great masses of muscle bunched and smoothed with his every move. The hands holding Emmie’s chair for her were lean, brown, and elegant, but also callused, and she’d no doubt they could snap her neck as easily as they cut up Winnie’s apple tart. He was clothed as a gentleman, spoke as a gentleman, and had the manner of a gentleman, but Emmie was not deceived. The Earl of Rosecroft was a barbarian. But

In less than ten minutes in the earl’s company, she’d come to understand he was a very deceptive man. Not willfully dishonest, perhaps, but deceptive. He looked for all the world like an elegant aristocrat come to idle the summer heat away in the country. A touch of lace at his collar and throat, a little green stone winking through the folds of his neckcloth, a gleaming signet ring on his left hand, and even in waistcoat and shirtsleeves, he projected wealth, breeding, and indolence. His speech was expensively proper, the tone never wavering from a fine politesse that bespoke the best schools, the best connections, the best breeding. He wielded his words like little daggers though, pinning his opponent one dart at a time to the target of his choosing. His body deceived, as well, so nicely adorned in attire, tailor-made for him from his gleaming boots to his neckcloth, to everything so pleasantly coordinated between. And he was handsome, with sable hair tousled and left a little too long, deep green eyes, arresting height, and military bearing. His face might be considered too strong by some standards—he would never be called a pretty man—but it had a certain masculine appeal, the nose slightly hooked, the chin a trifle arrogant, and the eyebrows just a touch dramatic. No honest female would find him unattractive of face or form. Beneath the well-tailored clothes, great masses of muscle bunched and smoothed with his every move. The hands holding Emmie’s chair for her were lean, brown, and elegant, but also callused, and she’d no doubt they could snap her neck as easily as they cut up Winnie’s apple tart. He was clothed as a gentleman, spoke as a gentleman, and had the manner of a gentleman, but Emmie was not deceived. The Earl of Rosecroft was a barbarian. But then, there was the most puzzling deception of all: He was a barbarian, but barbarians did not notice when small children grew tired, they did not think to cut up a little girl’s tart for her, they did not coax and charm and guide when they could pillage, plunder, and destroy. So he was an intelligent, shrewd barbarian. Emmie

The attack on 9/11 was a localized event, affecting only a relatively small number of Americans. As indicated earlier, the general threat of terrorism, even factoring in the large death toll on that tragic day, produces a statistically insignificant threat to the average person’s life. People across the country, however, were gripped with fear. And because we are an object-oriented people, most felt the need to project that fear onto something. Some people stopped flying in airplanes, worried about a repeat attack—and for years afterward, air travel always dipped on the anniversary of 9/11.4 Of course, this was and is an irrational fear; it is safer to travel by plane than by car. According to the National Safety Council, in 2010 there were over 22,000 passenger deaths involving automobiles, while no one died in scheduled airline travel that year.5 Nevertheless, Congress responded by rushing through the USA PATRIOT Act six weeks after 9/11—a 240-plus page bill that was previously written, not available to the public prior to the vote, and barely available to the elected officials in Congress, none of whom read it through before casting their votes.6 Two weeks previous to the bill’s passage, President Bush had announced the establishment of the Office of Homeland Security to “develop and coordinate the implementation of a comprehensive national strategy to secure the United States from terrorist threats or attacks.” He explained that “[t]he Office will coordinate the executive branch’s efforts to detect, prepare for, prevent, protect against, respond to, and recover from terrorist attacks within the United States.”7 The office’s efforts culminated in the creation of the Department of Homeland Security (DHS) one year later as a result of the Homeland Security Act of 2002. This law consolidated executive branch organizations related to “homeland security” into a single Cabinet department; twenty-two total agencies became part of this new apparatus. The government, responding to the outcry from a fearful citizenry, was eager to “do something.” All of this (and much, much more), affecting all Americans, because of a localized event materially affecting only a few. But while the event directly impacted only a small percentage of the population, its impact was felt throughout the entire country.

Issues related to the coordination of joint projects between broadcasters and telecommunications operators, mediation of disputes between the latter or between the latter and users

Andy Dietz, who is on the staff of a church in the panhandle of Texas, has been coordinating mission trips overseas for many years. On one particular trip with his young people, the project had been finished, and the kids had left for home, but Andy stayed over to visit with missionary friends in the area. He was coming back through a European city on his way home. Having an overnight transit, he went downtown for dinner, found himself in the wrong part of town, and was mugged and kidnapped. After taking all his money, and all he could get from the ATM machine, his captors had him wire his family to ask for $5,000 to secure his release. His family notified us, and we activated a prayer network and contacted our personnel in the city who were not even aware he was there. They notified the police, but before anything could be done, Andy was able to elude his captors and get away while they were eating and drinking. I called him after he got home to talk through the experience and seek to minister to him. I asked him, after such a traumatic experience, if he thought he would go on any more mission trips. He said, “Oh yes. It's the most gratifying thing I do to take these kids overseas.” He continued, “I was negligent and learned that I have got to be more vigilant about where I go.” He described what it was like to be beaten, tied up, put in the trunk of a car, and his life threatened. He said, “They didn't know me. Nobody knew where I was. I meant nothing to them. My life was worthless. I realized they wouldn't think twice about getting rid of me, and no one would know.” He continued, “You can imagine how desperate I was to get away. And all I could think of was God saying, 'Andy, this is how desperate you should be to know Me.'” I held the phone in disbelief. I can only imagine the extent of desperation to escape a situation where your life is threatened. Can you imagine being so desperate to know God in all of His fullness, to have a heart that is so passionate for Him and His holiness? I think that's the only thing that will be a fail-safe deterrent to immoral behavior. We are always vulnerable; Satan will see to that, but in Christ we have been given the capacity to walk in holiness and victory.

There is another kind of skill not normally associated with software development which I think is as important as design cleverness to bazaar projects — and it may be more important. A bazaar project coordinator or leader must have good people and communications skills. This should be obvious. In order to build a development community, you need to attract people, interest them in what you’re doing, and keep them happy about the amount of work they’re doing. Technical sizzle will go a long way towards accomplishing this, but it’s far from the whole story. The personality you project matters, too. It is not a coincidence that Linus is a nice guy who makes people like him and want to help him. It’s not a coincidence that I’m an energetic extrovert who enjoys working a crowd and has some of the delivery and instincts of a stand-up comic. To make the bazaar model work, it helps enormously if you have at least a little skill at charming people.

The Linux world behaves in many respects like a free market or an ecology, a collection of selfish agents attempting to maximize utility which in the process produces a self-correcting spontaneous order more elaborate and efficient than any amount of central planning could have achieved. Here, then, is the place to seek the “principle of understanding”. The “utility function” Linux hackers are maximizing is not classically economic, but is the intangible of their own ego satisfaction and reputation among other hackers. (One may call their motivation “altruistic”, but this ignores the fact that altruism is itself a form of ego satisfaction for the altruist). Voluntary cultures that work this way are not actually uncommon; one other in which I have long participated is science fiction fandom, which unlike hackerdom has long explicitly recognized “egoboo” (ego-boosting, or the enhancement of one’s reputation among other fans) as the basic drive behind volunteer activity. Linus, by successfully positioning himself as the gatekeeper of a project in which the development is mostly done by others, and nurturing interest in the project until it became self-sustaining, has shown an acute grasp of Kropotkin’s “principle of shared understanding”. This quasi-economic view of the Linux world enables us to see how that understanding is applied. We may view Linus’s method as a way to create an efficient market in “egoboo” — to connect the selfishness of individual hackers as firmly as possible to difficult ends that can only be achieved by sustained cooperation. With the fetchmail project I have shown (albeit on a smaller scale) that his methods can be duplicated with good results. Perhaps I have even done it a bit more consciously and systematically than he. Many people (especially those who politically distrust free markets) would expect a culture of self-directed egoists to be fragmented, territorial, wasteful, secretive, and hostile. But this expectation is clearly falsified by (to give just one example) the stunning variety, quality, and depth of Linux documentation. It is a hallowed given that programmers hate documenting; how is it, then, that Linux hackers generate so much documentation? Evidently Linux’s free market in egoboo works better to produce virtuous, other-directed behavior than the massively-funded documentation shops of commercial software producers. Both the fetchmail and Linux kernel projects show that by properly rewarding the egos of many other hackers, a strong developer/coordinator can use the Internet to capture the benefits of having lots of co-developers without having a project collapse into a chaotic mess. So to Brooks’s Law I counter-propose the following: Provided the development coordinator has a communications medium at least as good as the Internet, and knows how to lead without coercion, many heads are inevitably better than one.

Chevron, for example, has a decision-analysis group whose members facilitate decision-framing workshops; coordinate data gathering for analysis; build and refine economic and analytical models; help project managers and decision makers interpret analyses; point out when additional information and analysis would improve a decision; conduct an assessment of decision quality; and coach decision makers.

Coordination troubles, like other kinds of destructive friction, are often orphan problems that everyone knows about, but no one feels accountable for fixing.

Good stories trigger effort, cooperation, and coordination in modern corporations, too.

In the army—old-fashioned style—every foot-soldier was considered interchangeable with every other. The hierarchical organization, then, was conceived as the structure that could give the fastest and most direct coordination between these interchangeable parts. But a programming project is not a battle, regardless of appearances. There is no need for quite the speed of communication which is necessary under field conditions, nor are the things to be communicated so simple that they can be barked over a two-way radio with shells bursting in the background. What is needed in a programming project is slow, careful communication among teams of people doing very different, highly specialized tasks.

don’t know if he did. I suppose he must have had an inkling since it’s his fault I am where I am.” She rubbed her lips together. “I met Liam while he was volunteering to build houses in Mexico. I was the project coordinator. Then we traveled around, volunteering, working, and, yeah, partying. We ended up in Costa Rica for a while, and I loved it there. Have you been?” “I haven’t. Unfortunately, my travel has been confined to work lately.

Addressing racism as a problem of intolerance misfires. It is not about the coexistence of different racial identities. Racism is a constitutive problem of the system. This is why an antiracist movement must be anticapitalist, if the goal of the struggle is not to exact minimal concession from the system in term of recognition and reward, but actually to change the coordinates of one’s social existence. And conversely, an anticapitalist movement that brackets race/racism from an analysis will fail in its project, precisely by failing to mobilize the indignant rage of racialized bodies against the racist system. To paraphrase Walter Benjamin, every sanctioned identity politics is a sign of a failed revolution.

When I look at this day I see a stupid mayor who passed up federal reinforcements for cheap political points, a stupid president who told a crowd the election was “stolen” then directed them to walk across the city with no recognizable supervision, a stupid crowd who believed getting inside the building would give them magic powers but hadn’t planned beyond that point, and stupid police who, despite some individual bravery, utterly failed to present a coordinated response to the obvious and predictable threats they faced. Stupid at every level. A Perfect Storm of Intersectional Stupidity.

Art Ocain is a business leader, investor, writer, and DevOps advocate from Pennsylvania, the United States who specializes in the field of programming and cybersecurity. He focuses on using the theory of constraints and applying constraint management to all areas of business including sales, finance, planning, billing, and all areas of operations. Ocain has a Mathematics degree from the University of Maryland and a Business degree from the University of the People. And he is also certified by many renowned organizations like CISM from ISACA, CCNA from Cisco, MCSE from Microsoft, Security Administrator from Azure, Six Sigma, Scrum, and many more. Ocain is responsible for leading many teams toward revolutionary change through his DevOps principles, no matter the type of company or team. So far, he has worked in a lot of companies as a project manager, a President, a COO, a CTO, and an incident response coordinator. Along with this, Ocain is a blog writer and public speaker. He loves to write and share his knowledge and has given presentations at SBDC (Small Business Development Center) and Central PA Chamber of Commerce. Ocain shares his thoughts and information about his upcoming events on sites like MePush, LinkedIn, Slideshare, Quora, and Microsoft Tech Community. Throughout his career, Ocain has been a coach and a mentor to many people and has helped develop companies and build brands.

After comparing desired with available resources, it became crystal clear that the company was pursuing many more projects than it had people to staff. In particular, by trying to engage in many highly demanding platform launches at the same time, the company was unlikely to do justice to its portfolio of options. Nor was it likely to manage the enhancement launches (as opposed to platform launches) that current customers were demanding, because many of these were still on the drawing board and were competing for the same scarce design and engineering talent as the major platform launches. In short, the company was taking on too much. The results of this overcommitment meant that project deadlines perpetually slipped, promises to key customers were often broken, and people were beginning to feel burned out. This situation is not uncommon. The processes through which companies take on projects usually lead them to discover that they haven’t got the resources to do justice to everything on their plates. In particular, when managers have not clearly thought through which resources for projects will be needed to support their needs to either build new platforms or learn through options, the different types of projects compete with each other, creating confusion. This lack of coordination is also typical of companies that haven’t matched their strategy to available resources. A far wiser approach is to pursue a few well-run projects than to chase down a grab-bag of forever-behind-schedule and over-budget initiatives.

Studies have shown that multitasking degrades the performance of completing even simple tasks, such as sorting geometric shapes.3 The serious impact of this phenomenon was shown by Harvard researchers Dr. Steven Wheelwright and Dr. Kim Clark. They wrote about the problem of spreading engineers’ attention over too many projects simultaneously. As the number of projects went up, the time spent on productive tasks (e.g., problem-solving, interpreting data) went down by more than half, from 70% or more of their time to about 30%. The increased nonproductive activities included status meetings (communicating and coordinating across teams), switching costs (time required to reestablish context from one project to another), and so forth.

360 software system that runs on those computers. Brooks observed that, when projects are running late, leaders often add more people to speed things up—but the burdens of onboarding newcomers and coordinating more people make late projects run even later.

Almost all governments supported the single currency project, on political grounds even more than economic ones. The most powerful commitment came from France, where a tradition of support for exchange-rate stability was bolstered by the desire to share in the control of a European central bank and thus recover some of the monetary autonomy that had in practice been lost to the Bundesbank. Other member states, apart from Denmark and the UK—both of which secured opt-outs from any commitment to join a single currency—accepted such arguments, especially in the context of a newly unified Germany. For Germany, however, while the political motive for accepting the single currency as a French condition of unification was decisive, there were still reservations about replacing the Deutschmark, with its well-earned strength and stability, by an unproven currency. However, the possibility of building a similar system across the EU was clearly an important motivating factor for an export-driven economy like Germany’s; if other states would accept the logic of macroeconomic coordination alongside the currency itself, then this would ultimately serve Germany’s interests.

How can you run Analytics “as one”? If you leave Analytics to IT, you will end up with a first-class race car without a driver: All the technology would be there, but hardly anybody could apply it to real-world questions. Where Analytics is left to Business, however, you’d probably see various functional silos develop, especially in larger organizations. I have never seen a self-organized, cross-functional Analytics approach take shape successfully in such an organization. Instead, you can expect each Analytics silo to develop independently. They will have experts familiar with their business area, which allows for the right questions to be asked. On the other hand, the technical solutions will probably be second class as the functional Analytics department will mostly lack the critical mass to mimic an organization’s entire IT intelligence. Furthermore, a lot of business topics will be addressed several times in parallel, as those Analytics silos may not talk to each other. You see this frequently in organizations that are too big for one central management team. They subdivide management either into functional groups or geographical groups. Federation is generally seen as an organizational necessity. It is well known that it does not make sense to regularly gather dozens of managers around the same table: You’d quickly see a small group discussing topics that are specific to a business function or a country organization, while the rest would get bored. A federated approach in Analytics, however, comes with risks. The list of disadvantages reaches from duplicate work to inconsistent interpretation of data. You can avoid these disadvantages by designing a central Data Analytics entity as part of your Data Office at an early stage, to create a common basis across all of these areas. As you can imagine, such a design requires authority, as it would ask functional silos to give up part of their autonomy. That is why it is worthwhile creating a story around this for your organization’s Management Board. You’d describe the current setup, the behavior it fosters, and the consequences including their financial impact. Then you’d present a governance structure that would address the situation and make the organization “future-proof.” Typical aspects of such a proposal would be The role of IT as the entity with a monopoly for technology and with the obligation to consider the Analytics teams of the business functions as their customers The necessity for common data standards across all of those silos, including their responsibility within the Data Office Central coordination of data knowledge management, including training, sharing of experience, joint cross-silo expert groups, and projects Organization-wide, business-driven priorities in Data Analytics Collaboration bodies to bring all silos together on all management levels

Fame is like a sequin-covered suit of armor that provides a holographic cover for actual me; most people, whether their opinion is positive or negative, are content to deal with the avatar, leaving me as tender as crabmeat within. Really, it’s an amplification of what happens if you’re not famous. I don’t imagine that we are often interacting on the pure frequency of essential nature; we usually have a preexisting set of conditions and coordinates that we project on to people we meet or circumstances we encounter. This is not just a psychological notion. Robert Lanza, in his concept-smashing book Biocentrism explains that our perception of all physical external phenomena is in fact an internal reconstruction, elaborating on the results of experiments in quantum physics, that particles behave differently when under observation—itself a universe-shattering piece of information—so that, and forgive my inelegant comprehension of the quantum world, electrons fired out of a tiny little cannon, when unobserved, make a pattern that reveals they have behaved as “a wave,” but when observed, the kinky little bastards behave as “particles.” That’s a bit fucking mad if you ask me. That’s like finding out that when you go out your dog stands up on its hind legs, lights a fag, and starts making phone calls. Or turns into a cloud. Lanza describes how our conception of a candle as a yellow flame burning on a wick is a kind of mentally constructed illusion. He says an unobserved candle would have no intrinsic “brightness” or “yellowness,” that these qualities require an interaction with consciousness. The bastard. A flame, he explains, is a hot gas. Like any light source, it emits photons, which are tiny packets of electromagnetic energy. Which means electrical and magnetic impulses. Lanza points out that we know from our simple, sexy everyday lives that electricity and magnetic energy have no visual properties. There is nothing inherently visual about a flame until the electromagnetic impulses—if measuring, between 400 and 700 nanometers in length from crest to crest—hit the cells in our retinas, at the back of the eye. This makes a complex matrix of neurons fire in our brains, and we subjectively perceive this as “yellow brightness” occurring in the external world. Other creatures would see gray. At most we can conclude, says Lanza, that there is a stream of electromagnetic energy that, if denied correlation with human consciousness, is impossible to conceptualize. So when Elton John said Marilyn Monroe lived her life “like a candle in the wind,” he was probably bloody right, and if he wasn’t we’ll never know. We apply reality from within. The world is our perception of the world. So what other people think of you, famous or not, is an independent construct taking place in their brain, and we shouldn’t worry too much about it.

Fame is like a sequin-covered suit of armor that provides a holographic cover for actual me; most people, whether their opinion is positive or negative, are content to deal with the avatar, leaving me as tender as crabmeat within. Really, it’s an amplification of what happens if you’re not famous. I don’t imagine that we are often interacting on the pure frequency of essential nature; we usually have a preexisting set of conditions and coordinates that we project on to people we meet or circumstances we encounter. This is not just a psychological notion. Robert Lanza, in his concept-smashing book Biocentrism explains that our perception of all physical external phenomena is in fact an internal reconstruction, elaborating on the results of experiments in quantum physics, that particles behave differently when under observation—itself a universe-shattering piece of information—so that, and forgive my inelegant comprehension of the quantum world, electrons fired out of a tiny little cannon, when unobserved, make a pattern that reveals they have behaved as “a wave,” but when observed, the kinky little bastards behave as “particles.” That’s a bit fucking mad if you ask me. That’s like finding out that when you go out your dog stands up on its hind legs, lights a fag, and starts making phone calls. Or turns into a cloud. Lanza describes how our conception of a candle as a yellow flame burning on a wick is a kind of mentally constructed illusion. He says an unobserved candle would have no intrinsic “brightness” or “yellowness,” that these qualities require an interaction with consciousness. The bastard. A flame, he explains, is a hot gas. Like any light source, it emits photons, which are tiny packets of electromagnetic energy. Which means electrical and magnetic impulses. Lanza points out that we know from our simple, sexy everyday lives that electricity and magnetic energy have no visual properties. There is nothing inherently visual about a flame until the electromagnetic impulses—if measuring, between 400 and 700 nanometers in length from crest to crest—hit the cells in our retinas, at the back of the eye. This makes a complex matrix of neurons fire in our brains, and we subjectively perceive this as “yellow brightness” occurring in the external world. Other creatures would see gray. At most we can conclude, says Lanza, that there is a stream of electromagnetic energy that, if denied correlation with human consciousness, is impossible to conceptualize.

IT POPS, A new discovery, by: Jonathan Roy Mckinney IT POPS is relative to space time in that it has two major components that follow the 3 laws of thermodynamics. The PIrandom creator injects an object with the relative XYZ coordinates in a model view projection that are derived by utilizing the correct Matrix math 11,10,10,10. Once Injected, the two way hash coin creator in time will create the entropy required to derive random shapes and reverse or abstract them into full objects for a complete wire frame like Michaelangelo could carve an Angel out of marble.

here is an early version of principles established by a client adopting LeSS Huge in a product group: 1. The perfection goal is to have a releasable product all the time. Release stabilization periods need to be reduced and eventually eliminated. 2. Co-located, self-managing, cross-functional, Scrum teams are the basic organizational building block. Responsibility and accountability are on team level. 3. The majority of the teams are organized as customer-centric feature teams. 4. Product management steers the development through the Product Owner role. Release commitments are not forced on teams. 5. The line organization is cross-functional. The functional-specialized line organizations are gradually integrated in the cross-functional line organization. 6. Special coordination roles (such as project managers) are avoided and teams are responsible for coordination. 7. The main responsibility of management is improvement—improve team’s learning, efficiency, and quality. The content of the work always comes from the Product Owner. 8. There is no branching in development. And product variation is not to be reflected in the version control system. 9. All tests are automated with the exception of (1) exploratory test, (2) usability test, and (3) tests that require physical movement. All people must learn test automation skills. 10. Adoption is gradual and evolutionary. These principles are considered in every decision.

Competitive pressures forced Goldman to reexamine and modify its strategy. For example, Goldman redesigned and restructured into industry groups. Industry knowledge was so valued that, for example, I worked on projects evaluating whether Goldman should buy a consulting firm with deep industry knowledge and CEO contacts, or a boutique investment bank focused on an industry-like technology. Goldman also put greater emphasis on expanding its powerful network of key decision makers (CEOs, chief investment officers, government officials, etc.) and on trying to ensure that the relationships and information were highly coordinated and selectively and tactically shared.

less than two months after Ke Jie resigned his last game to AlphaGo, the Chinese central government issued an ambitious plan to build artificial intelligence capabilities. It called for greater funding, policy support, and national coordination for AI development. It set clear benchmarks for progress by 2020 and 2025, and it projected that by 2030 China would become the center of global innovation in artificial intelligence, leading in theory, technology, and application. By 2017, Chinese venture-capital investors had already responded to that call, pouring record sums into artificial intelligence startups and making up 48 percent of all AI venture funding globally, surpassing the United States for the first time.

Locality in our organizations allows teams to make decisions without having to communicate and coordinate with people outside the team, potentially having to get approvals from distant authorities or committees so far removed from the work that they have no relevant basis to make good decisions,” he says, clearly disgusted.

When we first started working with this wolf, he was ninety-nine miles down a one-hundred-mile-long road to extinction. We now have him identified, and we feel we have him turned around the other way. It will be a long uphill push to save him; I don’t know if we can do it. If we do decide that it is feasible, we need you to help pull; we are sure going to push. Curtis J. Carley, first Red Wolf Recovery Project field coordinator, Fish and Wildlife Service, at a public outreach presentation (1977)

I felt super-frustrated. We’d hired all these talented people and were spending tons of money, but we weren’t going any faster. Things came to a head over a top-priority marketing OKR for personalized emails with targeted content. The objective was well constructed: We wanted to drive a certain minimum number of monthly active users to our blog. One important key result was to increase our click-through rate from emails. The catch was that no one in marketing had thought to inform engineering, which had already set its own priorities that quarter. Without buy-in from the engineers, the OKR was doomed before it started. Even worse, Albert and I didn’t find out it was doomed until our quarterly postmortem. (The project got done a quarter late.) That was our wake-up call, when we saw the need for more alignment between teams. Our OKRs were well crafted, but implementation fell short. When departments counted on one another for crucial support, we failed to make the dependency explicit. Coordination was hit-and-miss, with deadlines blown on a regular basis. We had no shortage of objectives, but our teams kept wandering away from one another. The following year, we tried to fix the problem with periodic integration meetings for the executive team. Each quarter our department heads presented their goals and identified dependencies. No one left the room until we’d answered some basic questions: Are we meeting everyone’s needs for buy-in? Is a team overstretched? If so, how can we make their objectives more realistic?

Saudi Arabia established a robust alliance with the United Arab Emirates (UAE). These two neighbors created a very powerful bloc, producing between them nearly half the Arab world’s GDP and 40 percent of OPEC’s oil. Their crown princes, Mohammed bin Salman and Mohammed bin Zayed, were close personally and professionally. Although their interests were not completely aligned, from 2015 onward the two neighbors fought together against the Iranian-supported Houthis in Yemen. In June 2018, their de-facto alliance was given a formal structure through a new Saudi–Emirati Coordination Council. Led by the two crown princes, the new body issued a “Strategy for Resolve” listing forty-four joint economic and military projects that the two nations planned to carry out over the following five years.

Art's relation to form, to the image, to the monistic fantasy that provoked its defense of its own dividedness is today, as Klein predicted, intermittent and embarrassed. There are modes of art now that resemble activism or protest, pure and simple; modes of art characterized by a refusal to structure themselves around subject-object relations. The visual itself, the image, is questioned as the normative framework of art. Art is often not a product, not a precious trace, not a singularity, but rahter a dynamic, multipular interaction that creates temporary publics who are public to one another. Art does not have to add anything to the world. for technology and entrepreneurship already do that. Art is an irreality opened up inside the world. Art is the refusal of complicity in any form of domination. You are not trapped by the collectivity, but you are not entirely free either, for freedom, even the anarchic mode of the artwork, is suspected to be a mode of evasion of responsibility. Art is a quasi-event: it is not there all the time (like a book), but it is also not there only at an assigned time (like a theatrical play). This has become a comparative advantage of art over the other arts, which have more trouble intervening in reality. Much art today is coordinated with long-term eschatological or emancipatory projects, with projects as such. Art aims at such positive goals as synchrony, participation, inclusion, and sympathy, concepts hard to reconcile with the once-prized, exclusive qualities of art.

The CIA and the FBI and the NSA threw everything they had at their command into fighting the real and perceived threats of terrorism. But as they wielded those powers with a single-minded focus, they became half-blind to what was happening in the rest of the world. American intelligence became an instrument of the war on terror, so much so that the nation’s capacity to conduct espionage, analyze information, and coordinate political warfare to confront the Kremlin and project its power in the wider world was compromised.

For higher-class parents, children are 'projects'. They have tightly scheduled lives & coordinated activities; high-income parents spend significant time & energy thinking about how to fulfill their kids' 'potentials.' For the working class & poor, Lareau argues, parenting is more about 'the accomplishment of natural growth'. Top priorities in these families are safety & health. [...] This is partly because lower-income parents experience hardships in their adult lives & want to shield their children from having to deal with tight schedules & overwork in their childhoods. In any case, financial constraints prevent them from approaching parenting as projects.

Times of rapid change and increasing complexity require a shift from optimization towards innovation. Forcing workers to blindly execute the upfront plans and sequential processes of the “waterfall model” turns out not to be the one best way. But we do it anyway. Taylor’s obsession with time, order, and efficiency has been absorbed into the fabric of our culture. We share his faith in reductionism. We divide projects into phases into tasks. We separate people into teams into roles. We split work into steps and silos. Then things fall through the cracks. Figure 1-6. The Waterfall Model. It’s not that waterfall is wrong. In many contexts, it’s a useful model. The problem is that, all too often, we apply it without realizing it’s not the only way. Again, it helps to know history. In the 1950s, Toyota figured out how to avoid the pitfalls of Taylorism by embracing what’s now called Lean. In design, all relevant specialists were involved at the outset, so conflicts about resources and priorities were resolved early on. And in production, managers learned that by making small batches and giving every worker the ability to stop the line, they could identify, fix, and prevent errors more quickly and effectively. [40] Rather than serving as cogs in the machine, workers were expected to solve problems by using “the five why’s” to systematically trace every error to its root cause. Similarly, suppliers were expected to coordinate the flow of parts and information within the just-in-time supply system of kanban.

If there are n workers on a project, there are (n2–n)/2 interfaces across which there may be communication, and there are potentially almost 2n teams within which coordination must occur. The purpose of organization is to reduce the amount of communication and coordination necessary; hence organization is a radical attack on the communication problems treated above. The means by which communication is obviated are division of labor and specialization of function. The tree-like structure of organizations reflects the diminishing need for detailed communication when division and specialization of labor are applied.

Chain code Labs to be able to Host an additional Run regarding Its Month-Long Bitcoin Html coding Class Chain code Labs, the newest York-based improvement company and also a major factor to Bitcoin Core, will be organizing an extra edition involving its Bitcoin residency put in the first weeks of 2018. The program expects to help designers overcome the particular steep understanding curve connected with becoming a protocol-level contributor for you to projects just like Bitcoin Key. In doing, therefore , Chaincode Amenities hopes to aid expand Bitcoin’s development neighborhood. “Last 12 months was the 1st run, ” Chaincode System developer David Newbery advised Bitcoin Journal. “We have today taken the favorable stuff from this and attempted to make it a lot more focused along with useful for occupants this year. ” The Residency Program Chain code Labs, inside collaboration together with Matt Corallo - who also worked from Blockstream this past year but became a member of Chaincode Facility since: organized typically the residency plan for the first time throughout September in addition to October connected with 2016. Another edition begins on The month of January 29, 2018, and will previous until Feb. 23. Newbery himself has been one of the guests of this initial residency software. He was afterward hired simply by Chaincode Amenities and has given that been the most prolific contributing factors to the Bitcoin Core job. Now, he or she is coordinating the next of a couple of legs in the new course. “Chaincode System exists to boost Bitcoin, ” said Newbery. “We do that by simply contributing to Bitcoin Core, yet each of people has a lot with the freedom to accomplish what we consider is important. As well as the main function of this residency program is always to try to improve the designer community. ” Specifically, classes will cover standard protocol design, adversarial thinking, risk models plus security things to consider, as well as deal with some of Bitcoin’s biggest problems, like climbing, fungibility and also privacy. Guests will mostly discover by doing and might even commence contributing to often the Bitcoin-Central project through the residency. Through the program will have them assisted from the entire Chaincode Labs crew - Alex Morcos, Suhas Daftuar, Shiny Corallo, Ruben Newbery along with Russ Yanofsky. There are often guest loudspeakers.

Vertical control, in contrast, manages thinking, development, and coordination of individual topics and projects.

If indeed we had that chance, we fumbled it. We never lived up to any of our lofty goals. Chief among our missteps was failing to conceive of our software as a single product instead of as a set of separate projects. We never figured out how to integrate the pieces. Nothing worked smoothly. Our software update feature was riddled with bugs that often broke programs while trying to update them. Our code to connect Nautilus to our cloud services didn’t work at all. The Nautilus team had persistent problems coordinating with GNOME—the loose structure and lack of profit motive of the free software community meant that they did not share our money-making goals or care to coordinate with us so we could meet our delivery schedules. All these setbacks caused delay after delay.

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This tension between interdependencies and adaptability is a deep feature of networks and profoundly affects many types of systems. Software designers see it when a program becomes so complex that any enhancement or bug fix introduces five new bugs. Architects see it when a client asks them to move a wall just one foot, and it has knock-on effects that send the project's cost sky-high. Some biologists, such as Stuart Kauffman, believe that this tension creates upper limits on the complexity of organisms. In economic organizations, there is a clear trade-off between the benefits of scale and the coordination costs and constraints created by complexity.

When we first started working with this wolf, he was ninety-nine miles down a one-hundred-mile-long road to extinction. We now have him identified, and we feel we have him turned around the other way. It will be a long uphill push to save him; I don't know if we can do it. If we do decide that it is feasible, we need you to help pull; we are sure going to push." Curtis J. Carley, first Red Wolf Recovery Project field coordinator, Fish and Wildlife Service, at a public outreach presentation (1977)

While cortex grabs the lion’s share of headlines, other structures may also play an important role in the expression of consciousness. Francis Crick was fascinated, literally to his dying day, with a mysterious thin layer of neurons underneath the cortex called the claustrum. Claustrum neurons project to every region of cortex and also receive input from every cortical region. Crick and I speculated that the claustrum acts as the conductor of the cortical symphony, coordinating responses across the cortical sheet in a way that is essential to any conscious experience. Laborious but stunning reconstructions of the axonal wiring of individual nerve cells (which I call “crown of thorns” neurons) from the claustrum of the mouse confirm that these cells project massively throughout much of the cortical mantle.25

Simplicity is important because it enables locality. Locality in our code is what keeps systems loosely coupled, enabling us to deliver features faster. Teams can quickly and independently develop, test, and deploy value to customers. Locality in our organizations allows teams to make decisions without having to communicate and coordinate with people outside the team, potentially having to get approvals from distant authorities or committees so far removed from the work that they have no relevant basis to make good decisions,” he says, clearly disgusted.

Before the internet there was simply no way to coordinate a million people in real time or to get a hundred thousand workers collaborating on one project for a week. Now we can, so we are quickly exploring all the ways in which we can combine control and the crowd in innumerable permutations.

The Lockheed Martins, McDonnell Douglases, and Dassaults of the word invented their own 3D-modeling software to support a way of working focused on concurrency and collaboration. Instead of working sequentially with the driving objective being to win a bid, they’re working on all elements together, collaboratively, in a unified and coordinated manner.

Popular accounts portray Europe as either an economic phoenix or a basket case. The phoenix view observes that output per hour worked has risen from barely 50 percent of U.S. levels after World War II and two-thirds of those levels in 1970 to nearly 95 percent today and that labor productivity so measured is actually running above U.S. levels in a substantial number of Western European countries. Since the turn of the twenty-first century, the euro zone has created more new jobs than either the United States or the United Kingdom. Its exports have grown faster than those of the United States. It provides more of its citizens with health insurance, efficient public transportation, and protection from violent crime. The basket-case view observes that the growth of aggregate output and output per hour have slowed relative to the United States since the mid-1990s. Between 1999, when EMU began, and 2005, euro-zone growth averaged just 1.8 percent, less than two-thirds the 3.1 percent recorded by the United States. Productivity growth has trended downward since the early 1990s, owing to labor-, product-, and capital-market rigidities, inadequate R&D spending, and high tax rates - in contrast to the United States, where productivity growth has been rising. The growth of the working-age population has fallen to zero and is projected to turn significantly negative in coming years. High old-age dependency ratios imply large increases in the share of national income devoted to health care, lower savings rates, potentially heavier fiscal burdens, and an aversion to risk taking. All these are reasons to worry about Europe's competitiveness and economic performance. One way of reconciling these views is to distinguish the distant from the recent past and the past from the future. Comparing the European economy at the midpoint and the end of the twentieth century, there is no disputing the phoenix view. Economic performance over this half century was a shining success both absolutely and relative to the United States. More recently, however, Europe has tended to lag. Although this does nothing to put the past in a less positive light, it creates doubts about the future. One way of understanding these changing fortunes is in terms of the transition from extensive to intensive growth. Europe could grow quickly for a quarter century after World War II and continue doing well relative to the United States for some additional years because the institutions it inherited and developed after World War II were well suited for importing technology, maintaining high levels of investment, and transferring large amounts of labor from agriculture to industry. Eventually, however, the scope for further growth on this basis was exhausted. Once the challenge was to develop new technologies, and once growth came to depend more on entrepreneurial initiative than on brute-force capital accumulation, the low rates of R&D spending, high taxes, conservative finance, and emphasis on vocational education delivered by those same institutions became more of a handicap than a spur to growth. Consistent with this view is the fact that Europe's economic difficulties seem to have coincided with the ICT revolution and the opportunities it affords to economies with a comparative advantage in pioneering innovation, as well as with globalization and growing competition from developing countries such as China that are moving into the production of the quality manufacturing goods that have been a traditional European stronghold. The question is what to do about it. Is it necessary for Europe to remake its institutions along American lines? Or is there still a future for the European model?

The Menorah’s structure holds hidden coordinates that align with historical sacred sites, pointing to divine patterns in geography.

Thomas D. Mox developed his leadership skills at FedEx by managing complex logistics networks and ensuring faultless delivery solutions. His role at Asplundh Tree Company offered valuable insights into operational coordination and project management in a specialized industry. At Illuminate USA, Thomas D. Mox has further solidified his influence in the logistics and supply chain industry by using his decades of experience to advance strategic objectives, boost productivity, and foster innovation.