Scope Of A Project Quotes

Saint Bartleby's School for Young Gentlemen Annual Report Student: Artemis Fowl II Year: First Fees: Paid Tutor: Dr Po Language Arts As far as I can tell, Artemis has made absolutely no progress since the beginning of the year. This is because his abilities are beyond the scope of my experience. He memorizes and understands Shakespeare after a single reading. He finds mistakes in every exercise I administer, and has taken to chuckling gently when I attempt to explain some of the more complex texts. Next year I intend to grant his request and give him a library pass during my class. Mathematics Artemis is an infuriating boy. One day he answers all my questions correctly, and the next every answer is wrong. He calls this an example of the chaos theory, and says that he is only trying to prepare me for the real world. He says the notion of infinity is ridiculous. Frankly, I am not trained to deal with a boy like Artemis. Most of my pupils have trouble counting without the aid of their fingers. I am sorry to say, there is nothing I can teach Artemis about mathematics, but someone should teach him some manners. Social Studies Artemis distrusts all history texts, because he says history was written by the victors. He prefers living history, where survivors of certain events can actually be interviewed. Obviously this makes studying the Middle Ages somewhat difficult. Artemis has asked for permission to build a time machine next year during double periods so that the entire class may view Medieval Ireland for ourselves. I have granted his wish and would not be at all surprised if he succeeded in his goal. Science Artemis does not see himself as a student, rather as a foil for the theories of science. He insists that the periodic table is a few elements short and that the theory of relativity is all very well on paper but would not hold up in the real world, because space will disintegrate before lime. I made the mistake of arguing once, and young Artemis reduced me to near tears in seconds. Artemis has asked for permission to conduct failure analysis tests on the school next term. I must grant his request, as I fear there is nothing he can learn from me. Social & Personal Development Artemis is quite perceptive and extremely intellectual. He can answer the questions on any psychological profile perfectly, but this is only because he knows the perfect answer. I fear that Artemis feels that the other boys are too childish. He refuses to socialize, preferring to work on his various projects during free periods. The more he works alone, the more isolated he becomes, and if he does not change his habits soon, he may isolate himself completely from anyone wishing to be his friend, and, ultimately, his family. Must try harder.

Afflicted with relentless humanity, we view the world with person-eyes, then project what we see onto the flawless creator of the universe, assuming he operates as we do. We trick ourselves into thinking God is just a holier version of us-- our brain, our worldview, none of the sinfulness. We forget that while we bear his image and harbor all his love, we can't comprehend the scope of eternal reality from our anthill vantage point. We say we trust God's will but feel so much better if we run ahead of him with our dustpan and broom, doing what we can to eliminate pain and minimize risk.

Every aspect of the multipronged legal system even today is dominated by males: police, prosecutors, judges, probation officers. In addition, the state legislatures that make the laws are still disproportionately male. So how does the abuser come to the far-fetched conclusion that women are somehow lurking in the shadows, pulling strings to cause him to suffer consequences for his actions when he thinks there shouldn’t be any? This absurd leap occurs for two reasons. One is that he already has wellentrenched habits of blaming women for his own behavior. So when society sends him the message that he is responsible for what he does, he just widens the scope of his blame-projecting machine to target all women. The second is that if he didn’t blame women, he would have to accept the fact that a large proportion of men are opposed to what he is doing. Cultural values are changing, slowly but surely, and abusers cannot always count on other men to back them up anymore—a fact that makes them feel betrayed so they close their eyes to it.

Steerpike was, of course, alive with ideas and projects. These two half-witted women were a gift. That they should be the sisters of Lord Sepulchrave was of tremendous strategic value. They would prove an advance on the Prunesquallors, if not intellectually at any rate socially, and that at the moment was what mattered. And in any case, the lower the mentality of his employers the more scope for his own projects.

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.

we are now so prone to confuse great building projects with great social achievements. We will have to admit that it is beyond the scope of anyone’s imagination to create a community. We must learn to cherish the communities we have, they are hard to come by.

The Human Genome Project, the full sequence of the normal human genome, was completed in 2003. In its wake comes a far less publicized but vastly more complex project: fully sequencing the genomes of several human cancer cells. Once completed, this effort, called the Cancer Genome Atlas, will dwarf the Human Genome Project in its scope. The sequencing effort involves dozens of teams of researchers across the world. The initial list of cancers to be sequenced includes brain, lung, pancreatic, and ovarian cancer. The Human Genome Project will provide the normal genome, against which cancer’s abnormal genome can be juxtaposed and contrasted. The result, as Francis Collins, the leader of the Human Genome Project describes it, will be a “colossal atlas” of cancer—a compendium of every gene mutated in the most common forms of cancer: “When applied to the 50 most common types of cancer, this effort could ultimately prove to be the equivalent of more than 10,000 Human Genome Projects in terms of the sheer volume of DNA to be sequenced.

Reading is not a project of moral improvement, but by broadening our perspective, it can make us less susceptible to the immediate seductions offered by our environment; and in the best-case scenarios, it can enlarge the scope of humane understanding, and of empathy.

As a child dragged out of bed at 2 a.m. by my Carl Sagan–worshiping father, I would pick a section of sky and watch it closely, waiting for the meteors to move through it. Waiting for the meteors to come to me. I would frustrate myself, angry when my sisters gasped and squealed as they saw stars fall while my chosen sky remained static. One has to open oneself up, take in the whole canvas without choosing, without discriminating. Relinquish focus and choose expansion. That is the song of the call to prayer. It moves you upward and outward, works you out of three dimensions and into four. Widen your scope, it sings. Unfix yourself. Allow yourself to move endlessly. Why choose a fragment when you can have the whole night sky?

This principle fits well with the concept of business and development working daily. Business needs to be intensely involved with the process, if for nothing more than identifying the 80% of the work that we really don’t have to do. Just think of the amount of money that could be saved every year by reducing project scope to only those features and functions that are actually used! Think of how quickly we could deliver functionality! Think of how many more “projects” we could complete!

slavery is rarely taught in schools, and our understanding of its scope is barely rudimentary. The mainstream of American thought still does not contain a shared body of information on slavery even though the facts about American enslavement are widely available. Several years after that first spring, when I began to speak publicly about the book that had come forward from a newspaper project on slavery in the North (Complicity), I was asked the same question over and over, by audiences around the country: “Why don’t we know about this?

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.

like a stormy sea at best. 81. Making Cents of It All With over 1,500 projects under my belt as a freelancer and business owner, saying that I’ve experimented with pricing structures may be the understatement of the year. In my early years, nearly everything was based on a fixed bid. As my client list grew, I began landing some hourly gigs, retainers, and some dedicated resource structures. Each of these pricing structures has pros and cons, for you as a designer as well as for your client. Understanding these pricing structures, explaining them clearly to your clients, and choosing the right one for the job can make the difference between a blissful client experience and your worst nightmare. Fixed Bid Fixed-bid pricing is a set scope of work with a fixed price. You tell

Build, Build, Build has been the target of fake news, trolls, and critics. They have tried to redefine it far from its scope — and in their “proud, most credible voice” — report it as truth. Are they confused or just simply cunning? During the upcoming elections, many will try to discredit the accomplishments of 6.5 million construction workers. They will say that what we have completed is not enough, that there could have been many things that we could have done still, or that we never really worked at all. Allow me to say — if you are reading this, and you’re part of the Build, Build, Build team - without you, we wouldn’t have been able to build 29,264 kilometers of roads, 5,950 bridges, 11,340 flood control projects, 222 evacuation centers, 150,149 classrooms, 214 airport projects, and 451 seaport projects.

It was by preference, and not by necessity, that Sook Yongsheng lived and worked alone. He was not surly by temperament, and in fact did not find it difficult to form friendships, nor to allow those friendships to deepen, once they had been formed; he simply preferred to answer to himself. He disliked all burdens of responsibility, most especially when those responsibilities were expected, or enforced--and friendship, in his experience, nearly always devolved into matters of debt, guilt, and expectation. Those men he did choose to call his intimates were those who demanded nothing, and gave much; as a consequence, there were many charitable figures in Ah Sook's past, and very few upon whom he had expressly doted. He had the sensibility of a social vanguard, unattached, full of conviction, and, in his own perception at least, almost universally misunderstood. The sense of being constantly undervalued by the world at large would develop, over time, into a kind of private demagoguery; he was certain of the comprehensive scope of his own vision, and rarely thought it necessary to explain himself to other men. In general his believes were a projection of a simpler, better world, in which he like, fantastically, to dwell--for he preferred the immaculate fervor of his own solitude to all other social obligations, and tended, when in company, to hold himself aloof. Of this propensity, he was not at all unaware, for he was highly reflexive, and give to extensive self-analysis of the most rigorous and contemplative kind. But he analyzed his own mind as a prophet analyzes his own strange visions--that is, with reverence, and believing always that he was destined to be the herald of a cosmic raison d'être, a universal plan.

Her problem was that she thought too much- “toxic thinking” and so forth- so she tried to stop, but a physical sensation of exertion remained. Was it her fault that her husband made more money? That it made more sense for her to quit her job than for him to quit his? Was it her fault that he was always gone, rendering her a de facto single mom for the majority of the week? Was it her fault that she found playing trains really, really boring? That she longed for even the smallest bit of mental stimulation, for a return to her piles of books, to her long-abandoned closet of half-formed projects, to one entire afternoon of solitude and silence? Was it her fault that, though she longed for mental stimulation, she still found herself unable to concoct a single, original thought or opinion? She did not actually care about anything anymore. Politics, art, philosophy, film: all boring. She craved gossip and reality TV. Was it her fault that she hated herself for her preference for reality TV? Was it her fault that she had bought into the popular societal myth that if a young woman merely secured a top-notch education she could then free herself from the historical constraints of motherhood, that if she simply had a career she could easily return to work after having a baby and sidestep the drudgery of previous generations, even though having a baby did not, in any way, represent a departure from work to which a woman might, theoretically, one day return. It actually, instead, marked an immersion in work, and unimaginable weight of work, a multiplication of work exponential in its scope, staggering, so staggering, both physically and psychically (especially psychically), that even the most mentally well person might be brought to her knees beneath such a load, a load that pitted ambition against biology, careerism against instinct, that bade the modern mother be less of an animal in order to be happy, because- come on, now- we’re evolved and civilized, and, really, what is your problem? Pull it together. This is embarrassing.

Ominously, food production is beginning to flatten out, both in world grain production and in food harvested from the oceans. The UK government’s chief scientist warned of a perfect storm of exploding population and falling food and energy supplies by 2030. The world will have to produce 70 percent more food by 2050 to feed an extra 2.3 billion people, the UN’s Food and Agriculture Organization has said, or else face disaster. These projections may underestimate the true scope of the problem. With hundreds of millions of people from China and India entering the middle class, they will want to enjoy the same luxuries that they have seen in Hollywood movies—such as two cars, spacious suburban homes, hamburgers and French fries, etc.—and may strain the world’s resources. In fact, Lester Brown, one of the world’s leading environmentalists and founder of the World Watch Institute in Washington, D.C., confided to me that the world may not be able to handle the strain of providing a middle-class lifestyle to so many hundreds of millions of people.

The thing about Web companies is there's always something severely fucked-up. There is always an outage, always lost data, always compromised customer information, always a server going offline. You work with these clugey internal tools and patch together work-arounds to compensate for the half-assed, rushed development, and after a while the fucked-upness of the whole enterprise becomes the status quo. VPs insecure that they're not as in touch as they need to be with conditions on the ground insert themselves into projects midstream and you get serious scope creep. You present to the world this image that you're a buttoned-down tech company with everything in its right place but once you're on the other side of the firewall it looks like triage time in an emergency room, 24/7. Systems break down, laptops go into the blue screen of death, developers miskey a line of code, error messages appear that mean absolutely nothing. The instantaneousness with which you can fix stuff creates a culture that works by the seat of its pants. I swear the whole Web was built by virtue of developers fixing one mistake after another, constantly forced to compensate for the bugginess of their code.

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.

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.

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

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

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.

If a product milestone or project succeeds in delivering the expected business goal, it is a success from a business perspective, even if the delivered scope ends up being different from what was originally envisaged. On the other hand, if it delivers exactly the requested scope but misses the business goal, it is a failure.

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).

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.

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.

Well-Estimated Project If the estimation inputs and process are well-defined, arbitrarily changing the output is not a rational action. Project stakeholders might not like the output, but the appropriate corrective action is to adjust the inputs (for example, reduce the project’s scope) and to recalculate the outputs, not just to change the output to a different answer.

This book consists of six chapters. Chapter 1 covers a framework for scoping data projects. Chapter 2 discusses how to pin down the details of an idea, receive feedback, and begin prototyping. Chapter 3 covers the tools of arguments, making it easier to ask good questions, build projects in stages, and communicate results. Chapter 4 covers data-specific patterns of reasoning, to make it easier to figure out what to focus on and how to build out more useful arguments. Chapter 5 takes a big family of argument patterns (causal reasoning) and gives it a longer treatment. Chapter 6 provides some more long examples, tying together the material in the previous chapters. Finally, there is a list of further reading in Appendix A, to give you places to go from here.

You can predict with nearly 90 percent accuracy which projects will fail—months or years in advance. And now back to our premise. The predictor of success or failure was whether people could hold five specific crucial conversations. For example, could they speak up if they thought the scope and schedule were unrealistic? Or did they go silent when a cross-functional team member began sloughing off? Or even more tricky—what should they do when an executive failed to provide leadership for the effort?

In a three-year period, we had 78 projects, and 77 of them were delivered on time, on budget, and in scope. Then I surveyed the customers and found out that none of them was happy!

Before you go hot footing it in search of a solution, get a feel for the scope of the problem. Is it something you and your team can solve in the time allotted? If not, either get more time or, even better, sit down with your boss and break the problem down into bite-size chunks. Figure out what the end product of each chunk will be: a recommendation, an implementation plan, a new product design, and so forth. Figure out what resources you will need to reach your goal and get a commitment from your boss that you will have them. Doing all this ahead of time can save you a lot of grief a few months down the road. Structuring your project properly at the beginning may not guarantee your success, but it at least gets you off to the right start.

SOMETIMES YOU HAVE TO LET THE SOLUTION COME TO YOU The McKinsey rules of problem solving, like all rules, have their exceptions. You will not be able to form an initial hypothesis every time. Sometimes, the client will not know what the problem is, just that there is a problem. Other times, the scope of your project will be so large—or so vague—that starting with an IH will be worthless. Still other times, you will be breaking new ground and nothing in your experience will point to a solution. Don’t panic! If you get your facts together and do your analyses, the solution will come to you.

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.

I worked on one monolithic system, for example, where we had 4,000 unit tests, 1,000 service tests, and 60 end-to-end tests. We decided that from a feedback point of view we had way too many service and end-to-end tests (the latter of which were the worst offenders in impacting feedback loops), so we worked hard to replace the test coverage with smaller-scoped tests. A common anti-pattern is what is often referred to as a test snow cone, or inverted pyramid. Here, there are little to no small-scoped tests, with all the coverage in large-scoped tests. These projects often have glacially slow test runs, and very long feedback cycles. If these tests are run as part of continuous integration, you won’t get many builds, and the nature of the build times means that the build can stay broken for a long period when something does break.

It is a conservation of momentum: what is diminished by time is augmented by the pencil. As the idea fades, the agitation around it has to increase to keep it alive; and as the scope of the architectural profession also reduces, the designer’s visible impact on the object increases, as if to recall lost powers.

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.

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 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)

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.

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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.

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?”)

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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.

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.

Jung, however, stressed that projection was both an inevitable and necessary component in our psychological development as it is one of the primary means by which we can gain an awareness of elements residing in our unconscious. After projecting an element of our unconscious, the healthy thing to do is to recognize the subjective origin of the projection, to withdraw it from the external world, and to integrate this element of our personality into conscious awareness. Only by withdrawing our projections and becoming aware of the faults we previously projected onto others, can we ever hope to take corrective measures. This process of withdrawal and integration is a difficult task for it takes courage to face up to one’s weaknesses and dark qualities. But while difficult, this task is crucial in the battle of life, for failure to confront one’s shadow leaves these elements free to grow in scope and influence.

The Journey to Warranted Christian Belief Warrant: The Current Debate and Warrant and Proper Function (1993) The Reformed epistemology of 1983 had a rather narrow focus when it came to the nature and scope of knowledge. By merely defending the rationality of belief in God, Plantinga was assuming that rationality was important and perhaps even central to the nature of knowledge. But perhaps it’s not. And perhaps justification isn’t crucial either, if by that we mean some feature of our beliefs that we can just see, and that gives us the right to hold our beliefs. Rather, what might be really important for knowledge is proper function. And by merely defending the rationality of belief in God, the Reformed epistemology project had a very narrow scope. What about the rest of knowledge and belief? How should

I shake my head. If I don’t pursue talking to Lois, then this was for nothing. I’ve wasted everyone’s time. I am a fraud. If I do try to talk to Lois, I risk confronting a woman for a project I’m not even sure the scope of, and she’ll know I’m a fraud. I have once again tangled myself up in expectations I’ve invented for myself, a test I’ve failed with nobody keeping score.

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Waiting until you have everything ready before getting started is like sitting in your car and waiting to leave your driveway until all the traffic lights across town are green at the same time. You can’t wait until everything is perfect. There will always be something missing, or something else you think you need. Dialing Down the Scope recognizes that not all the parts of a given project are equally important. By dropping or reducing or postponing the least important parts, we can unblock ourselves and move forward even when time is scarce.

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

The organization presented here, however, works for many student research projects. Keep in mind that advisors, committee members, and potentially external reviewers will evaluate the final proposal on clarity, content, and whether specified guidelines are met. The following is the content and organization I recommend: 1.   A cover page, which contains the title, your name, committee member names, and the date 2.   An introduction to the problem describing the general scope of the project and why it is important 3.   A literature review synthesizing prior research and describing the theoretical framework of your research 4.   Specific objectives or research questions and hypotheses (when appropriate) your proposal addresses 5.   A detailed description of your research methods, including data collection and analytical approaches 6. Project significance and implications 7.   An annotated time line for the anticipated completion of the research 8. An alphabetized list of references 9. Appendix (optional)

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.

There are downsides to working at consultancies. The most common: Career development-wise, these companies usually don’t offer paths to above staff engineer-level, which is one step above senior engineer. The scope of work is limited to what the customer sets. Consultancies are generally hired for projects that a customer considers to be outside its core competency. Not much focus on good software engineering practices. Clients pay for short-term results, not for a developer to work on long-term things like reducing tech debt. It might be hard to switch to product-focused companies later. Companies that build products like Big Tech, startups, and scaleups tend to have very different cultures where maintainability is important, as is taking the initiative. Working at a consultancy for too long can make the switch to these places harder.

top research company in Myanmar scene is powerful and different, with a few driving organizations offering thorough types of assistance to organizations looking to comprehend and enter the neighborhood market. Here are a portion of the top exploration firms in Myanmar: Myanmar Study Exploration (MSR): Laid out as the main free exploration organization in Myanmar, MSR brags north of 25 years experience. The organization offers an expansive scope of administrations including quantitative and subjective exploration, web-based entertainment research, and CATI (PC Helped Phone Talking) research. MSR is known for its profound comprehension of the nearby market and its capacity to convey experiences across different areas like farming, medical care, and customer products (Statistical surveying Organizations) . STP Exploration Myanmar: STP Exploration Myanmar (Single Touch Point Co., Ltd.) works in both market and social examination. With a rich history of leading north of 150 examination projects, STP has shown skill in areas like wellbeing, farming, schooling, and monetary effect evaluations. Their accomplished group offers subjective and quantitative examination administrations, custom fitted to meet the particular necessities and spending plans of their clients (STP Myanmar) . Aventura Exploration Myanmar (ARM): ARM gives a far reaching set-up of statistical surveying administrations including brand following, client experience, secret shopping, and B2B research. ARM is especially noted for its imaginative methodology and the utilization of a delegate portable exploration board of more than 85,000 shoppers spread across Myanmar. This permits them to catch continuous bits of knowledge and convey significant outcomes to their clients (ARM) . Statistical surveying Myanmar by YCP Solidiance: Under the umbrella of YCP Solidiance, Statistical surveying Myanmar assists organizations with growing in the Burmese market by giving proof based statistical surveying and methodology suggestions. Their administrations incorporate market section and development technique, cutthroat benchmarking, channel model distinguishing proof, and M&A warning. They have major areas of strength for a record of helping global organizations in exploring the neighborhood monetary scene and recognizing manageable learning experiences (Exploration in Myanmar) . Xavey Exploration Arrangements: 1. Xavey Exploration Arrangements is known for its tech-driven statistical surveying arrangements. They have practical experience in catching "in-the-occasion" bits of knowledge through portable and advanced stages, which is essential for grasping powerful purchaser ways of behaving in Myanmar. Their inventive methodology considers proficient information assortment and examination, settling on them a favored decision for educated clients seeking influence computerized instruments for top research company in Myanmar 2. These organizations feature the top research company in Myanmar , offering a scope of administrations that take care of different business needs from top to bottom area examinations to constant shopper bits of knowledge. Each firm brings its exceptional assets and procedures, guaranteeing that organizations can track down the right accomplice to assist them with prevailing in the Burmese market. Whether it's through customary subjective techniques or high level advanced procedures, these organizations are exceptional to give the experiences important to informed direction and key preparation.

While scope, schedule and cost constraints are important, a PM might ignore the fact that a project has to deliver business value to avoid “the operation was a success, but the patient died” syndrome.

Before leaving Hammersmith, Dekker and Simpson had discussed what type of bullet should be used. ‘It all depends,’ Dekker had said, ‘on whether you want me to stop this guy dead, literally, or just stop him. If I use a hollow-point or a dumdum bullet, at the ranges you’re talking about, a hit anywhere on the torso is going to kill him pretty much instantly.’ Simpson had shaken his head. ‘If we need him dead, you can put a bullet through his head, right? No, just use standard copper-jacketed rounds, and hopefully there’ll be enough left of him to talk to us afterwards.’ Dekker took five rounds out of the box and loaded the magazine, then pressed it into the slot in front of the trigger guard. The last item was the scope. The normal sight used on the AW rifle was from the Schmidt and Bender PMII range, but Dekker preferred something slightly different. He’d chosen a huge Zeiss telescopic sight that offered variable magnification, and incorporated a laser sighting attachment which would project a spot of red laser light directly onto the target, but he probably wouldn’t need to use that, not at this range.

Biodiesel Plants In recent years, SRS International Biodiesel, biodiesel washing, factory automation services, turnkey biodiesel refineries and commissioning services, including hanging the biodiesel plants machine is a category launched. SRS International Biodiesel trade scope project consulting and services, process design, equipment manufacture and supply, engineering tools, establishment and after sales service are also included. It's a huge Biodiesel Plants in Temecula, CA. Machinery manufacturing plant and engineering companies: mainly grain, oil, engaged in general contracting of engineering warehouse, storage, Machinery and equipment manufacturing and oil equipment and grain purchases; By deep processing of oil products; Owners turnkey projects realized.

Properly Defining a Project's initiation: Experience teaches that when the customer anticipates something without specifically requesting it, and it is missing from the exclusion list while other nonrequested items are included, the customer argues that the anticipated item is in scope.

Since the nineteenth century, white feminists have had a critique of the ways white men have attempted to sexually regulate their bodies. They have decried the demands for sexual chastity, purity, and monogamy that American culture has presumed to be white women’s civic duty. But often the critique stops there. White women never make the leap toward solidarity. That solidarity would be rooted in the fact that the terms and limits of Black women’s and white women’s sexual agency (while certainly not equal in the scope of terror and violence) are both bound up with the project of white supremacy. Far too frequently, white women’s notions of antiracist solidarity is defined solely by their willingness to date Black men. I’m coming back to that momentarily.

Tim Warren, director of Research and Technical Services, set out to prompt innovation in the technical function of Shell’s exploration business. To trigger innovative new ideas, Tim tried to encourage employees to spend some their time working on “bootleg projects” and “nonlinear ideas” that are outside their normal job scope.

Our experts can help to identify which properties within the vicinity falls under the scope of the Party Wall Act. As a leading Party Wall Service, we use our years of industry experience to provide party wall advice to all parties who are involved. Our team is experienced in a myriad of issues, which is why, regardless of the project, we can help. Whether it is domestic extensions or perhaps a large commercial development project, our advice is meant to help clients in the best possible way.

A project’s contributor growth is a function of its technical scope, support required, ease of participation, and user adoption.

At Willow Dumpsters, we make hiring the right size and type of dumpster quick, simple, and affordable in Concord, North Carolina. We are a locally owned and operated dumpster rental company that offers superior customer service with affordable dumpsters in Concord, NC. We have a large inventory of dumpsters, which means that regardless of the size or scope of your project, our dumpsters will be more than enough to fulfill your needs in Concord and other surrounding areas in North Carolina.

For the best dumpster rentals Cornelius NC has to offer, look no further than Willow Dumpsters, a locally owned and operated dumpster rental company. We have a large inventory of dumpsters, which means that regardless of the size or scope of your project, our dumpsters will be more than enough to fulfill your needs. We have also made renting a dumpster a quick and easy process. Simply click on “Book Now,” fill out a few fields with the required information, and we’ll send a dumpster your way.

Our goal with a product-based funding model is to value the achievement of organizational and customer outcomes, such as revenue, customer lifetime value, or customer adoption rate, ideally with the minimum of output (e.g., amount of effort or time, lines of code). Contrast this to how projects are typically measured, such as whether it was completed within the promised budget, time, and scope.

Across a multitude of species and cultures, galactic history revealed a persistent theme. Once a society reached a plateau of wealth and technology, it switched to developing cultural richness, entering the Age of Legacy. In that epoch, projects of every type and scope aspired to eclipse mere function, endeavoring to maximize cultural wealth.

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.

In fact, our assumption is that many of these conversations can be quick. The earlier you raise an issue, catch a misunderstanding, or ask a question to clarify intentions, the sooner you clear it up and move on. The longer you let things fester, the bigger the problem becomes. So investing seven minutes now to sort through why you and your client seem to have different expectations about the scope of a project will save you seven hours (or seven months) of confusion, frustration, and cost overruns down the road.

pushed for a “Second Bill of Rights” based upon Franklin D. Roosevelt’s “Four Freedoms” (freedom of speech, freedom of worship, freedom from want and freedom from fear). How any government would go about banishing “want” and “fear” from human life is not exactly clear, but the sheer magnitude of the project ensures that any government attempting it would require authoritarian powers beyond those available in a representative republic such as ours. We should hardly be surprised that Soros wishes to rewrite the Constitution, given the scope of his ambitions. Nor should we be surprised that the

In 1933, the U.S. Senate approved legislation introducing a thirty-hour workweek. Although the bill languished in the House of Representatives under industry pressure, a shorter workweek remained the labor unions’ top priority. In 1938, legislation protecting the five-day workweek was finally passed. The following year, the folk song “Big Rock Candy Mountain” climbed to the top of the charts, describing a utopia in which “hens lay soft-boiled eggs,” cigarettes grow on trees, and “the jerk that invented work” is strung up from the tallest tree. After World War II, leisure time continued its steady rise. In 1956, Vice President Richard Nixon promised Americans that they would only have to work four days a week “in the not too distant future.” The country had reached a “plateau of prosperity,” and he believed a shorter workweek was inevitable.8 Before long, machines would be doing all the work. This would free up “abundant scope for recreation,” enthused an English professor, “by immersion in the imaginative life, in art, drama, dance, and a hundred other ways of transcending the constraints of daily life.”9 Keynes’ bold prediction had become a truism. In the mid-1960s, a Senate committee report projected that by 2000 the workweek would be down to just fourteen hours, with at least seven weeks off a year. The RAND Corporation, an influential think tank, foresaw a future in which just 2% of the population would be able to produce everything society needed.10 Working would soon be reserved for the elite.

The moment they appeared on the scene, the first optical devices (Al-Hasan ibn al-Haitam aka Alhazen's camera obscura in the tenth century, Roger Bacon's instruments in the thirteenth, the increasing number of visual prostheses, lenses, astronomic telescopes and so on from the Renaissance on) profoundly altered the contexts in which mental images were topographically stored and retrieved, the impera- tive to re-present oneself, the imaging of the imagination which was such a great help in mathematics according to Descartes and which he considered a veritable part of the body, veram partem corporis. Just when we were apparently procuring the means to see further and better the unseen of the universe, we were about to lose what little power had of imagining it. The telescope, that epitome of the visual prosthesis, projected an image of a world beyond our reach and thus another way of moving about in the world, the logistics of perception inaugurating an unknown conveyance of sight that produced a tele- scoping of near and far, a phenomenon of acceleration obliterating our experience of distances and dimensions.

In the case a bricklayer working for a subcontractor on the Perth Stadium construction project suffered serious injuries when he single-handedly began to remove two overhead steel purlins that were in the way when he was building a wall. One of the discussions in the case was the extent to which the principal should have provided training to the subcontractor about workplace health and safety hazards associated with the work. In that context, the court observed: Pursuant to its contract, NeoWest had autonomy in how it was to complete the works and it was the appropriate body to provide the training and induction within its specialised area and to specify the methods to be used in performing the tasks required of its workers. It would not have been reasonably practicable, or indeed wise, for the first defendant to impinge on NeoWest's training and induction of its own employees as to the proper and safe method of completing the works within its scope of works and area of expertise and specialised knowledge, possibly to override or even contradict that training and induction. Each individual trade's expertise and specialist knowledge was the very reason why the first defendant engaged subcontractors to perform the various works in the first place, rather than complete them itself.60 This limited (although still very onerous) obligation is consistent with a social approach to managing wicked problems. As I argue later in the book, you cannot solve wicked problems – we cannot solve safety. All we can do is “tame” the problem of safety – do the best we can.

Back then I was walking right into people's homes in the projects and in the ghettos. All the welfare in the world couldn't help them from what they suffered. When couldn't bear the social work anymore, I went into psychology, hoping maybe I could understand, deep down, the impact of their traumas-what it was that made their ascent nearly impossible. Psychology led to me studying history and seeing the real scope of how we got here. Do you really understand how long four hundred years of suffering is, Charlie? And that's just on these shores. What that does to the mind, it's hard to comprehend. Especially when it was still happening. So I started speaking, calling it out, doing everything I could to stop it so a collective healing could finally begin. But it was like trying to move a mountain. And so I learned quickly that the only way to move a mountain is to shake the earth. That don't have a thing to do with them. The mountain is us. The mountain is our minds. The mountain is our hope. That's how Haitians won their freedom against all odds. They found themselves together on the same frequency.

If the fork in question is provably limited in scope, that helps, as well — avoid forks for interfaces that could operate across time or project-time boundaries (data structures, serialization formats, networking protocols).