Scope Management Quotes

Disorder is inherent in stability. Civilized man doesn't understand stability. He's confused it with rigidity. Our political and economic and social leaders drool about stability constantly. It's their favorite word, next to 'power.' 'Gotta stabilize the political situation in Southeast Asia, gotta stabilize oil production and consumption, gotta stabilize student opposition to the government' and so forth. Stabilization to them means order, uniformity, control. And that's a half-witted and potentially genocidal misconception. No matter how thoroughly they control a system, disorder invariably leaks into it. Then the managers panic, rush to plug the leak and endeavor to tighten the controls. Therefore, totalitarianism grows in viciousness and scope. And the blind pity is, rigidity isn't the same as stability at all. True stability results when presumed order and presumed disorder are balanced. A truly stable system expects the unexpected, is prepared to be disrupted, waits to be transformed.

Demand may be a suitable subject for psychologists, supply may be the province of engineers or management scientists; both are beyond the scope of economics.

Within the scope of human cognitive experience, consciousness, when perceived, becomes awarenesss... Awareness is the qualia of consciousness...Awareness is the perception of your presence in the now. Awareness in its pure state is nonlocal; there's no focal point in it. It is unbounded. Awareness, when managed and directed, becomes attention. By turning into attention, awareness becomes localized, and attains a focal point. Because of this feature, attention has the power to direct energy...Attention has its most powerful expression in purposeful action.

The key is to take a larger project or goal and break it down into smaller problems to be solved, constraining the scope of work to solving a key problem, and then another key problem. This strategy, of breaking a project down into discrete, relatively small problems to be resolved, is what Bing Gordon, a cofounder and the former chief creative officer of the video game company Electronic Arts, calls smallifying. Now a partner at the venture capital firm Kleiner Perkins, Gordon has deep experience leading and working with software development teams. He’s also currently on the board of directors of Amazon and Zynga. At Electronic Arts, Gordon found that when software teams worked on longer-term projects, they were inefficient and took unnecessary paths. However, when job tasks were broken down into particular problems to be solved, which were manageable and could be tackled within one or two weeks, developers were more creative and effective.

He was incredibly and unbearably beautiful. There was no other way for her to adequately describe it to herself. It was beyond being just handsome. Handsome was a common masculine adjective, limited in its scope. This man was honestly beautiful. His facial features were so very elegant, taking the term noble to the extreme. Dark brows winged up over dark eyes, both of indeterminate color in the shadows of the night. So dramatic, but then so belied by the ridiculous childlike length of lush lashes. His magnificent eyes were lit with a soft, smoldering light of amusement as his sensual mouth was lifting up at the corner in a smile she could only call sinful. “How did you . . . but that’s . . . you couldn’t possibly!” she spluttered, her hands opening and closing reflexively on his lapels. “I did. It is not. And apparently, I could.” He was smiling broadly now, and Isabella was certain she was the cause of some unseen bit of amusement. She glowered at him, completely forgetting he’d just saved her neck. Literally. “I’m so glad you find this so entertaining!” Jacob couldn’t help his growing smile. She was so focused on him that she hadn’t realized they were still a good ten feet off the ground and floating at the exact spot where he’d met her precipitous fall. That was for the best, he thought, sinking down to the pavement while she was distracted by the taunt of his amusement. He was going to have enough trouble as it was explaining how he’d managed to catch a woman hurtling to her death from five stories up.

Though some stories go to the trouble of encompassing the entirety of space and time, the ability to control attention allows many other successful stories to remain far more modest in scope. A crucial law of storytelling is that once a story manages to extend beyond the audience’s horizon, its ultimate scope matters little. People may display the same murderous fanaticism for the sake of a thousand-year-old nation as for the sake of a billion-year-old god. People are just not good with large numbers. In most cases, it takes surprisingly little to exhaust our imagination.

In previous centuries national identities were forged because humans faced problems and opportunities that were far beyond the scope of local tribes and which only countrywide cooperation could hope to handle. In the twenty-first century, nations find themselves in the same situation as the old tribes: they are no longer the right framework to manage the most important challenges of the age. We need a new global identity because national institutions are incapable of handling a set of unprecedented global predicaments. We now have a global ecology, a global economy, and a global science—but we are still stuck with only national politics. This mismatch prevents the political system from effectively countering our main problems. To have effective politics, either we must deglobalize the ecology, the economy, and the march of science or we must globalize our politics. Since it is impossible to deglobalize the ecology and the march of science, and since the cost of deglobalizing the economy would probably be prohibitive, the only real solution is to globalize politics. This does not mean establishing a “global government”—a doubtful and unrealistic vision. Rather, to globalize politics means that political dynamics within countries and even cities should give far more weight to global problems and interests.

Once the managers consoldiate their position within an institution, their objective interests no longer fully correspond to the interests of the other groups involved – voters, owners, members, teachers, students or consumers. A decision on dividends, mergers, labor contracts, prices, curriculum, class size, scope of government operations, armament, strikes, etc. may serve the best interests of the manager without necessarily contributing to the well-being of the other groups.

Outcomes indicators include product vision, business objectives, and capabilities (high-level product functionality), not detail requirements. These outcome characteristics define a releasable product and quality objectives define a reliable and adaptable (works today, easy to enhance) product. These are the critical value traits, then teams need to strive to meet constraints—scope, schedule, and cost—but as secondary in importance to the value components. In many, if not most, agile projects schedule becomes the most critical constraint and is timeboxed (fixed) and scope varies.

religions merit our attention for their sheer conceptual ambition; for changing the world in a way that few secular institutions ever have. They have managed to combine theories about ethics and metaphysics with a practical involvement in education, fashion, politics, travel, hostelry, initiation ceremonies, publishing, art and architecture – a range of interests which puts to shame the scope of the achievements of even the greatest and most influential secular movements and individuals in history. For those interested in the spread and impact of ideas, it is hard not to be mesmerized by examples of the most successful educational and intellectual movements the planet has ever witnessed.

The divorce of control, or power, from ownership has been due in large part to the growth of public corporations. So long as a single person, family or comparatively small group held a substantial portion of the common shares of a corporation, the legal “owner” could control its affairs. Even if they no longer actually conducted the business, the operating managers were functioning as their accountable agents. But when the enterprise became more vast in scope and at the same time, the stock certificates became spread in small bundles among thousands of persons, the managers were gradually released from subordination to the nominal owners. De facto control passed, for the most part, to non-owning management.

My short-term goals are to defend and even strengthen elements of state authority which, though illegitimate in fundamental ways, are critically necessary right now to impede the dedicated efforts to "roll back" the progress that has been achieved in extending democracy and human rights. State authority is now under severe attack in the more democratic societies, but not because it conflicts with the libertarian vision. Rather the opposite: because it offers (weak) protection to some aspects of that vision. Governments have a fatal flaw: unlike the private tyrannies, the institutions of state power and authority offer to the despised public an opportunity to play some role, however limited, in managing their own affairs. That defect is intolerable to the masters, who now feel, with some justification, that changes in the international economic and political order offer the prospects of creating a kind of "utopia for the masters," with dismal prospects for most of the rest. It should be unnecessary to spell out here what I mean. The effects are all too obvious even in the rich societies, from the corridors of power to the streets, countryside, and prisons. For reasons that merit attention but that lie beyond the scope of these remarks, the rollback campaign is currently spearheaded by dominant sectors of societies in which the values under attack have been realized in some of their most advanced forms, the English-speaking world; no small irony, but no contradiction either.

Leaders nourish and uphold the culture of an organization. They make choices that inevitably limit the size and scope of activities that the organization undertakes. A good leader will only work in a firm where there is clear and effective governance to protect the culture, philosophy and investment discipline of the firm. The most effective leaders create a non-hierarchical environment in which idea sharing is encouraged, and diligent execution is rewarded. They also establish a solid foundation, a durable framework, and processes for successfully managing an organization that can maintain these qualities. And last, a great investment leader has a zero tolerance policy for breaches of integrity. By integrity, we mean not only honesty and fulfillment of fiduciary obligation, but process integrity.

The same thing, notes Brynjolfsson, happened 120 years ago, in the Second Industrial Revolution, when electrification—the supernova of its day—was introduced. Old factories did not just have to be electrified to achieve the productivity boosts; they had to be redesigned, along with all business processes. It took thirty years for one generation of managers and workers to retire and for a new generation to emerge to get the full productivity benefits of that new power source. A December 2015 study by the McKinsey Global Institute on American industry found a “considerable gap between the most digitized sectors and the rest of the economy over time and [found] that despite a massive rush of adoption, most sectors have barely closed that gap over the past decade … Because the less digitized sectors are some of the largest in terms of GDP contribution and employment, we [found] that the US economy as a whole is only reaching 18 percent of its digital potential … The United States will need to adapt its institutions and training pathways to help workers acquire relevant skills and navigate this period of transition and churn.” The supernova is a new power source, and it will take some time for society to reconfigure itself to absorb its full potential. As that happens, I believe that Brynjolfsson will be proved right and we will start to see the benefits—a broad range of new discoveries around health, learning, urban planning, transportation, innovation, and commerce—that will drive growth. That debate is for economists, though, and beyond the scope of this book, but I will be eager to see how it plays out. What is absolutely clear right now is that while the supernova may not have made our economies measurably more productive yet, it is clearly making all forms of technology, and therefore individuals, companies, ideas, machines, and groups, more powerful—more able to shape the world around them in unprecedented ways with less effort than ever before. If you want to be a maker, a starter-upper, an inventor, or an innovator, this is your time. By leveraging the supernova you can do so much more now with so little. As Tom Goodwin, senior vice president of strategy and innovation at Havas Media, observed in a March 3, 2015, essay on TechCrunch.com: “Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening.

There are other problems more closely related to the question of culture. The poor fit between large scale and Korea’s familistic tendencies has probably been a net drag on efficiency. The culture has slowed the introduction of professional managers in situations where, in contrast to small-scale Chinese businesses, they are desperately needed. Further, the relatively low-trust character of Korean culture does not allow Korean chaebol to exploit the same economies of scale and scope in their network organization as do the Japanese keiretsu. That is, the chaebol resembles a traditional American conglomerate more than a keiretsu network: it is burdened with a headquarters staff and a centralized decision-making apparatus for the chaebol as a whole. In the early days of Korean industrialization, there may have been some economic rationale to horizontal expansion of the chaebol into unfamiliar lines of business, since this was a means of bringing modern management techniques to a traditional economy. But as the economy matured, the logic behind linking companies in unrelated businesses with no obvious synergies became increasingly questionable. The chaebol’s scale may have given them certain advantages in raising capital and in cross-subsidizing businesses, but one would have to ask whether this represented a net advantage to the Korean economy once the agency and other costs of a centralized organization were deducted from the balance. (In any event, the bulk of chaebol financing has come from the government at administered interest rates.) Chaebol linkages may actually serve to hold back the more competitive member companies by embroiling them in the affairs of slow-growing partners. For example, of all the varied members of the Samsung conglomerate, only Samsung Electronics is a truly powerful global player. Yet that company has been caught up for several years in the group-wide management reorganization that began with the passing of the conglomerate’s leadership from Samsung’s founder to his son in the late 1980s.72 A different class of problems lies in the political and social realms. Wealth is considerably more concentrated in Korea than in Taiwan, and the tensions caused by disparities in wealth are evident in the uneasy history of Korean labor relations. While aggregate growth in the two countries has been similar over the past four decades, the average Taiwanese worker has a higher standard of living than his Korean counterpart. Government officials were not oblivious to the Taiwanese example, and beginning in about 1981 they began to reverse somewhat their previous emphasis on large-scale companies by reducing their subsidies and redirecting them to small- and medium-sized businesses. By this time, however, large corporations had become so entrenched in their market sectors that they became very difficult to dislodge. The culture itself, which might have preferred small family businesses if left to its own devices, had begun to change in subtle ways; as in Japan, a glamour now attached to working in the large business sector, guaranteed it a continuing inflow of Korea’s best and brightest young people.73

The smartphone turns the person next to you into a potential publisher of your most private or embarrassing moments. Many app vendors, who know a great deal about you, sell data without proper disclosure; mobile-privacy policies routinely rival “Hamlet” for length. And if leaked documents are correct, GCHQ, Britain’s signals-intelligence agency, has managed to hack a big vendor of SIM cards in order to be able to listen in to people’s calls. If spooks in democracies are doing this sort of thing, you can be sure that those in authoritarian regimes will, too. Smartphones will give dictators unprecedented scope to spy on and corral their unwilling subjects.

used to scorn this, seeing their human judgment as irreplaceable. Now, says Jiri Stejskal of the American Translators’ Association, it has won respectability. Technological change has not brought consolidation to a fragmented industry, however. Lionbridge, which has the largest disclosed revenues ($489m in 2013), makes much of its money from services other than translation. Like most of its rivals, Lionbridge talks up technology, but is fairly traditional. The heart of the business is managing projects, acting as a go-between for customers and freelance translators on jobs like managing file formats and locations, client reviews and so forth. Tedious project-management tasks like these may offer scope for disruptive

Stay in scope, stay on budget, and stay within the timeframe.

The 100% rule is fundamental to create a WBS. The widely known rule, created by Gregory Haugan, “states that the WBS includes 100% of the work defined by the project scope and captures ALL deliverables in terms of work to be completed including project management.

According to Section 2.4.2.3 of the PMBOK® Guide, iterative and incremental life cycles are those in which the project scope is generally determined early in the project life cycle, but time and cost estimates are routinely modified as the project team's understanding of the product increases.

Agile project management is a style of project management that focuses on early delivery of business value, continuous improvement of the project’s product and processes, scope flexibility, team input, and delivering well-tested products that reflect customer needs.

Business, regardless of size or scope, is forever, permanently global, while humans are naturally provincial. So it doesn’t matter where you are or where you came from, get out of there whenever you have the chance. Go live and work somewhere else. If you’re at a big company, seek the international assignments. Your managers will love you for it and you’ll be a much more valuable employee as a result. If working overseas isn’t an option, then travel, and when you are out and about don’t forget to see the world as your customers do. If you’re in retail, walk through a store or two. If you’re in media, pick up a paper or turn on the radio. It’s amazing how often people come back from business trips to foreign lands with insights gleaned solely from their conversation with the taxi driver who took them from the airport to the hotel. If those drivers only knew how much power they have in shaping global business strategy!

The enclosure next to the dingoes held Graham the crocodile. Wes, Steve, and other staff battled the flood in Graham’s home. One man stood on the fence to spot the croc. He had to shout to Wes and Steve as they cleared the fence line inside the enclosure in waist-deep, dark waters. With the vehicle spotlights casting weird shadows, he had to scope out the murky water and try to discern the crocodile from among the floating bits of debris. Once the backup man had the crocodile pegged, he kept a close eye on him. If Graham submerged, Wes and Steve had to be warned immediately. The spotter worked hard to keep a bead on Graham. Steve and Wes were synchronized with their every move. They had worked together like this for years. They didn’t even have to speak to each other to communicate. There was no room for error as the amount of time spent in Graham’s enclosure was kept to a minimum. They jumped into the enclosure, cleared on, two, three armloads of debris, then jumped back out and re-evaluated the situation. Graham’s fence line had a bow in it, but it wasn’t in any danger of buckling. Steve and Wes were doing a good job, and there was no need for me to be there with them. It was more urgent for me to keep the dingo fence line intact next door. Graham’s female, named Bindi, was nesting, and this added another dangerous dimension to the job, since Graham was feeling particularly protective. The men were also keenly aware that nighttime meant croc time--and Graham would be stalking them with real intent. They reached down for their three armloads of debris. Steve scooped up his first load, flung it out, and gathered his second. Suddenly, Wes slammed into the fence with such force that his body was driven in an arc right over the top of Steve. It only took a split second for Steve to realize what had happened. As Wes had bent over to reach for an armload of debris, he had been hit from behind by more than twelve feet of reptile, weighing close to nine hundred pounds. Graham grabbed Wes, his top teeth sinking into Wes’s bum, his bottom teeth hooking into the back of Wes’s thigh, just above his knee. The croc then closed his mouth, exerting that amazing three thousand pounds per square inch of jaw pressure, pulling and tearing tissue as he did. The croc hit violently. Wes instinctively twisted away and rolled free of Graham’s jaws, but two fist-sized chunks were torn from his backside. The croc instantly swung in for another grab. Wes pushed the lunging croc’s head away, but not before Graham’s teeth crushed through his finger. They crashed back down into the water. Wes screamed out when he was grabbed, but no one could hear him because of the roar of the storm. In almost total darkness, Steve seized a pick handle that rested near the fence. He turned toward the croc as Graham was lining Wes up for another bite. Wes was on his side now, in water that was about three feet deep. He could see the crocodile in the lights of a Ute spotlight that shone over the murk--the dark outline of the osteodermal plates along the crocodile’s back. As Graham moved in, Wes knew the next bite would be to his skull. It would be all over. Wes braced himself for the inevitable, but it didn’t come. Steve reached into the water and grabbed Graham’s back legs. He didn’t realize that Graham had released Wes in preparation for that final bite. He thought Graham was holding Wes under the water. Steve pulled with all his strength, managing to turn the crocodile around to focus on him. As Graham lunged toward Steve, Steve drove the pick handle into the crocodile’s mouth and started hammering at his head. Wes saw what was happening and scrambled up the fence. “I’m out mate, I’m out,” Wes yelled, blood pouring down his leg. Steve looked up to see Wes on the top of the fence. He realized that even though Wes was wounded, he was poised to jump back down into the water to try to rescue his best mate.

A clear mission statement describes the values and priorities of an organization. Developing a mission statement compels strategists to think about the nature and scope of present operations and to assess the potential attractiveness of future markets and activities. A mission statement broadly charts the future direction of an organization. A mission statement is a constant reminder to its employees of why the organization exists and what the founders envisioned when they put their fame and fortune at risk to breathe life into their dreams.

As long as most individuals trust that existing institutions are reasonably legitimate and that any felt needs for reform are achievable by means of ordinary political activities, there is considerable scope for large scale collective social action. However, legitimate institutions, and trust of them, are the result of an evolutionary history and are neither easy to manage nor engineer. […] Without trust in institutions, conflict replaces cooperation along fault lines where trust breaks down. Empirically, the limits of the trusting community define the universe of easy cooperation […] At worst, trust does not extend outside family […] and potential for cooperation on a larger scale is almost entirely foregone.

Project manager and business analyst roles have many intersection points. Scope management is one of them. While the project manager is responsible for “project” scope management, the business analysts are responsible for “product” scope management. Project scope is defined as the work that needs to be accomplished to deliver a product with specified features, whereas product scope represents the features of the product to meet the business needs of the project. Therefore, in order to determine the project scope correctly, the project manager should assist business analysts in defining a clear and correct product scope. After business analysts reach an agreement with business units about product scope and prepare the business case or vision and scope document, the project manager should define the project scope on the project charter document.

Part of Maya’s magic was the fact that there wasn’t anyone else like her in the world, but somehow everyone could see something of themselves in her story, her aspirations, and the sheer scope of her life. You’re Italian? Maya spoke Italian. You’re a dancer? So was she. You’re from San Francisco? She conducted a streetcar there. She knew everyone, lived everywhere, read everything, and felt it all. The whole world was her home. All people were her people. There’s a scene in Thornton Wilder’s play Our Town that almost could have been describing Maya. Emily Webb is saying goodbye to the world one last time, and she asks the stage manager: “Do any human beings ever realize life while they live it?—every, every minute?” And he says, “No. The saints and poets, maybe—they do some.” That was Maya. She realized her life while she lived it. And not only that, she savored it—every single second.

Agile is a process wherein a project is subdivided into iterations. The output of each iteration is measured and used to continuously evaluate the schedule. Features are implemented in the order of business value so that the most valuable things are implemented first. Quality is kept as high as possible. The schedule is primarily managed by manipulating scope.

It is Okay to Start Up Your Company with the Self-Centric Inside-Out Approach that is Based On Moral Authority But If You Really Want to Be Successful in Your Enterprise; Making the Very Best of an Architecture Change Management Process and Change Management in This Information and Wisdom Age, You Must Go Beyond the Domain Architectures and Significant Element of Just Outside-In Approach to Focus More On Full-Scope Enterprise that is Based On Outside-Out Approach Especially If the Broad-Context Work Has Already been done Which Makes it Easier to Focus on the `Big-Picture’ of the Extended Enterprise.

The Supreme Court justices gave the aura of being “strict constitutionalists” whose job was not to interpret or create but merely to distinguish between the rights the federal government enforced and those controlled by the states.99 But the supposedly legally neutral interpretations had profound effects. And the court, just like Johnson, demonstrated an uncanny ability to ignore inconsistencies and to twist rules, beliefs, and values to undermine the solid progress in black people’s rights that the Radical Republicans had finally managed to put in place. The court declared that the Reconstruction amendments had illegally placed the full scope of civil rights, which had once been the domain of states, under federal authority. That usurpation of power was unconstitutional because it put state governments under Washington’s control, disrupted the distribution of power in the federal system, and radically altered the framework of American government.100 The justices consistently held to this supposedly strict reading of the Constitution when it came to African Americans’ rights.

The Supreme Court justices gave the aura of being “strict constitutionalists” whose job was not to interpret or create but merely to distinguish between the rights the federal government enforced and those controlled by the states.99 But the supposedly legally neutral interpretations had profound effects. And the court, just like Johnson, demonstrated an uncanny ability to ignore inconsistencies and to twist rules, beliefs, and values to undermine the solid progress in black people’s rights that the Radical Republicans had finally managed to put in place. The court declared that the Reconstruction amendments had illegally placed the full scope of civil rights, which had once been the domain of states, under federal authority. That usurpation of power was unconstitutional because it put state governments under Washington’s control, disrupted the distribution of power in the federal system, and radically altered the framework of American government.100 The justices consistently held to this supposedly strict reading of the Constitution when it came to African Americans’ rights. Yet, this same court threw tradition and strict reading out the window in the Santa Clara decision. California had changed its taxation laws to no longer allow corporations to deduct debt from the amount owed to the state or municipalities. The change applied only to businesses; people, under the new law, were not affected. The Southern Pacific Railroad refused to pay its new tax bill, arguing that its rights under the equal protection clause of the Fourteenth Amendment had been violated. In hearing the case, the court became innovative and creative as it transformed corporations into “people” who could not have their Fourteenth Amendment rights trampled on by local communities.101 So, while businesses were shielded, black Americans were most emphatically not. The ruling that began this long, disastrous legal retreat from a rights-based society was the 1873 Slaughterhouse Cases.

Alexei and his crew stormed the library. There were defenders: at least one with a submachine gun, and a joker with a bow. They fucked up Boris but good. He was up on the roof with Yuri, scoping out the interior and positioning to drop stun grenades inside, when he took an arrow to the knee and fell off the roof.

Self-Discovery in San Francisco CA | Suzanne Fensin If This looks like what's Driving You, Then you're THE New Human And it slow Has come back To Step Up! The easiest to know your life purpose is thru your journey of self discovery. supported your birthname that holds distinctive sacred codes that unlock your destiny, your Soul Blueprint holds all the answers to what your challenges area unit and also the gifts they reveal, as well as what your skills and gifts area unit at a deeper level, and the way to activate them to make your a lot of fulfilling life. Life Purpose is complicated. throughout my self discovery journey, I uncovered hidden ways and forks within the road. there have been hills, mountains, valleys and shadowy places which will be scary to travel through. i finished and began, unsure if I had the strength to urge through it all. however I did it! and that i wish to share my method with you to jumpstart your magnificence that you’ve been concealing. Soul Codes Blueprint in San Jose CA This is a 12-week personal 1:1 mentoring program ideally delivered via ZOOM. ZOOM recordings of sessions are provided, upon request. Email support is supplied with every step of this method. Here’s what you receive with this distinctive program L – Learning Your distinctive skills, goals, and challenges with Soul Blueprint Reading. this is often a 1-hour, birthname solely analysis that offers you the subsequent information: • Birthname analysis • Your most fulfilling soul expression • Your Soul Destiny for this period of time • Karmic lessons, skills and gifts you were born with, and people you receive later in life. • Emailed Zoom recording of the session, upon request • Special discount rating on future mentoring that helps to activate your blueprint on a deeper level O - OMG you're Amazing! Understanding the scope of your soul mission and the way your skills, goals, and challenges work along to make your greatest purpose. acceptive the sweetness of the journey and speech communication affirmative to following step. this is often AN expanded 2-hour Soul Blueprint reading that offers you all of what you receive within the 1-hour reading, and the following: • Up to two extra names analysis • subject for private Years, Months & Cycles • wherever area unit you within the Ascension method • what's your Soul kind V - Valor Having the spirit to roll up your sleeves and acquire into uncovering, understanding, and material possession go of doubts, beliefs, and learning that show up as shadow aspects, and align together with your higher purpose. caring yourself through the method, permitting a lot of lightweight into your being. during this step you'll receive: • Intuitive work to support you in understanding what you discover on a soul level, and to help in your self-nurturing • Soul Blueprint Upgrade (working together with your etheric team to clear attachments, enhance your gift and talent codes, unleash doubt & worry • Flower Essence Remedy suggestions to help in clearing shadow aspects E - Ease, Excitement, And Energize The seeds of management you have got planted area unit currently development. you're claiming your truth and sharing your authentic magnificence (by visioning and actioning) with a reworking world that reflects and honors your journey. you'll receive the subsequent with this step: • corroborative work with life exercises to observe your new brilliance • Celebration exercises to stay you moving forward on your journey of success with grace. Contact Suzanne With Questions #SelfDiscoveryinSanFranciscoCA Email# suzannefensin@gmail.com

ONE SHE HAD THAT new kid look. Anyone paying attention could have seen it. In the flinchiness of her shoulders. In the way her eyes skittered from face to face as the other students streamed past. Managed to show up, her shoulders and eyes said, but not sure about having the nerve to actually go in. Might be too much today. Not that anyone was paying attention. First day of school at Monarch Middle, everyone was scoping for friends, shouting hey, clustering up. It was a hot morning. It felt like summer swearing it was going to stick around this year, no really. The

As inequality continues to increase, so will homelessness and public disorder, and as long as people continue to embrace the use of police to manage disorder, we will see a continual increase in the scope of police power and authority at the expense of human and civil rights.

Failure can feel like the ultimate death sentence, but it’s actually a step forward. When we fail, life is pushing us in a different direction so we can experience something new. One adventure has ended and another is about to begin, because it must. Think of your activities in life as scientific experiments. Scientists expect the vast majority of their tests to fail, but they still view each test as a step forward, regardless of the outcome. This is because each failed test rules out that particular approach, narrowing the remaining scope of potential solutions. You might be thinking, “What if all of my experiments fail until the day I die?” Great question. That might happen, depending on how you define failure and success. Here’s the magical solution to that problem: The results of your experiments are of little consequence. Only the experiments themselves matter. The old platitude is true: It’s about the journey, not the destination. Doing experiments will account for 99% of your time on this earth. That’s the journey. The result of your experiments is the other 1%. If you enjoy 99% of your life (the time spent in experimentation), who cares about the results? This is how to remove the problem of failure. Failure is just a temporary result. Its effect is as big or as small as you allow it to be. Elon Musk is becoming a household name. He cofounded Paypal. He now runs two companies simultaneously. The first, Tesla Motors, builds electric cars. The second, SpaceX, builds rocket ships. Many people think of Elon Musk as a real-world Iron Man—a superhero. He’s a living legend. He works extremely hard, and he’s brilliant. Did you know that Elon Musk never worked at Netscape? This is interesting because he actually wanted to work there very badly. He applied to Netscape while he was in grad school at Stanford, but never received a response. He even went to Netscape’s lobby with resume in hand, hoping to talk to someone about getting a job. No one in the lobby ever spoke to Elon that day. After getting nervous and feeling ashamed of himself, he walked out. That’s right. Elon Musk failed to get hired at Netscape. The recruiting managers didn’t see a need for him, and he was too ashamed to keep badgering them. So what happened next? Well, we know what happened from there. Musk went on to become one of the most successful and respected visionaries of our time.[30] Take a deep breath and realize that there are no life-ending failures, only experiments and results. It’s also important to realize that you are not the failure—the experiment is the failure. It is impossible for a person to be a failure. A person’s life is just a collection of experiments. We’re meant to enjoy them and grow from them. If you learn to love the process of experimentation, the prospect of failure isn’t so scary anymore.

But sharing this kind of connection with another human being seemed out of my scope of reality. Someone as shy, reserved and closed off as I was could never manage to open herself to that kind of intimacy.

What’s the basic way to catch a ghost in Luigi’s mansion: Dark Moon? a) Throw an Ectonet over it. b) Blast it with the ShadeShocker. c)     Stun it with a Strobulb, and then vacuum it into your Poltergust 5000. d)    Trap and store it in a Specter Snare. Name something that you can’t do with Poltergust 5000 a) Roll up a throw rug b)    Run very fast as you are propelled by a jet of water c) Vacuum up spiders and their webs d) Make a ceiling fan spin. These tough-looking spirits just want to give you a hand for your hard work. What do you call them? a) Sly Fives b) Clap Claps c) Slammers d) Slap Happies. Things aren’t always as they seem inside a hunting building. What tool helps you see objects hidden by Spirit Balls? a) Specter-o-scope b) Dark-light device c) De-illusionator d) Goggles of clarity. If you see a piece of furniture or a flowerpot shaking, what should you do? a) Press the X button b) Exercise caution c) Get ready to stun a ghost with your Strobulb d) All of the above. BONUS QUESTION: What does E stand for in Professor E. Gadd? a) Elvis b) Elvin c) Elroy d) Esteban. RESULTS: 0 out of 6 – Very, very very bad! You didn’t only ruin your mission of catching ghosts, but more of them came and they ate your I-scream. 1 out of 6 – Not bad! You did well enough that all of the ghosts moved out of your house. They ate your I-scream before they left. 2 out of 6 – Not too shabby! There ghosts are outside the house, and yup they ate your I-scream. 3 out of 6 – Not bad, but not good either. Let’s say you did manage to get ghosts outside the house, but your I-scream is eaten, and new ghosts won’t see you as a big threat. Get ready. 4 out of 6 – Nice! You must spend a lot of time in Gloomy Manor’s haunted library. It looks like you manage to read besides hunting ghosts. Also, you got an over-Boo notice. 5 out of 6 – Well done! You chase away ghosts so fast that you spend more time reading and improving your knowledge about these little pests. Are you an encyclopedia about ghosts or a human? 6 out of 6 – Excellent! You are the expert in catching and destroying ghosts. You could definitely help Luigi in tackling the

we reevaluate the goal and discuss what needs to change to improve our confidence. These are typical actions: Remove an impediment (“Let’s buy a new build server to replace the broken one!”) Help a bottleneck (“Let’s all do testing today!”) Reduce scope (“If we remove feature X from this release, we can still reach the goal!”) Adjust the goal (“This goal is no longer realistic; let’s define a new goal that we actually believe in!”) Work harder (“Who can come in on Saturday?”)

Alfred Chandler argued that the two main challenges faced by executives are to drive economies of both scale and scope in order to survive and thrive.4 Subsequent work in economics and management showed that a third challenge is equally important: learning—the operating capability to improve and innovate.

What will be my scope to start, and how do you expect it to change over time? How will my transition be communicated? What do I need to know about the people that I’ll be managing?

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.

The four common archetypes of Staff-plus roles I encountered are: The Tech Lead guides the approach and execution of a particular team. They partner closely with a single manager, but sometimes they partner with two or three managers within a focused area. Some companies also have a Tech Lead Manager role, which is similar to the Tech Lead archetype but exists on the engineering manager ladder and includes people management responsibilities. The Architect is responsible for the direction, quality, and approach within a critical area. They combine in-depth knowledge of technical constraints, user needs, and organization level leadership. The Solver digs deep into arbitrarily complex problems and finds an appropriate path forward. Some focus on a given area for long periods. Others bounce from hotspot to hotspot as guided by organizational leadership. The Right Hand extends an executive’s attention, borrowing their scope and authority to operate particularly complex organizations. They provide additional leadership bandwidth to leaders of large-scale organizations. This taxonomy is more focused on being useful than complete, but so far, I’ve been able to fit every Staff-plus engineer I’ve spoken to into one of these categories. Admittedly, some folks are easier to classify than others.

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Are you constantly asked to start new work before you have had a chance to finish old work? - Are you constantly asked to expedite new requests in addition to being expected to get all of your other current work done according to original estimates and commitments? - How many features do you start but do not finish because they get cancelled while you are working on them? How likely is it that the new items that replace the cancelled work will themselves get cancelled? - When something that you are working on gets blocked (for whatever reason), do you simply put that blocked work aside and start to work on something new? - Do your estimates give consideration to how many other items will be in progress at the time you start work? - Do you ignore the order in which you work on items currently in progress? - Do you constantly add new scope or acceptance criteria to items in progress because it is easier to modify an existing feature rather than to open a new one? - When an item takes too long to complete, have you ever said or heard someone say “it is just bigger than we thought it was” and/or “it will get done when it gets done”? - When things take too long to complete, is management’s first response always to have the team work overtime?

The markets in Israel and Denmark would have allowed Better Place to reach a sustainable commercial scale within a manageable geographic scope. But as excitement around the company grew and scores of government delegations from around the world came to explore what Better Place might do in their own countries and regions, management attention shifted. Yielding to the temptation of fast, global growth, Better Place launched pilots and spent resources across the world from Australia to the Netherlands, Hawaii to Japan, China to California to Canada.

The following are some of the most common mistakes made by project managers: Not clearly understanding how or ensuring that the project is aligned with organizational objectives. Not properly managing stakeholder expectations throughout the project. Not gaining agreement and buy-in on project goals and success criteria from key stakeholders. Not developing a realistic schedule that includes all work efforts, task dependencies, bottom-up estimates, and assigned leveled resources. Not getting buy-in and acceptance on the project schedule. Not clearly deciding and communicating who is responsible for what. Not utilizing change control procedures to manage the scope of the project. Not communicating consistently and effectively with all key stakeholders. Not executing the project plan. Not tackling key risks early in the project. Not proactively identifying risks and developing contingency plans (responses) for those risks. Not obtaining the right resources with the right skills at the right time. Not aggressively pursuing issue resolution. Inadequately defining and managing requirements. Insufficiently managing and leading the project team.

seven basic project definition questions: Why are we doing this? (Purpose) What organizational-level goal(s) does this project support? (Goals and Objectives) How does this project fit with the other projects that are going on? (Scope, Project Context, Project Dependencies) What is the expected benefit from this project? (Expected Benefits, Business Case, Value, Success Criteria) What are we going to do? (Scope) Who is affected by this and who must be involved? (Stakeholders) How will we know when we are done and whether the project was successful? (Success Criteria)

Shifting scope works better than moving people because it avoids re-gelling costs, and it preserves system behavior. Preserving behavior keeps your existing mental model intact, and if it doesn’t work out, you can always revert a workload change with less disruption than would be caused by a staffing change.

Five Cs of communication—Keep the five Cs in mind when composing or delivering any project communication: Clear—State the subject; stay on subject; hold the receiver’s hand through the message; use appropriate terms. Concise—Get to the point; limit scope of the message. Courteous—Be polite; watch your tone. Consistent—Use appropriate tone, medium for intended message; all message elements should support intended meaning. Compelling—Give them a reason to pay attention.

More emotional room to persevere during tough times Better ideas and enhanced creativity, and Easy access to positive emotions within the same emotional range. When you’re in a negative state of mind, you have less energy available, giving you: A lack of confidence that affects everything you do A lack of motivation that reduces the scope of actions you’re willing to take A reluctance to take on new challenges and leave your comfort zone A reduced ability to persevere in the face of setbacks, and A propensity to attract negative thoughts within the same emotional range.

KNOW THAT YOUR BIGGEST RISK IS YOU It’s tempting to think that projects fail because the world throws surprises at us: price and scope changes, accidents, weather, new management—the list goes on. But this is shallow thinking.

The problem isn’t a lack of time. It is that we forget that we have control over the scope of the project. We can “dial it down” to a more manageable size, and we must if we ever want to see it finished.

We push teams to specify in detail the advantage they aim to achieve or leverage, the scope across which the advantage applies, and the activities throughout the value chain that would deliver the intended advantage across the targeted scope. Otherwise, it is impossible to unpack the logic underlying a possibility and to subject the possibility to subsequent tests.

feedback on quality, and bug fixing. These accelerate beneficial changes entering production, limit issues deployed, and enable rapid identification and remediation of issues introduced through deployment activities or discovered in your environments. Adopt approaches that provide fast feedback on quality and enable rapid recovery from changes that do not have desired outcomes. Using these practices mitigates the impact of issues introduced through the deployment of changes. Plan for unsuccessful changes so that you are able to respond faster if necessary and test and validate the changes you make. Be aware of planned activities in your environments so that you can manage the risk of changes impacting planned activities. Emphasize frequent, small, reversible changes to limit the scope of change. This results in easier troubleshooting and faster remediation with the option to roll back a change. It also means you are able to get the benefit of valuable changes more frequently. Evaluate the operational readiness of your workload, processes, procedures, and personnel

By focusing on building alignment for the duration of a specific mission, a tour of duty reduces the issue of aligning values and aspirations to a manageable scope.

Most supervisors, team leaders, and managers are severely unqualified for Digital Transformation initiatives, they do not understand the impact, depth, scope, dynamics nor complexity of it.

the table. He couldn’t tell for sure, but it looked like the worn tabletop was covered by a thick sheen of blood. A shirtless man in bloody jeans stumbled down the street next to the neighborhood, swaying like a drunk and drawing her attention. She stood up, grabbing something David couldn’t see from the bench next to her. The stumbler caught sight of someone in the group and veered toward the line of bushes separating the street from their little oasis. He tracked the man over the M1-A1’s scope, the shot too close for the 10X-magnified optics. The disheveled man lurched through the thick bushes, falling to the browned grass in a heap. When he managed to push himself back up on two feet, a bloodstained

Ask yourself: What assets or capabilities do you need to be successful in this comfort-and-safety-as-a-service proposition? For example, you would need the capability to assemble and distribute the necessary HVAC equipment, security cameras, and other physical infrastructure. This, fortunately, may be a capability you already possess as an equipment manufacturer. But chances are that such a player would lack at least a few other critical capabilities. For instance, you would need the ability to install and maintain that equipment, which may go beyond the scope of your current operation. Perhaps most importantly, you would need an online platform to connect all the devices, sensors, and other equipment—allowing for the creation of digital twins for real-time remote digital monitoring. This online platform would also allow customers to make adjustments, access camera footage, and manage their subscription, all in one place.

Beauvoir seemed more sensitive than Sartre was to these subtle interzones in human life. The Second Sex was almost entirely occupied with the complex territory where free choice, biology and social and cultural factors meet and mingle to create a human being who gradually becomes set in her ways as life goes on. Moreover, she had explored this territory more directly in a short treatise of 1947, The Ethics of Ambiguity. There, she argued that the question of the relationship between our physical constraints and the assertion of our freedom is not a ‘problem’ requiring a solution. It is simply the way human beings are. Our condition is to be ambiguous to the core, and our task is to learn to manage the movement and uncertainty in our existence, not to banish it. She hastens to add that she does not believe we should therefore give up and fall back on a bland Sisyphus-like affirmation of cosmic flux and fate. The ambiguous human condition means tirelessly trying to take control of things. We have to do two near-impossible things at once: understand ourselves as limited by circumstances, and yet continue to pursue our projects as though we are truly in control. In Beauvoir’s view, existentialism is the philosophy that best enables us to do this, because it concerns itself so deeply with both freedom and contingency. It acknowledges the radical and terrifying scope of our freedom in life, but also the concrete influences that other philosophies tend to ignore: history, the body, social relationships and the environment.

Understanding Financial Risks and Companies Mitigate them? Financial risks are the possible threats, losses and debts corporations face during setting up policies and seeking new business opportunities. Financial risks lead to negative implications for the corporations that can lead to loss of financial assets, liabilities and capital. Mitigation of risks and their avoidance in the early stages of product deployment, strategy-planning and other vital phases is top-priority for financial advisors and managers. Here's how to mitigate risks in financial corporates:- ● Keeping track of Business Operations Evaluating existing business operations in the corporations will provide a holistic view of the movement of cash-flows, utilisation of financial assets, and avoiding debts and losses. ● Stocking up Emergency Funds Just as families maintain an emergency fund for dealing with uncertainties, the same goes for large corporates. Coping with uncertainty such as the ongoing pandemic is a valuable lesson that has taught businesses to maintain emergency funds to avoid economic lapses. ● Taking Data-Backed Decisions Senior financial advisors and managers must take well-reformed decisions backed by data insights. Data-based technologies such as data analytics, science, and others provide resourceful insights about various economic activities and help single out the anomalies and avoid risks. Enrolling for a course in finance through a reputed university can help young aspiring financial risk advisors understand different ways of mitigating risks and threats. The IIM risk management course provides meaningful insights into the other risks involved in corporations. What are the Financial Risks Involved in Corporations? Amongst the several roles and responsibilities undertaken by the financial management sector, identifying and analysing the volatile financial risks. Financial risk management is the pinnacle of the financial world and incorporates the following risks:- ● Market Risk Market risk refers to the threats that emerge due to corporational work-flows, operational setup and work-systems. Various financial risks include- an economic recession, interest rate fluctuations, natural calamities and others. Market risks are also known as "systematic risk" and need to be dealt with appropriately. When there are significant changes in market rates, these risks emerge and lead to economic losses. ● Credit Risk Credit risk is amongst the common threats that organisations face in the current financial scenarios. This risk emerges when a corporation provides credit to its borrower, and there are lapses while receiving owned principal and interest. Credit risk arises when a borrower falters to make the payment owed to them. ● Liquidity Risk Liquidity risk crops up when investors, business ventures and large organisations cannot meet their debt compulsions in the short run. Liquidity risk emerges when a particular financial asset, security or economic proposition can't be traded in the market. ● Operational Risk Operational risk arises due to financial losses resulting from employee's mistakes, failures in implementing policies, reforms and other procedures. Key Takeaway The various financial risks discussed above help professionals learn the different risks, threats and losses. Enrolling for a course in finance assists learners understand the different risks. Moreover, pursuing the IIM risk management course can expose professionals to the scope of international financial management in India and other key concepts.

The primary concern of projects in the monitoring process is the progress, the milestones achieved, the factor of complying with the time schedule, the scope, compliance with laws, and that the project is within the allocated/mobilized budget(costs).

The manager treats ends as given, as outside his scope; his concern is with technique, with effectiveness … The therapist also treats ends as given, as outside his scope; his concern also is with technique, with effectiveness … Neither manager nor therapist, in their roles as manager and therapist, do or are able to engage in moral debate. They … purport to restrict themselves to the realms in which rational agreement in possible—that is, … to the realm of fact, the realm of means, the realm of measurable effectiveness.

Hiring specialists too soon can cause trouble, as can delaying their recruitment. The same holds true for formal structure and systems. Such problems are rarely the main reason for a late-stage startup’s failure: The root cause is almost always that goals for speed or scope are out of whack. Nevertheless, organizational problems can act as amplifiers, boosting the odds of failure by distracting management when marketplace challenges require their full attention.

Sorry, Commander. Just finishing off this carrot. Ahm…Dublin, let’s see. Seventy-five…Eighteen seventy-five.” “I thought so! This place is completely different. The humans have even managed to change the shape of the coastline.” Foaly was silent for a moment. Root could just imagine him wrestling with the problem. The centaur did not like to be told that any part of his system was out of date. “Okay,” he said at last. “Here’s what I’m going to do. We have a Scope on a satellite TV bird with a footprint in Ireland.” “I see,” muttered Root—which was basically a lie. “I’m going to e-mail last week’s sweep direct to your visor. Luckily there’s a video card in all the new helmets.” “Luckily.” “The tricky bit will be to coordinate your flight pattern with the video feed.…” Root had had enough. “How long, Foaly?” “Ahm…Two minutes, give or take.” “Give or take what?” “About ten years if my calculations are off.” “They’d better not be off then. I’ll hover until we know.” One hundred and twenty-four seconds later, Root’s black-and-white blueprints faded out, to be replaced by full-color daylight imaging. When Root moved, it moved, and Holly’s locator beacon dot moved too. “Impressive,” said Root. “What was that, Commander?” “I said impressive,” shouted Root. “No need to get a swelled head.” The commander heard the sound of a roomful of laughter, and realized that Foaly had him on the speakers. Everyone had heard him complimenting the centaur’s work. There’d be no talking to him for at least a month. But it was worth it. The video he was receiving now was bang up to date. If Captain Short was being held in a building, the

Facilitate and document business analysis. Assist the project manager in defining project scope. Estimate needed time and resources. Define and design interfaces to external applications.

Beyond One-Way ANOVA The approach described in the preceding section is called one-way ANOVA. This scenario is easily generalized to accommodate more than one independent variable. These independent variables are either discrete (called factors) or continuous (called covariates). These approaches are called n-way ANOVA or ANCOVA (the “C” indicates the presence of covariates). Two way ANOVA, for example, allows for testing of the effect of two different independent variables on the dependent variable, as well as the interaction of these two independent variables. An interaction effect between two variables describes the way that variables “work together” to have an effect on the dependent variable. This is perhaps best illustrated by an example. Suppose that an analyst wants to know whether the number of health care information workshops attended, as well as a person’s education, are associated with healthy lifestyle behaviors. Although we can surely theorize how attending health care information workshops and a person’s education can each affect an individual’s healthy lifestyle behaviors, it is also easy to see that the level of education can affect a person’s propensity for attending health care information workshops, as well. Hence, an interaction effect could also exist between these two independent variables (factors). The effects of each independent variable on the dependent variable are called main effects (as distinct from interaction effects). To continue the earlier example, suppose that in addition to population, an analyst also wants to consider a measure of the watershed’s preexisting condition, such as the number of plant and animal species at risk in the watershed. Two-way ANOVA produces the results shown in Table 13.4, using the transformed variable mentioned earlier. The first row, labeled “model,” refers to the combined effects of all main and interaction effects in the model on the dependent variable. This is the global F-test. The “model” row shows that the two main effects and the single interaction effect, when considered together, are significantly associated with changes in the dependent variable (p < .000). However, the results also show a reduced significance level of “population” (now, p = .064), which seems related to the interaction effect (p = .076). Although neither effect is significant at conventional levels, the results do suggest that an interaction effect is present between population and watershed condition (of which the number of at-risk species is an indicator) on watershed wetland loss. Post-hoc tests are only provided separately for each of the independent variables (factors), and the results show the same homogeneous grouping for both of the independent variables. Table 13.4 Two-Way ANOVA Results As we noted earlier, ANOVA is a family of statistical techniques that allow for a broad range of rather complex experimental designs. Complete coverage of these techniques is well beyond the scope of this book, but in general, many of these techniques aim to discern the effect of variables in the presence of other (control) variables. ANOVA is but one approach for addressing control variables. A far more common approach in public policy, economics, political science, and public administration (as well as in many others fields) is multiple regression (see Chapter 15). Many analysts feel that ANOVA and regression are largely equivalent. Historically, the preference for ANOVA stems from its uses in medical and agricultural research, with applications in education and psychology. Finally, the ANOVA approach can be generalized to allow for testing on two or more dependent variables. This approach is called multiple analysis of variance, or MANOVA. Regression-based analysis can also be used for dealing with multiple dependent variables, as mentioned in Chapter 17.

A representative customer, customer's representative, and/or knowledgeable user is involved on a continuing basis; involvement includes observation of periodic demonstrations of working, deliverable software at the ends of iterative development cycles that produce increments of working deliverable software (i.e., on a daily, weekly, bi-weekly, or monthly basis). In addition, a representative customer, customer's representative, or knowledgeable user provides guidance for further product development based on demonstrations of working deliverable software and the constraints on project scope (schedule, budget, and resources).

See Section 5.6.1.4 of the PMBOK® Guide. For adaptive life cycle software projects, work performance data includes velocity, which is used to help establish a realistic scope of work for subsequent iterations.

scope of the product continues to expand during successive development cycles until the customer requests are fully satisfied, or until time and resources are exhausted.

Imagine That! As Manager of Entertainment Staffing, Gene Columbus knew how to create the kind of special events Disney does so well. But there was one event that stands out for him: “There are so many special events and productions to be proud of, but the one that sticks out in my mind was the twenty-fifth anniversary of Special Olympics. We kept adjusting the scope of the event so Disney could provide more experiences to the families attending the event, and as the producer I had to keep adjusting and working with my operational partners to find ways to reduce costs. Everyone worked hard to make it happen and I am sure many of those people share how proud they are for pulling this event off in such a grand scale with a small budget. As part of the program there was a drawing to select the Special Olympian to carry the torch to light the cauldron on stage, and this was done only hours before the big celebration. When the young man arrived at America Gardens stage in Epcot he was in a wheelchair, and as I briefed him he was very clear that he would not use his chair but would walk to the stage carrying the torch. I was so taken with this young man and his determination, and when that moment came he proudly stood up and began walking toward the stage. The audience jumped to their feet and you could see the joint emotion of the young man and this large audience. About halfway, it became apparent that he was having difficulties and was not going to make it, but his father came out of nowhere and grabbed his son before he fell and helped him to the stage. He did not take the torch as his son continued on his quest to light the cauldron. The moment the flame burned brightly the young man turned to the audience, with his father stepping backward to ensure the glory was for his son, and the brilliance of this young man’s smile and pride shined as brightly as the flame. I admit that tears were rolling down my cheek and each time I see the America Garden stage I have a flash of that very magical moment.

P&G excel at proactively managing their product ranges, as they have a history of divesting commodity-type brands, like Crisco and Oxydol, brands they owned for a century, while purchasing ones that are larger, have greater scope for innovation and a proven ability to sustain price premiums, such as Gillette, Clairol and Duracell.

At this time I wired Bill Otis, in Moline, Illinois, asking him to ship me some of his sniping rifles at once, addressing them to me at the nearest express office to Indiantown Gap. I also managed to get the folks on the phone and had a last word with my mother and father — went through the old routine (new at that time) — telling them that it would be a long time before I could write, but not to worry, everything would be okay. I also told them to ship my rifle as soon as it was returned from the factory, and to hurriedly send me a Lyman Alaskan scope with a G. & H. mount for a Springfield to my new A.P.O. number. We sailed before Bill could get his guns to me. I remember well the annoyance I felt at going up the gangplank without a good scope sighted sniper rifle, and I also remember the mental kicking I gave the seat of my pants for being so careless with my model 70. Actually, the only shooting items I had in my baggage were a few rounds of .30-06 hunting ammunition which I packed at the last minute. I had left my shotgun behind also — and I was destined to later regret that action very much, for several fine opportunities to shoot birds were missed on that account. Each member of the 132nd regiment looked at the green water with a great question mark in his mind. Few in the regiment knew where we were going, and there

Where each entry is akin to a mini project charter for that work package; including such information as a description of the work, [Cost] estimates, [Scope] requirements & technical references, acceptance criteria & [Quality] standards, [People] & [Resource] needs, assumptions & constraints, [Time] duration & milestones.

With each of these parental fixations, the object of fear correlates less to the level of risk than to parents’ ability (or perceived ability) to exert control over the outcome. If you are a Puritan parent, why fret over the very significant possibility that your children will perish by contagion when you lack any knowledge or medicine to manage this risk? Better to worry about moral corruption and spiritual goodness, outcomes one might hope to influence—it’s the college admissions thing with the hereafter in place of Stanford. Likewise, today’s parents and parenting experts tend not to focus on many of the very daunting problems facing our children when those problems are beyond the scope of an individual’s influence.

Change Management has a very wide scope and is a relatively new area of expertise.

Navigating an enterprise requires a bit more skill specialization than a product manager inside of a smaller organization. Above all else, an enterprise product manager needs: communication, scope management, and business acumen.

The second-effort pulse of organization alignment work—to move down the road in the new direction—involves organizing choices that are more detailed, more process-oriented, and that involve managers and contributors who actually perform the work that needs to change. The scope narrows to individual functions, processes, departments, and teams. It is often led by third- and fourth-level leaders in their new seats but can be carried out at any level. Because the focus is tighter, we call this micro alignment. Because it is in this pulse that the day-to-day work routines, jobs, decision-making realities, information tools, reward systems, and other policies really take on new forms, another term that describes this level of alignment is operational alignment. Micro design is absolutely the real work of mid-level leaders because it is essentially innovative and operational in nature.

The scope of a school administrator's work includes fostering collaboration, ensuring compliance, and addressing complex legal issues to uphold educational standards.

They managed to scope out the whole of the block by staying back in the pawn shop, back in the shadows, traversing side to side, peering out at oblique angles. There were two guys on the sidewalk outside the taxi office door, and two guys some distance away on the left-hand street corner, and two guys the same distance away on the right. Six men visible. Plus probably the same again inside. At least. Maybe two in the hallway the pawnbroker had described, plus two in the conference room, plus two at the mouth of the corridor that led onward to the offices. Each of which was no doubt occupied by a made man with a gun in his pocket and a spare in a drawer

measures on performance. New transformation projects are planned and delivered each year. During all this time, there has been a steady set of leaders managing the Microsoft–Accenture relationship, which is key for sustaining high performance in this relationship. However, transformational leaders will get bored without new challenges, so long tenures are also associated with growth of the BPO relationship in terms of scope of services, expansion to new locations and continual rounds of innovation.

Prioritize long-term success over short-term quality. As your scope increases, the important work that you’re responsible for may simply not be possible to finish. Worse, the work that you believe is most important, perhaps high-quality one-on-ones, is often competing with work that’s essential to long-term success, like hiring for a critical role. Ultimately, you have to prioritize long-term success, even if it’s personally unrewarding to do so in the short term. It’s not that I like this approach, it’s that nothing else works.

As managers looking to grow ourselves, we should really be pursuing scope: not enumerating people but taking responsibility for the success of increasingly important and complex facets of the organization and company. This is where advancing your career can veer away from a zero-sum competition to have the largest team and evolve into a virtuous cycle of empowering the organization and taking on more responsibility. There is a lot less competition for hard work.