Project Implementation Quotes

But identifying, testing for, and treating mentally challenged kids is something we can all agree is vital. The allocation of money for the project is the only conceivable issue that prevents the immediate implementation of a comprehensive program. I suggest we make mental health a priority in Lansing.

At first I hoped that such a technically unsound project would collapse but I soon realized it was doomed to success. Almost anything in software can be implemented, sold, and even used given enough determination. There is nothing a mere scientist can say that will stand against the flood of a hundred million dollars. But there is one quality that cannot be purchased in this way - and that is reliability. The price of reliability is the pursuit of the utmost simplicity. It is a price which the very rich find most hard to pay.

Strong executive commitment is a success factor for implementing Scrum, and management can best demonstrate their support of the transformation through their actions.

For work: I bought some pens. Normally, I used makeshift pens, the kind of unsatisfactory implements that somehow materialized in my bag or in a drawer. But one day, when I was standing in line to buy envelopes, I caught sight of a box of my favorite kind of pen: the Deluxe Uniball Micro. “Two ninety-nine for one pen!” I thought. “That’s ridiculous.” But after a fairly lengthy internal debate, I bought four. It’s such a joy to write with a good pen instead of making do with an underinked pharmaceutical promotional pen picked up from a doctor’s office. My new pens weren’t cheap, but when I think of all the time I spend using pens and how much I appreciate a good pen, I realize it was money well spent. Finely made tools help make work a pleasure.

In an abstract sense, an application is successful if it correctly implements its specifications. Unfortunately, this pays only abstract bills. In reality, the success of a project is measured by how well it meets the expectations of its users.

In short, the explosion in sub-prime lending was a thoroughly top–down, political project, mandated by Congress, implemented by government-sponsored enterprises, enforced by the law, encouraged by the president and monitored by pressure groups.

the only way to determine the timetable for a project is by gaining experience on that same project. This needn't be a paradox if you practice incremental development, repeating the following steps. Check requirements Analyze risk Design, implement, integrate Validate with the users

Also, the technologically high-risk Apollo aerospace programme is considered a classic success story of megaproject planning and implementation. The cost overrun on this US$21 billion project was only 5 per cent. Few know, however, that the original budget estimate included US$8 billion of contingencies.18 By allowing for risk with foresight, the programme avoided ending up in the type of large cost overrun that destabilises many major projects during implementation. The Apollo approach, with its realistic view of risks, costs and contingencies, should be adopted in more major projects.

Ensure that value is created for all stakeholders – customers, employees, partners, society, and investors – simultaneously

Every day spent producing reports is a day less spent on analysis and projects.” There

In the Gjensidige project, then, one of the key challenges was to develop a service proposition that eliminated price as the key deciding factor.

other UK infrastructure projects began implementing outside-view approaches, essentially forcing managers to make analogies to many outside projects of the past.

The lesson we have learned in life is that it does not matter the size of the dream or idea, find small entry points that can be implemented daily, weekly, and monthly by small tasks that are integral of the entire project.

Like the project manager, a coach needs the ability to implement plays that are appropriate to the fluidity of the situation, and to change those plays at a moment’s notice. This is what will help him and his team win the game.

The approach taken in the Gjensidige project is an example of classic service design—insights research, workshops, service blueprinting, service proposition development, concept sketches and presentations, experience prototyping, testing, and delivery.

Agile coach: The individual is an agile expert who provides guidance for new agile implementations as well as existing agile teams. The agile coach is experienced in employing agile techniques in different environments and has successfully run diverse agile projects. The individual builds and maintains relationships with everyone involved, coaches individuals, trains groups, and facilitates interactive workshops. The agile coach is typically from outside the organization, and the role may be temporary or permanent.

Our critics were correct — it would have been impossible for us to implement Build, Build, Build alone. We knew it from the start. If not for the help of the 6.5 million Filipinos who willingly took part of the shared vision of creating a more comfortable life for all, big ticket projects would remain in the pipeline.

Over the past twenty years, Maher watched that pattern play out again and again as major clothing brands made demands on suppliers in Bangladesh to lower their prices while also completing orders faster and constantly improving their workplace and environmental standards. Fakir Fashion has implemented certified projects to treat its wastewater, harvest rainwater, use more solar power, provide meals and child care for workers, hire workers with disabilities, build schools in the local area and more. They have been unable to pass on any of the expenses of these improvements to apparel brands or consumers, who continue to want more for less.

The religious scholar and Muslim Brotherhood ideologist Sayyid Qutb articulated perhaps the most learned and influential version of this view. In 1964, while imprisoned on charges of participating in a plot to assassinate Egyptian President Nasser, Qutb wrote Milestones, a declaration of war against the existing world order that became a foundational text of modern Islamism. In Qutb’s view, Islam was a universal system offering the only true form of freedom: freedom from governance by other men, man-made doctrines, or “low associations based on race and color, language and country, regional and national interests” (that is, all other modern forms of governance and loyalty and some of the building blocks of Westphalian order). Islam’s modern mission, in Qutb’s view, was to overthrow them all and replace them with what he took to be a literal, eventually global implementation of the Quran. The culmination of this process would be “the achievement of the freedom of man on earth—of all mankind throughout the earth.” This would complete the process begun by the initial wave of Islamic expansion in the seventh and eighth centuries, “which is then to be carried throughout the earth to the whole of mankind, as the object of this religion is all humanity and its sphere of action is the whole earth.” Like all utopian projects, this one would require extreme measures to implement. These Qutb assigned to an ideologically pure vanguard, who would reject the governments and societies prevailing in the region—all of which Qutb branded “unIslamic and illegal”—and seize the initiative in bringing about the new order.

In short, the explosion in sub-prime lending was a thoroughly top–down, political project, mandated by Congress, implemented by government-sponsored enterprises, enforced by the law, encouraged by the president and monitored by pressure groups. Remember this when you hear people blame the free market for the excesses of the sub-prime bubble.

The darker side of Nietzsche’s ideas was incorporated into the Nazi belief system. Part of the link was straightforward: some things Nietzsche said were pure Nazi doctrine. His comments that ‘The extinction of many types of people is just as desirable as any form of reproduction’ and that ‘the tendency must be towards the rendering extinct of the wretched, the deformed, the degenerate’ could come from any work on racial hygiene. Nietzsche’s central contribution was not these explicitly Social Darwinist views, but his rejection of the Judeo-Christian morality of compassion for the weak. Self-creation required hardness towards oneself: a strong will imposing coherence on conflicting impulses. It also requires hardness on others. Conflicts between the self-creative projects of different people made inevitable the attempt to dominate others. The whole of life was a struggle in which victory went to the brave and to the strong-willed. Noble human qualities, linked with the will to power, were brought out in combat but atrophied in peace. Compassion was weakness, cowardice and self-deception. The Judeo-Christian emphasis on it was poison. In drawing these consequences from his beliefs about the death of God and from Social Darwinism, Nietzsche provided the part of the Nazi belief system which ‘justified’ the cruel steps they took to implement their other beliefs.

Clarify goals and gather satisfaction metrics. Determine the people and skills needed to complete a project. Set up project management tools, plans and processes. Run status meetings and gather status reports. Analyze data to identify opportunities. Identify & implement changes to improve efficiency. Manage changes that come in from the customer. Find ways to keep the project on track even when things go wrong.

Becker later came to the starting realization on his deathbed: that people’s immortality projects were actually the problem, not the solution; that rather than attempting t implement, often through lethal force, their conceptual self across the world, people should question their conceptual self and become more comfortable with the reality of their own death. Becker called this “the bitter antidote”, and struggled with reconciling it himself as he stared down his own demise. While death is bad, it is inevitable. Therefore, we should not avoid this realization , but rather come to terms with it as best we can. Because once we become comfortable with the fact of our own death - the root terror, the underlying anxiety motivating all of life’s frivolous ambitions - we can then choose our values more freely, unrestrained by the illogical quest for immortality, and freed from dangerous dogmatic views.

I have been giving the best of my advice to this project since 1975. At first I was extremely hopeful. The original objectives of the language included reliability, readability of programs, formality of language definition, and even simplicity. Gradually these objectives have been sacrificed in favor of power, supposedly achieved by a plethora of features and notational conventions, many of them unnecessary and some of them, like exception handling, even dangerous. ... It is not too late! I believe that by careful pruning of the ADA language, it is still possible to select a very powerful subset that would be reliable and efficient in implementation and safe and economic in use. The sponsors of the language have declared unequivocally, however, that there shall be no subsets. This is the strangest paradox of the whole strange project. If you want a language with no subsets, you must make it small.

A Communist revolution is a transfer of society from the medium of money to the medium of language. It implements a true linguistic turn on the level of social practice ... Communism is a project, the goal of which is to subordinate economics to politics, in order to provide the latter with sovereign freedom of action. The medium of economics is money. Economics operates with numbers. The medium of politics is language. Politics operates with words - arguments, programs, and resolutions, as well as orders, prohibitions, instructions, and regulations.

Clinton did not stop there. Determined to prove how “tough” he could be on “them,” Clinton also made it easier for federally assisted public housing projects to exclude anyone with a criminal history—an extraordinarily harsh step in the midst of a drug war aimed at racial and ethnic minorities. In his announcement of the “One Strike and You’re Out” Initiative, Clinton explained: “From now on, the rule for residents who commit crime and peddle drugs should be one strike and you’re out.”102 The new rule promised to be “the toughest admission and eviction policy that HUD has implemented.”103

There was no escape: The entire Elliott 503 Mark II software project had to be abandoned, and with it, over thirty man-years of programming effort, equivalent to nearly one man’s active working life, and I was responsible, both as designer and as manager, for wasting it. ... How did we recover from the catastrophe? First, we classified our 503 customers into groups, according to the nature and size of the hardware configurations which they had bought ... We assigned to each group of customers a small team of programmers and told the team leader to visit the customers to find out what they wanted; to select the easiest request to fulfill, and to make plans (but no promises) to implement it. In no case would we consider a request for a feature that would take more than three months to implement and deliver. The project leader would then have to convince me that the customers’ request was reasonable, that the design of the new feature was appropriate, and that the plans and schedules for implementation were realistic. Above all, I did not allow anything to be done which I did not myself understand. It worked! The software requested began to be delivered on the promised dates. With an increase in our confidence and that of our customers, we were able to undertake fulfilling slightly more ambitious requests. Within a year we had recovered from the disaster. Within two years, we even had some moderately satisfied customers.

Creators generate new ideas and original concepts. They prefer unstructured and abstract activities and thrive on innovation and unconventional practices. • Advancers communicate these new ideas and carry them forward. They relish feelings and relationships and manage the human factors. They are excellent at generating enthusiasm for work. • Refiners challenge ideas. They analyze projects for flaws, then refine them with a focus on objectivity and analysis. They love facts and theories and working with a systematic approach. • Executors can also be thought of as Implementers. They ensure that important activities are carried out and goals accomplished; they are focused on details and the bottom line. • Flexors are a combination of all four types. They can adapt their styles to fit certain needs and are able to look at a problem from a variety of perspectives.

The history of the two halves of post-war Europe cannot be told in isolation from one another. The legacy of the Second World War—and the pre-war decades and the war before that—forced upon the governments and peoples of east and west Europe alike some hard choices about how best to order their affairs so as to avoid any return to the past. One option—to pursue the radical agenda of the popular front movements of the 1930s—was initially very popular in both parts of Europe (a reminder that 1945 was never quite the fresh start that it sometimes appears). In eastern Europe some sort of radical transformation was unavoidable. There could be no possibility of returning to the discredited past. What, then, would replace it? Communism may have been the wrong solution, but the dilemma to which it was responding was real enough. In the West the prospect of radical change was smoothed away, not least thanks to American aid (and pressure). The appeal of the popular-front agenda—and of Communism—faded: both were prescriptions for hard times and in the West, at least after 1952, the times were no longer so hard. And so, in the decades that followed, the uncertainties of the immediate post-war years were forgotten. But the possibility that things might take a different turn—indeed, the likelihood that they would take a different turn—had seemed very real in 1945; it was to head off a return of the old demons (unemployment, Fascism, German militarism, war, revolution) that western Europe took the new path with which we are now familiar. Post-national, welfare-state, cooperative, pacific Europe was not born of the optimistic, ambitious, forward-looking project imagined in fond retrospect by today’s Euro-idealists. It was the insecure child of anxiety. Shadowed by history, its leaders implemented social reforms and built new institutions as a prophylactic, to keep the past at bay.

Now, describe, in a single written sentence, your intended successful outcome for this problem or situation. In other words, what would need to happen for you to check this project off as “done”? It could be as simple as “Take the Hawaii vacation,” “Handle situation with customer X,” “Resolve college situation with Susan,” “Clarify new divisional management structure,” “Implement new investment strategy,” or “Research options for dealing with Manuel’s reading issue.” All clear? Great. Now write down the very next physical action required to move the situation forward. If you had nothing else to do in your life but get closure on this, what visible action would you take right now? Would you call or text someone? Write an e-mail? Take pen and paper and brainstorm about it? Surf the Web for data? Buy nails at the hardware store? Talk about it face-to-face with your partner, your assistant, your attorney, or your boss? What? Got the answer to that?

When applying agile practices at the portfolio level, similar benefits accrue: • Demonstrable results—Every quarter or so products, or at least deployable pieces of products, are developed, implemented, tested, and accepted. Short projects deliver chunks of functionality incrementally. • Customer feedback—Each quarter product managers review results and provide feedback, and executives can view progress in terms of working products. • Better portfolio planning—Portfolio planning is more realistic because it is based on deployed whole or partial products. • Flexibility—Portfolios can be steered toward changing business goals and higher-value projects because changes are easy to incorporate at the end of each quarter. Because projects produce working products, partial value is captured rather than being lost completely as usually happens with serial projects that are terminated early. • Productivity—There is a hidden productivity improvement with agile methods from the work not done. Through constant negotiation, small projects are both eliminated and pared down.

The importance of ethical governance, exemplified by the Norwegian Pension Fund, is highlighted by a deplorable UK government proposal in 2016 to set up a Shale Wealth Fund.38 The fund would receive up to 10 per cent of the revenue generated by fracking (hydraulic fracturing) for shale gas, which could amount to as much as £1 billion over twenty-five years. This would be paid out to communities hosting fracking sites, which could decide to use the money for local projects or distribute it to households in cash. It is hard to avoid the conclusion that this is a bribe to secure local approval of environmentally threatening fracking operations, to which there has been considerable public opposition. Beyond that, there are many equity questions. Why should only people who happen to live in areas with shale gas be beneficiaries? How would the recipient community be defined? Would the payments go only to those living in the designated community at the time the fracking started? Would they be paid as lump sums or on a regular basis, and how long would they last? What about future generations? Can cash payments compensate for the risk of harm to the air, water, landscape and livelihoods? All these questions cast doubt on the equity and ethics of any selective scheme. They underline the need for the principles of wealth funds and dividends from them to be established before they are implemented, and for a governance structure that is independent from government and business. But

If you want to make money at some point, remember this, because this is one of the reasons startups win. Big companies want to decrease the standard deviation of design outcomes because they want to avoid disasters. But when you damp oscillations, you lose the high points as well as the low. This is not a problem for big companies, because they don't win by making great products. Big companies win by sucking less than other big companies.” - “The place to fight design wars is in new markets, where no one has yet managed to establish any fortifications. That's where you can win big by taking the bold approach to design, and having the same people both design and implement the product. Microsoft themselves did this at the start. So did Apple. And Hewlett- Packard. I suspect almost every successful startup has.” - “Great software, likewise, requires a fanatical devotion to beauty. If you look inside good software, you find that parts no one is ever supposed to see are beautiful too.” - “The right way to collaborate, I think, is to divide projects into sharply defined modules, each with a definite owner, and with interfaces between them that are as carefully designed and, if possible, as articulated as programming languages. Like painting, most software is intended for a human audience. And so hackers, like painters, must have empathy to do really great work. You have to be able to see things from the user's point of view.” - “It turns out that looking at things from other people's point of view is practically the secret of success.” - “Part of what software has to do is explain itself. So to write good software you have to understand how little users understand. They're going to walk up to the software with no preparation, and it had better do what they guess it will, because they're not going to read the manual.

Indian Express (Indian Express) - Clip This Article at Location 721 | Added on Sunday, 30 November 2014 20:28:42 Fifth column: Hope and audacity Ministers, high officials, clerks and peons now report for duty on time and are no longer to be seen taking long lunch breaks to soak in winter sunshine in Delhi’s parks. Reform is needed not just in economic matters but in every area of governance. Does the Prime Minister know how hard it is to get a passport? Tavleen Singh | 807 words At the end of six months of the Modi sarkar are we seeing signs that it is confusing efficiency with reform? I ask the question because so far there is no sign of real reform in any area of governance. And, because some of Narendra Modi’s most ardent supporters are now beginning to get worried. Last week I met a man who dedicated a whole year to helping Modi become Prime Minister and he seemed despondent. When I asked how he thought the government was doing, he said he would answer in the words of the management guru Peter Drucker, “There is nothing quite so useless as doing with great efficiency something that should not be done at all.” We can certainly not fault this government on efficiency. Ministers, high officials, clerks and peons now report for duty on time and are no longer to be seen taking long lunch breaks to soak in winter sunshine in Delhi’s parks. The Prime Minister’s Office hums with more noise and activity than we have seen in a decade but, despite this, there are no signs of the policy changes that are vital if we are to see real reform. The Planning Commission has been abolished but there are many, many other leftovers from socialist times that must go. Do we need a Ministry of Information & Broadcasting in an age when the Internet has made propaganda futile? Do we need a meddlesome University Grants Commission? Do we need the government to continue wasting our money on a hopeless airline and badly run hotels? We do not. What we do need is for the government to make policies that will convince investors that India is a safe bet once more. We do not need a new government that simply implements more efficiently bad policies that it inherited from the last government. It was because of those policies that investors fled and the economy stopped growing. Unless this changes through better policies, the jobs that the Prime Minister promises young people at election rallies will not come. So far signals are so mixed that investors continue to shy away. The Finance Minister promises to end tax terrorism but in the next breath orders tax inspectors to go forth in search of black money. Vodafone has been given temporary relief by the courts but the retroactive tax remains valid. And, although we hear that the government has grandiose plans to improve the decrepit transport systems, power stations and ports it inherited, it continues to refuse to pay those who have to build them. The infrastructure industry is owed more than Rs 1.5 lakh continued... crore in government dues and this has crippled major companies. No amount of efficiency in announcing new projects will make a difference unless old dues are cleared. Reform is needed not just in economic matters but in every area of governance. Does the Prime Minister know how hard it is to get a passport? Does he know that a police check is required even if you just want to get a few pages added to your passport? Does he know how hard it is to do routine things like registering property? Does he know that no amount of efficiency will improve healthcare services that are broken? No amount of efficiency will improve educational services that have long been in terminal decline because of bad policies and interfering officials. At the same time, the licence raj that strangles private investment in schools and colleges remains in place. Modi’s popularity with ordinary people has increased since he became Prime Minister, as we saw from his rallies in Kashmir last week, but it will not la

One of the biggest challenges implementing agile is the reward system. For example, individual salary scales and rewards can be decoupled from the function and substituted by group valuation rewards linked to the capacity of both the employee and/or the team. Or, it is possible to make a distinction between the fixed salary and flexible performance bonus, detached from the annual budget and not considered a personnel expense. The reward system is always the last to change, but it is crucial to include this subject in the initial conversations with the different stakeholders around agile projects.

Actions Summary The following list of new institutions, policies and actions is my best effort at envisaging what is required for Australia to survive the climate emergency. • A National Target and Plan for 95% or more of electricity to be supplied by renewables by 2030. • State plans to electrify all transport, beginning with the swift retirement of non-electric buses and including a plan for 50% of all new car sales to be EVs by 2030. • Implement planned changes to how we work and live so as to minimise unnecessary travel. • A plan for clean hydrogen to replace bunker fuel in shipping. • A plan for the adoption of e-fuels for aviation, with an aim to have all domestic flights running on e-fuel by 2030. • A National Commission for Climate Adaptation, with a Coastal Defence Fund and a Commission for Primary Production operating under its umbrella. • A National Initiative on Drawdown Innovation to provide leadership in early stage research and fund some on-ground projects. • The Federal Government to help convene a Global Working Group on Geoengineering.

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Think big, start small, and scale fast”: Initiate the transformation with the definition of a multi-year, company-wide vision, roadmap, and business case. These plans need to be flexible and adaptable. Then, “start small” with the implementation of a pilot, and take the time to learn from this first experience. Finally, implement the broader scope in stages to manage the risks. Gradually increase the speed and scale of the transformation, and as a result, generate high impact. “IA is a business transformation, not a technology project”: The perspective of business benefits should guide the transformation. This transformation involves not only technology, but more importantly, people – with change management, and retraining – and processes – with redesigns. “IA is a journey, not a destination”: IA is not a one-off exercise; it is a never-ending transformation journey. It continually brings additional benefits to the organization by applying evolving concepts, methods, and technologies. Hence, building teams with the right skills to guide the company in this transformation is critical. “Infusing IA into the culture of the company”: Implementing IA with siloed, isolated teams does not work. Automation needs to be infused into the company. Change management, education, empowerment, and incentivization of everyone in the company is vital. Every employee should know what IA is and what its benefits are, and be empowered and incentivized to identify use cases and build automation.

IA initiatives have to be sponsored by the highest level of management in the company (i.e., its C-levels). Management is supported by a documented vision (strategic objectives of the transformation), business case (estimating the benefits and costs of the project), and a high-level roadmap (key milestones of the implementation for the coming 1 to 3 years). The design of the program is a top-down exercise, while the implementation is a bottom-up one (e.g., it starts with the deployment of a pilot).

Never aim to implement the whole map. Instead, find the shortest path through the map to the goal!

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?

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The tendency of multiculturalism and identity politics to ignore the strengthened nationalist consciousness of Palestinian citizens of Israel and their challenge to the Jewish Zionist state is consistent with avoiding the fact that Israel is the vehicle implementing the Zionist colonial project, and not just another Western nation.

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The more things change, the more they remain the same.

After all, business model innovation is about finding new combinations from existing business model elements, enhanced elements, and completely new elements.

Overnight success does not exist.

Successfully shifting business models is tough and requires guts and perseverance.

Innovating is hard work and the journey to success is a long and rocky road

After all, shifting business models is about customers

Whatever you’re producing, at the end of the day, your customers only care about getting a job done

Companies die because they’ve become fixated on fighting for their current business model rather than shifting to a more relevant one

To succeed, you must adopt a mindset that is open to exploration and continually searches for (unmet) customer needs and contextual changes in the business, technology, regulatory, and competitive landscape

Shifts start as small moves inside an existing business model that evolve into entirely new ways of creating value and relevance

Create new ways to reach your customers

Customers first, always

Whether the grand challenge you plan to address is global in nature or affects only your industry, what’s clear is this: if you don’t address it, someone else will

The journey towards a successful business model shift is often littered with uncertainty and failures

A clear vision must be developed in order to inspire, motivate, and activate people to move the business forward together

Innovation requires the right talent and mindset from both leadership and innovators themselves

Enable your organization to delight customers in the long term

Understanding that the change we’re experiencing is accelerating is half the battle

Execute your own shift and create a future with more value for your customers and stakeholders.

How can you think differently about your production system or supply chain, and shrink its footprint?

What needs to change in order for your products to stay in use forever?

Where can you be extraordinary? What commitment can you make to solve a huge problem for the masses?

What can you gamify to make it more fun, addictive, and effective?

What needs to change in your company to maximize value for all stakeholders, making your shares rock-solid for the next decades?

What connection can you facilitate around moments in the lives of consumers?

Isabella Di Fabio Web developers who design, build and implement web sites are involved in creating Web pages and help design aesthetic features such as layouts and colors, as well as technical considerations like designing a web site that can handle a certain amount of Internet traffic. Web developers in this role focus on the back-end development of websites, which includes the creation of complex search functions. It is not mandatory that their task is to know how to program the design, but to make it real in the browser. The design for print and web has never been as diverse as it is today. A group of web designers who understand the entire WordPress hierarchy system and know how to put together the code to use actions, filters and hooks to customize WordPress in the right way. Isabella Di Fabio If you want to pick a skill, learn something that is universally appealing and can be applied to many different types of clients and projects. The more you can do for a client generally, the better and the more work you can accept.

We find that often the only way to determine the timetable for a project is by gaining experience on that same project. This needn’t be a paradox if you practice incremental development, repeating the following steps with very thin slices of functionality: Check requirements Analyze risk (and prioritize riskiest items earlier) Design, implement, integrate Validate with the users

The archipelagic nature of the Philippines posed a number of difficulties in the monitoring and implementation of Build, Build, Build projects. How do we monitor 20,000 projects simultaneously in a country composed of roughly 7,640 islands? How do we get rid of ghost projects? How do we minimize discretion at DPWH? Secretary Mark Villar was adamant to find a solution, one that was progressive, forward thinking, and feasible. First, he introduced an automated monitoring system called the Infra-Track App, which utilizes geo-tagging, satellite technology, and drone monitoring. “ - Anna Mae Yu Lamentillo , Night Owl: A Nationbuilder’s Manual 2nd Edition (p. 174, Build, Build, Build Projects MIMAROPA)

Back in 2016, when Build, Build, Build was just starting, a lot of people had doubts. One friend looked me in the eye and said, “This was another campaign promise meant to be broken.” We were likened to ardent suitors prepared to say anything. We could not blame them. At that time, it did seem impossible. Traffic in Metro Manila was costing us ₱3.5 billion a day. EDSA has exceeded its capacity by over a hundred thousand vehicles. Government projects were delayed for years — with some projects implemented only after several decades. But while we were all very familiar with this reality, it was not a reality we were prepared to accept. The Philippines was far from its full potential. To many of us, it was a chance to realize a dream. It was a chance to shape history and usher in the Golden Age of Infrastructure.” - Anna Mae Yu Lamentillo , Night Owl: A Nationbuilder’s Manual 2nd Edition (p. 112, Build, Build, Build Projects CAR Region)

Which company is best for using construction Project work? The Shree Siva Balaaji Steels project is a significant endeavor that encompasses the establishment and operation of a modern and advanced steel manufacturing facility. This project represents a fusion of innovation, cutting-edge technology, and industrial expertise, aimed at delivering high-quality steel products to meet the growing demands of various sectors. Key Features: State-of-the-Art Manufacturing Plant: The project involves the construction and operation of a state-of-the-art manufacturing plant equipped with the latest machinery, automation systems, and environmentally friendly processes. This allows for efficient production and reduced environmental impact. Diverse Product Range: Shree Siva Balaaji Steels aims to offer a diverse range of steel products to cater to different industries such as construction, automotive, infrastructure, and manufacturing. This versatility enables the company to meet the varying needs of clients and partners. Quality Assurance: A cornerstone of the project is its commitment to delivering high-quality steel products. The facility adheres to strict quality control measures and follows international standards to ensure that the end products are durable, reliable, and meet or exceed industry specifications. Sustainability Focus: The project places a strong emphasis on sustainability and environmentally conscious practices. Energy-efficient processes, recycling initiatives, and waste reduction strategies are integrated into the manufacturing process to minimize the ecological footprint. Employment Opportunities: Shree Siva Balaaji Steels contributes to local economies by creating employment opportunities across various skill levels, from skilled labor to technical experts. This helps stimulate economic growth in the region surrounding the manufacturing facility. Collaboration and Partnerships: The project fosters collaborations with suppliers, distributors, and clients, establishing strong relationships within the steel industry. This network facilitates efficient supply chain management and enables the company to provide tailored solutions to its customers. Innovation and Research: The project invests in research and development to constantly improve manufacturing processes, product quality, and the development of new steel products. This dedication to innovation positions the company at the forefront of the steel industry. Community Engagement: Shree Siva Balaaji Steels is committed to engaging with local communities and implementing corporate social responsibility initiatives. These efforts include supporting education, healthcare, and other community-centric projects, fostering goodwill and positive impact. Vision: The Shree Siva Balaaji Steels project envisions becoming a leading name in the steel manufacturing sector, renowned for its exceptional quality, technological innovation, and sustainability practices. By adhering to its core values of integrity, excellence, and environmental responsibility, the project strives to contribute positively to the industry and the communities it operates within.

It was rapidly dawning on me by that point: Titanic was not just another trophy. It had given me sufficient status to be included in such company, and thus greater power to implement new projects I was dreaming about. I had been so moved by those letters from thousands of students that I wanted to set up an educational program in science and engineering.

Implementing problem-based learning through real-world projects and interdisciplinary collaborations empowers students to tackle complex challenges, think critically, and develop innovative solutions that address pressing issues in society and beyond.

Proud friction fixers like Sandra taught us that their craft entails helping others in two ways. The first way to help is prevention and cure—implementing little and big changes in organizations to make the right things easy and the wrong things hard. That’s the organizational design part, and it’s the main mission of every friction fixer.

Pushkala’s team knew that top-down approaches like those used by Lou Gerstner and Steve Jobs would backfire in this company as, unlike IBM and Apple, AstraZeneca wasn’t in crisis—although revenue and profits fell between 2011 and 2016. AstraZeneca is also a decentralized company, in which local leaders have substantial authority to accept, modify, or ignore orders from on high. So, rather than telling people what to do, Pushkala’s team took “a player-coach” approach. They implemented some key companywide efforts, but believed their success hinged on the cumulative impact of small systemwide and local changes. Most employees would join the effort because they wanted to, not because they had to. And the team believed that many of the best solutions would be tailored for tackling distinct local problems. As Pushkala put it, “Let us not solve world hunger; let us start eating the elephant in small chunks.

Once the standards for finished work were agreed upon, skilled workers developed their own system of benchmarks to establish the quality of workmanship required for both themselves and everyone else to follow. Some 1,400 of these samples were photographed, cataloged, and put on display at the worksite. Because the benchmarks came from the workers, the workers took ownership of them, increasing the effectiveness of implementation.

In many companies, the path from idea to a fully implemented innovation is lined with overflowing brainstorming sessions, specifications, deep bureaucracy, regular budget cuts, eternally long project durations, lack of resources, and much more - all of which makes the path to innovation virtually impossible. In addition, countless great proposals are lying in a drawer somewhere, never to be implemented—the result: disillusioned and frustrated employees.

They run their businesses as they always have. However, the business and technology landscape is changing rapidly. Business today calls for dynamic methodologies and processes, gearing companies to reinvent themselves so that they can produce products and services Easter than ever before.

inspiration, the problem or opportunity that motivates the search for solutions; ideation, the process of generating, developing, and testing ideas; and implementation, the path that leads from the project room to the market.

Once the defenses fall and we let go of faith, we are overcome by a sobering clarity: Of course, a religion that ever failed so miserably must be the product of humans, not divinity. There is no way that a god would sit back and watch for 600 years while his highest priests tortured thousands of innocents via the likes of anal vice until they denounced him. Something truly holy would never have been subjected to such gross misunderstanding and atrocious implementation in the past. It would be timeless, not a work in progress; otherwise it reduces the billions of people who have lived before us to some sort of experiments for our own well-being today, us living in much better times. What a horrifically narcissistic and insensitive attitude this would be, to disregard the past in order to soothe our own existential fears about our own deaths, most of which will be quite pampered relative to theirs. Again, I did it, too. And now I’m ashamed. In fact, it makes me wonder if some of the hostility I have towards people who remain faithful is projected, that is, I’m mad at myself for ever having been in so much denial, too. The truth is that we have come a long way so that religion is more civilized than ever before. But this is not because God cares more about us today than he did those living in the Middle Ages; it’s simply because we’re smarter than we were back then. And, despite how far we’ve come, we’re far from out of the woods. There’s still much more divinely inspired torture and murder in the world today than there ever should have been, and religious-based oppression of a less lethal nature remains quite rampant, even in the progressive and privileged West. Overall, we are still in a state of progress, meaning that we are actually an ongoing experiment for the people of the future who will have even better religious lives than us, one where there is even less murder of heretics and less oppression of slaves, women, and homosexuals.

I have worked with many companies to implement data projects, and there’s one lesson I’ve had drummed into me time and time again: data is nothing without strategy.

The Agile project manager plays a crucial role in ensuring the successful delivery of projects using Agile methodologies. They act as facilitators, coaches, and leaders, guiding the team through the iterative development process. Here are some key responsibilities of an Agile project manager: Orchestrating the project's lifecycle: This involves planning and breakdown of work into sprints, facilitating ceremonies like daily stand-ups, sprint planning, and retrospectives, and ensuring the project progresses smoothly towards its goals. Promoting collaboration and communication: Agile thrives on open communication and collaboration. The project manager fosters an environment where team members feel comfortable sharing ideas, concerns, and updates. They actively remove roadblocks and ensure everyone is aligned with the project vision and goals. Empowering the team: Agile teams are self-organizing and empowered to make decisions. The project manager provides guidance and support but avoids micromanaging. They trust the team's expertise and encourage them to take ownership of their work. Stakeholder management: The project manager acts as a bridge between the development team and stakeholders, including clients, sponsors, and other interested parties. They keep stakeholders informed of project progress, manage expectations, and address their concerns. Continuous improvement: Agile is an iterative process that emphasizes continuous improvement. The project manager actively seeks feedback from team members and stakeholders, analyzes project data, and identifies areas for improvement. They implement changes to the process and tools to enhance efficiency and effectiveness. Overall, the Agile project manager plays a vital role in driving successful project delivery through Agile methodologies. They wear multiple hats, acting as facilitators, coaches, leaders, and problem-solvers, ensuring the team has the resources, support, and environment they need to thrive.

Touch it once. Make daily lists of the six most important tasks to accomplish. Plan how long each task will take. Assign time slots for accomplishing each task. Focus on the difficult projects first. Ask yourself, “Will it hurt me to throw this away?” Master these six steps and you won’t believe the difference. Implement them companywide and you will be operating at maximum productivity before you know it.

The outcome of value-oriented implementation stages circles back and exerts influence over the problem definition stages. As a result, facts and values are intertwined within a research project even if that may not be obvious in silos.

Maximo Caggiano, an MBA in Finance holder, is an experienced professional recognized for his strategic thinking and attention to detail. He has earned a reputation for precision and foresight, leading various systems implementation projects. Maximo’s efforts ensure seamless integration and enhanced efficiency for organizations, showcasing his expertise and value in the finance industry.

Operations keeps the lights on, strategy provides a light at the end of the tunnel, but project management is the train engine that moves the organization forward.” — Joy Gumz

Today, the task for those who embrace the Enlightenment project, celebrate the progress we have made so far, and want to continue to move society forward is to learn from the struggles of the past. Don’t succumb to hubris and believe that every theoretical advance in rights is pure virtue and should be implemented today. Don’t treat the nation as a guinea pig for your latest scheme. Don’t impose change from above. Instead, work within the fabric of society, with actual communities and people, to educate, persuade, and convince them of your cause. Don’t give up on freedom of speech just because at any given moment you despise a message that is spreading far and wide. Don’t be seduced by identity politics—which is fundamentally illiberal, viewing people as categories rather than individuals. Moving too quickly and too forcefully will often cause more backlash than progress. Accept that compromise is an inevitable aspect of democracy—indeed, that it is a virtue because it takes into account the passions and aspirations of others.

Many of these projects were simple product fixes with the best chance of boosting sales quickly. For example, many Etsy shoppers were nervous about using their credit cards with small, unknown vendors they didn’t yet trust, so the company prioritized adding a message to the site: “The seller never sees your credit card information.”32 Silverman called these fixes ambulances and focused the team on implementing them in days and weeks rather than months.33 His ambulances paid off with an almost-immediate increase to revenues.34

Another happy consequence was that I found myself effortlessly breaking down my projects into manageable chunks, a strategy I’d long agreed with in theory but never properly implemented.

Research and development projects on educational media pay quantities of hard cash for development, lip-service to evaluation, and no attention to implementation.

It seems to me that Scrum and other agile techniques are being used as substitutes for careful modeling, where a product backlog is thrust at developers as if it serves as a set of designs. Most agile practitioners will leave their daily stand-up without giving a second thought to how their backlog tasks will affect the underlying model of the business. Although I assume this is needless to say, I must assert that Scrum, for example, was never meant to stand in place of design. No matter how many project and product managers would like to keep you marching on a relentless path of continuous delivery, Scrum was not meant only as a means to keep Gantt chart enthusiasts happy. Yet, it has become that in so many cases.

Projects Don’t Drive Strategy

Changes in priorities should drive changes in projects, not the other way around. In reality, often project ideas are allowed to trump strategy, and the opinions of a single, powerful executive trump the logic of the strategic plan.

Projects should be the outcome of missions and strategies, not the drivers of them.

Appterra specializes in multi-company commerce, fixed-price implementation and have a proven track record of both standard and complex system integration projects.