Management and leadership training outline,uts training & development services,the secret circle episode 2 wiki - PDF Review

Recruiting, Hiring, Training - Where it all starts and where to go from there Setting the Example – Learn how you are being perceived by your teams and what you can do to become the best example for them Coaching – When and how to do it for maximum benefit. It’s All in the Execution – Learn how to avoid the pitfalls that lead to poor execution of company directives and standards. This workshop is suited to Area, District and Regional Managers, Store Managers who are being prepared for promotion and Retail Business Owners.
Directive Communication™ (DC) is a foundation science of how people act and react to each other in groups, and how that relates to Productivity, Leadership, and Workforce Effectiveness. There are four programs to choose from, each with a specific purpose to achieve your organizational goal. The Discovery Module will consist of a series of interviews and information gathering sessions with a number of employees of the organization. Strategic Planning analyses the information gathered, and presents HR and senior management with the quantifiable outcome for each high potential during the program.
The roles of leadership in improving organizational culture will be discussed and established. Transformational Directive Communication Component to consist of 6 One-day training events. Through the application of DC psychology and experiential methods, the initial one day workshops are designed to stimulate and enhance cooperation and initiative at the mental level. The reason this program is successful over other types of initiatives is that the psychological foundations are expanded by the employees themselves, not by management and not by consultants. From the core group, individuals create DC A-teams incorporating different organizational hierarchies (i.e. The interaction for the purpose of achieving higher personal standards and higher levels of living is cultivated through change in associations and beliefs about their environment and others. As systems and teams are created, a support structure for greater drive, higher emotional acuity, and a superior sense of purpose within the work environment is cultivated. Selected Participants will be able to assist staff to use more creativity in problem solving and take greater initiative to handle difficult situations. Selected Participants will be immersed in interactive exercises that will develop confidence and competence in the Directive Communication Discipline that is disseminated throughout the organization. Selected Participants will be able to use Directive Communication Psychology to apply new strategies that will make work more fulfilling, rewarding and fun for their subordinates and the people they work with. Selected Participants will be able to use Directive Communication Psychology to replicate what they have learned and apply tactics that multiply the effect of the program and projects within the organization to affect a more cooperative and fulfilling work culture. Arthur is very inspiring, by enabling greater understanding of his Directive Communication Concepts, he transforms the way we look at business, marketing, and relationships.
If the program fails to meet the metrics mutually set in the strategy session, provided that all workshop participants complete their projects properly in the time allocated, then you (the client) pay only $1.00 plus expenses.
Cultivating a Vision Ceered Culture will require 12 to 15 days over a 3 Month period (Timing may very depending on thnte size and complexity of the organization).
It is a daguerrotype, the first commercially successful way of producing permanent images with a camera, which involved fixing the picture on a copper plate. 1906: Availability of panchromatic black and white film and therefore high quality color separation color photography. G+ #Read of the Day: The Daguerreotype - The daguerreotype, an early form of photograph, was invented by Louis Daguerre in the early 19th c.
The first photograph (1826) - Joseph Niepce, a French inventor and pioneer in photography, is generally credited with producing the first photograph. Easy Peasy Fact:Following Niepcea€™s experiments, in 1829 Louis Daguerre stepped up to make some improvements on a novel idea. When you have determined who will be responsible for each portion of your team's debate, it is up to ou to prepare yourself for the challenge that lies ahead. What charcters are there?A  What are there jobs?A  Use Xmind to chart it out.A  The beggining of the book has the names. If you were heading to the antartcita today, what would you pack?A  What would you buy from REI? In the book Shipwreck at the Bottom of the World, Sir Earnest Shackleton had to make a tremendous amount of decisions that would impact the life or death of his crew. In the end we can paste all of them together and make connections as to what type of leader he was. Michael Boll is a Grade Seven teacher and Technology Coach at Concordia International School, Shanghai.
As a Technology Coach, Michael is an enthusiastic designer and presenter of professional development workshops. As a middle school educator, Michael enjoys working with "distracted" students and offering them, and their parents, systems and strategies to help them function more effectively in a busy school environment.
We would like to invite Agile Practitioners to Agile Coach Camp Canada - West, an Open Space Conference to be held in Vancouver, BC on the weekend of June 17-19, 2016. The annual gathering at Agile Coach Camp creates opportunities for our Agile community to share our successes, our learning, our questions and our unresolved dilemmas a€“ all in an energizing and supportive environment.
The Open Space Technology, Unconference format, encourages participants to join the conversation.
Each of us can make a contribution to the art and science of helping people and teams be their best as they deliver valuable software.
As you probably know the Exposure Draft of the PMBOK v6 Guide is making its way through review at the moment.
Looking through my web site visitor statistics it is clear that one of the popular resources is my PMBOK v4 Guide to Agile mappings. I get the feeling that DSDM is considered by many people outside of the UK as the uncool, out-of-touch great-uncle of agile.
On the one hand I applaud any approach that helps bring the benefits of iterative methods and increased collaboration to organizations, especially those that have previously resisted them. If your project is simple, visual and being undertaken by a small, co-located team then an agile approach is likely a good fit. Also, given the complexity of large systems, the chance of getting something complicated done right through a sequential process is very small. These benefits coupled with others around an increased sense of ownership and accountability by the team for having been involved more in the planning and ongoing steering of the project, I believe large complex projects need agile techniques more than small simple projects.
I am not saying large projects should be run purely with agile methods, they need additional layers of rigor and communication, but there are some great scaling frameworks like Disciplined Agile Delivery (DAD) that do this without losing the benefits of iterations, adaptation and empowered teams. The next stage after Denial and Anger is Bargaining, where people try to avoid or minimize the impact of a change by making some highly visible or not really substantive bargains. As an example Gartner states their Mode 1 approach that is traditional and sequential emphasizes safety and accuracy, but I would feel much safer and confident in a system where the highest priority features were developed first and have been reviewed and tested in every iteration since, than an approach that had lots of careful planning and then testing performed towards the end of the project. If it has a redeeming feature it is that it could lead to the introduction of some iterative based projects, that then open the door to more agile projects, in organizations that had up until then resisted agile methods.
Following the update to the PMI-ACP Exam with the addition of the new a€?Agile Principles and Mindeseta€? domain I updated my PMI-ACP Exam Prep book and have now just finished the new questions for FASTrack Exam simulator.
As an early release bonus you can receive 30% discount off my book and the FASTrack exam simulator.
2) Your upcoming project will be the organization's first use of agile, and the sponsor asks you about tailoring the new methodology. Adapting the new methodology will be a good way for the team to learn about agile practices. The team should become comfortable with the new methodology before we consider changing it.
We should wait to adjust our practices until we see where the team runs into difficulties applying them. In trying out the product increment, the customer thought of another feature to add to the backlog. In the demo, the customer decided that the team hadn't completed one of the items selected from the backlog for that iteration. 4) Your cutting-edge project has several major risks that the team wants to eliminate as quickly as possible.
5) You ask the product owner to allocate the financial return expected from the project across all the product features. Just make up some numbers as a starting point, we'll refine the exact amounts as we proceed. We need this information to do a cost-benefit analysis of the product features and prioritize the backlog.
8) If your progress toward the sprint goal is being threatened because you haven't yet gotten the website copy from marketing, what should you do? 10) After several months, the agile team you are leading has finally reached the Performing stage. 11) As team coach, what should be your attitude toward your team membersa€™ individual goals and personal motivations? Cultivate them; personal goals are an important reason why people want to be successful at work. Understand them; try to align personal motivations with the teama€™s progress toward the project goals.
Leverage them; use individual goals to persuade team members to raise their performance level.
12) The developers have just finished building a product increment and will present it to Sara in a demonstration tomorrow. 13) A few months ago the members of the delivery team seemed to be arguing constantly, and they needed a lot of guidance from their team leader. 14) For iterations 1 through 6, the teama€™s velocity tracking chart shows 20 points, 35 points, 18 points, 23 points, 25 points, and 22 points. 16) You mention in a meeting that agile teams focus on people rather than processes and tools.
If we get the right people on the team, the processes and tools they are using won't matter.
Having an empowered team is more important for project success than the processes and tools being used.
A project's chances of success are heavily dependent on whether we can get the best people on the team. 17) When you are working with a Scrum team, who is primarily responsible for ensuring that value is delivered by the project? 18) The business representative for your lean team hasn't been available for a few weeks due to a crisis in a foreign subsidiary. 19) In the iteration retrospective, the team's coach reminds the pair programming teams that everyone owns the code, and it is important that all of that knowledge be shared.
20) You've found a more efficient way to analyze the lab test results that you and your teammates are evaluating in the current spike. Explanation: Daily stand-up meetings are typically the earliest source of warning signs or indications of potential problems, since these meetings occur every day. Explanation: Agile practices should be mastered and fully understood before we attempt to customize them. Explanation: To understand this question you need to think about why we ask the product owner for this information. Explanation: Ideal time refers to how long it will take to complete a work item if there are no interruptions, impediments, delays, or distractions. Explanation: Since sprints are timeboxed, when a sprint ends we stop working and return any incomplete work to the backlog for replanning. Explanation: One of the key functions of a daily stand-up meeting is to share information about problems and impediments to progress. Explanation: Agile leaders try to align their team membersa€™ individual goals and personal motivations with the teama€™s progress toward the project goals. Explanation: This scenario describes a team that is moving from the Storming stage to the Norming stage. Explanation: The model that describes the stages of adult skill acquisition is the Dreyfus model. Explanation: Agile teams follow Agile Manifesto value 1, a€?individuals and interactions over processes and tools,a€? because experience has shown that having an empowered team is more important to the success of an agile project than the processes and tools they choose to use. Explanation: The product owner has the primary responsibility for ensuring that value is delivered by a Scrum project. Here is a link to my slides from the recent PMI-SAC Professional Development Conference. It was great to catch up with old friends at the conference and receive such positive feedback about my presentation.
It is interesting to note that sub-steps 2 and 3, a€?Benefits Analysis and Planninga€? and a€?Benefits Deliverya€? are iterative.
This is an aside, but a repeating pattern we often encounter is something I call the a€?Thick Sandwicha€?. Middle managers and their processes are created to optimize the process, add rigor and controls, but often just hinder the process.
Removing or lessening this layer of management interference is critical to ensuring benefits are delivered. So it is the outcome a€“ the benefits and not the outputs a€“ the project deliverables that we should be focused upon. While numerical approaches do exist for trying to convert these benefits into financial measures (For instance: a€?Negative press around the Product X launch may deflate share price by 5%a€?) by definition these measures are harder to quantify. We have to be careful when using agile for projects targeting Reputation and Safety benefits. The team may push rapidly ahead on new components and even on trying new approaches to development, but these are not the final solutions. Projects undertaken primarily for Goodwill and Learning benefits are great candidates for agile approaches. Benefits management focusses on the bigger picture view of why we undertake projects and programs. Benefits Management takes the longer term, not just scope, schedule and budget criteria view to track the Whya€™s of projects to delivered benefits. I ran a couple of Calgary based PMI-ACP courses three years ago when the exam first came out. In October 2015 the PMI rolled out the updated version of the PMI-ACP exam, based on feedback from hundreds of existing credential holders and agile practitioners.
I was a founding member of the steering committee that designed and developed the exam content outline. The course will be capped to 15 people for better Q&A and will take place at historic Fort Calgary which is close to downtown on 9th Avenue and has free parking.
The course has a 100% pass rate and uses Turning Technologies audience response technology.
Even though several people reported receiving their books last week, Canada Post takes a little longer, but today I got my first look at the second edition of my PMI-ACP Prep book.
Ita€™s a hefty text book now, but the extra material is support, more explanation and feedback suggestions from hundreds of readers of the first edition. If we lose a team member and need to replace them; a job posting needs to be created and sent out to agencies and online forums.
A point often overlooked is not this initial hire effort, but the subsequent, much larger learning cycle before becoming a productive team member. So, the cost of losing a team member and having to recruit and train another could easily be $5,120 + $60,480 + $40,320 = $105,920. We have an excellent selection of management training DVDs, leadership training DVDs, and supervisor training DVDs as well as audio CDs, and workshops to help with your management, leadership and supervisor development programs. Cross Cultural Conference Room: An Interactive Video Seminar - DVD - Free Online Preview Available!
Management Combines Forces with Unions—Northwest Airlines - DVD - Free Online Preview Available! Management Styles: Paternalistic and Collaborative: Training Point Issues in Management #1 - DVD - Free Online Preview Available! Management Styles: Authoritarian and Delegative: Training Point Issues in Management #2 - DVD - Free Online Preview Available!
The Aging Workforce: Training Point Issues in Management #3 - DVD - Free Online Preview Available!
Generational Diversity: Training Point Issues in Management #4 - DVD - Free Online Preview Available!
With a softening economy reducing revenues and stiffening competition in the high-tech sector, a time comes when even the most successful business plans must be adjusted. One hundred years ago American management faced many of the problems it confronts today—poor productivity, rapid technological change, and heightened competition. The Cross-Cultural Conference Room program provides unique and timely insight into the global business world. One of the beauties of this exceptional program is that it is designed to be used with or without an on-site trainer, with or without your participants coming together as a group, and with or without individualized (at-home) learning modules. Told in the form of a fable, this animated program provides an effective and humorous way of communicating Total Quality Management philosophy. Change and growth inevitably force companies to make critical decisions at unexpected moments.
Management experts consider the Cuban Missile Crisis one of the most successful decision making processes in history. The Cuban Missile Crisis video is not a history lesson, but an examination of the leadership style and processes that led President Kennedy’s Executive Committee not just to a good decision, but to the optimal decision. You may rent Cuban Missile Crisis on DVD for $225.00 (Please, call with your training dates - 1-253-759-6639). Dynamic Leadership in Turbulent Times - DVDIf terrorism and scandal have undermined the strength and credibility of American business, so too have they stimulated a new determination to improve the way business is done. In a world that bombards you with things to remember, true success may rest in your ability to forget! Regardless of our good intentions, each of us is susceptible to flawed beliefs and behaviors that negatively impact us, the people we work with, the environments we work in, and the results we get.
You may rent Forget For Success on DVD for $195.00 (Please, call with your training dates - 1-253-759-6639). Jamie Oliver’s passion and vision transformed a bunch of unemployed kids into an efficient, organised team, capable of running a first-class London restaurant, Fifteen. Jamie shows enormous responsibility throughout the project, personally, professionally and financially.



Program footage from Jamie's Kitchen (c) 2004 FremantleMedia Limited, Fresh One Productions and Channel 4. In the symbolic context of a dramatic story taking place on a cross-country train journey, this video introduces the concept of the Heroic Environment, accomplished through eight principles that can lead to greater productivity, quality, job satisfaction, and profits in an organization. Learn the 8 principles of the Heroic Environment that lead to greater productivity, quality, job satisfaction and profits in an organization.
Learn how Shared Values--trust, unselfish mentoring, risk taking, uncompromised truth, openness to new ideas and putting the interests of others first--lead to the standard for Heroic Relationships. You may rent A Journey into the Heroic Environment on DVD for $195.00 (Please, call with your training dates - 1-253-759-6639). If meetings and training sessions are an essential part of your organization, you know the importance of getting off to a good start. The video's four problem-solving steps encourage everyone to look at challenges from a new perspective.
To remain competitive and to respond effectively to the demands of change, organisations are looking for greater leadership from their people. While managers and strong management teams are always important to the continued success of an organisation, it is during times of rapid change that organisations most need leaders. This is a complete turnkey workshop with facilitator's guide, participant guide, overhead slides, and video included.
Part One presents a historical and conceptual overview of Servant-Leadership -- how it came to be developed and how it is currently defined. You may rent Servant Leadership on DVD for $195.00 (Please, call with your training dates - 1-253-759-6639). Running with the Bulls This journey into the heart of the New Economy combines dramatic tales of high finance with revealing portraits of some of America’s most powerful business leaders.
Living on the Fault Line As a microcosm of "Main Street America," this program focuses on the self-proclaimed City of the Future—San Diego, California—which has hitched its star to the promise of aggressive new information-age companies and rapid globalization.
Learning to Survive This episode brings some encouraging news to viewers about public schools that are preparing youth and retraining adults to provide the backbone of our 21st-century workforce. Beating the Bottom Line Businesses on the verge of shutdown are rescued by creative partnerships enlisting management, labor, and communities in the common goal of providing for the long-term good of all. Essentially, a manager’s style is the way he or she makes decisions, relates to subordinates, and lays out a vision for an organization.
Nine of the corporate world’s top executives explain how they are leading their companies into the 21st century.
As in most of America, an economic earthquake shook southern California in the early 1990s. You may purchase City of the Future—San Diego Economic Strategist, Neil Whitely-Ross on DVD for $299.97.
Irwin Jacobs, an engineer by training and an industry pioneer, has been a prime catalyst for San Diego’s telecommunications industry.
Apart from hiring (or better yet, promoting from within) great managers, organization has to make sure that they are well equipped with the right tools and training. Using this psychology in a Systematic Process to inspire ownership within the individual, team, and organization, DC sets the emotional and decision-making base for optimizing workforce attitudes and cooperation. All allow the creation of an environment that reenforces cooperation, creativity and passion that will lead to an overall improvement in quality of life in and out of work.
Also outline and get approval for, the required support from management for its successful implementation. Specific strategies to catalyze vision alignment and make it congruent with organizational objectives will be established. Simultaneously Senior Management will have 6 separate one hour coaching sessions to support the initiative. Systems are set up so as to promote leadership drive and innovation for the well being of individuals and the organization’s mission.
Our managers and staff have indicated measurable results in their productivity and their ability to minimize conflict. If the set objectives are met or exceeded, then you pay for the consulting package in full plus expenses. Talbot was active from the mid-1830s, and sits alongside Louis Daguerre as one of the fathers of the medium. Niepcea€™s photograph shows a view from the Window at Le Gras, and it only took eight hours of exposure time!The history of photography has roots in remote antiquity with the discovery of the principle of the camera obscura and the observation that some substances are visibly altered by exposure to light. Again employing the use of solvents and metal plates as a canvas, Daguerre utilized a combination of silver and iodine to make a surface more sensitive to light, thereby taking less time to develop.
You should have answers prepared which will be used to respond to your opponents questions. This assignment is worth ________ points and wil be graded based upon your ability to debate this issue and convince the judges that you are indeed deserved of your claim.
Recap your previous points breifly and throw in something extra that they will remember upon leaving the room. However, Michael understands that some of the best coaching is done in a one-to-one situation.A  Sometimes educators want to take what they have just learned and implementA  it (with assistance) in their classrooms.
I have been working with the PMI on some iterative, adaptive and agile content and look forward to when the non-disclosure agreements are lifted and I can tell you all about it. These were created many years ago to support a training course I used to run for project managers operating in environments governed by PMBOK v4 Guide processes.
It is NOT a how-to-do-agile in a PMBOK based company, a project executed only through the steps discussed in the guide would be a nasty Franken-process that is neither agile or plan based. While somewhat related to modern agile, it is kind of forgotten about or dismissed as outdated or not applicable. Despite helping create DSDM 22 years ago I still sometimes struggle explaining its origins and role in the Agile Manifesto to people who are not familiar with it. However, big, complex, embedded systems undertaken by large and distributed teams also benefit from an iterative approach to the early identification of risks, confirming true requirements and surfacing gaps in understanding. Likewise, we cannot expect a project manager to understand all the technology portions, project dependencies and estimation outliers.
However, Bimodal IT steers companies away from many of the tools ideally suited for large projects.
The first stage is Denial, we refuse to believe this is real, is happening to us, or applies to us. For example, a€?OK, I will use an iterative approach, how about I make my iterations 6 months long?a€? Here, the resistor is negotiating or bargaining terminology a€?I will use an iterative approach whena€¦a€? for an excuse to continue operating pretty much as they were before.
It appeals to organizational leaders who do not really understand or believe in the benefits of an agile approach, but are under pressure to keep up with the times, offer agile projects to their teams, appear responsive to their business community. The Atkins diet was very popular because a rule like a€?No Carbsa€? is simple and people liked that. Simple rules like Mode 1 traditional and Mode 2 agile-ish are appealing since they are easy to follow. It polarizes project selection when we should be looking more at hybrid models for large projects. I think Gartner should not end with the Bimodal framework, but use it as a foot-in-the-door primer for the Next Steps of continued evolution. Feedback from people taking the exam indicated more difficult and more scenario based questions were wanted.
The new FASTrack exam features over 500 PMI-ACP questions with answers and explanations to get you ready for passing your PMI-ACP exam as quickly as possible. But now they seem to have worked through their issues and their team leader isn't as involved on a daily basis. After doing the job for a little while, she is now gaining confidence and is able to make independent decisions. Fortunately, the team has a good sense of the backlog priorities and has been able to continue making progress in her absence. Apparently there were some inconsistencies in the refactoring that was done between different teams, and as a result, there are some unnecessarily complex structures that will need to be reworked and simplified. The third question in that meeting asks about impediments to progress, which could be signs of problems. If we change the practices first and then encounter problems, we won't be able to tell if those problems are due to the changes we made or other causes. Although the customer might also think of another feature to add to the backlog, they would still approve the iteration if the work that was done meets the goal that was set.
The team could also use risk-based spikes for their risk reduction efforts, and their latest risk-adjusted backlog would reflect the currently expected monetary value of the remaining risks. The team needs to assign a financial value to each product feature as a starting point for creating a risk-based backlog, where the anti-value of the risks is ranked along with the value of the product features. Since this meeting is held every day, it gives the ScrumMaster almost immediate information about any issues the team is facing, which replaces the need for separate meetings to discuss issues. They do this by managing the product backlog and making sure the team has a correct understanding of the project vision, the project goals, and the product requirements. Although this team might conceivably be using a Scrum-XP hybrid, there is nothing in the scenario to indicate that. The theme for the conference was Back to The Future and my presentation explained how projects throughout history have managed uncertainty and how we do it today. It was a bit of a departure for me, delving into history, but an enjoyable one and I learned lots researching it. Work is prioritized with the highest business value items done early and definitions of a€?donea€? that focus on acceptance rather than completion of work help ensure benefits are truly delivered.
It describes the situation where workers want to do the right thing and executives and senior managers want business benefits, but placed between them is a layer of middle management who, while well intentioned, tend to obstruct common sense and efficient delivery. In many large organizations too much emphasis is given to a€?are you following process?a€? rather than a€?are you creating value?a€? This is largely because it is easier to measure if a project is following process than if they are adding value. Gate reviews, retrospectives and PMOa€™s have to be careful to focus on these outcomes and not the outputs to keep returning focus to benefits.
We can have projects to build transport infrastructure, create attractions and hire employees, but the benefits of opening a theme park only come about when all are accomplished at the appropriate times. They engage the business frequently and work iteratively towards what the business wants which may be different from what was first asked for.
The longer and larger an endeavor, the more likely it is that business, the market and sponsors will change. Rather than slicing a project horizontally into activities and doing all the requirement gathering, then all the analysis, and then all the design; agile projects slice vertically developing and delivering small increments of functionality.
I firmly believe the iterative nature of agile that delivers candidate solutions early, bakes the most significant elements in up front and employs far more review and feedback cycles leads to higher quality solutions. They go fast to uncover gaps in understanding sooner to build a better product in the long run. The frequent lookbacks at the benefits and process being used themselves foster goodwill and learning opportunities.
Often project managers, who are rightly close to their projects, cannot see the bigger picture of what success looks like. Agile projects take a business value driven approach that usually aligns with benefits but still needs higher level coordination. Since then the certification has grown in popularity from niche to mainstream with over 10,000 people now holding the credential.
The new Exam Content Outline has been restructured with the addition of a new domain a€?Agile Principles and Mindseta€? to focus on thinking and acting in an agile way as opposed to simply implementing agile processes and hoping for improved results.
We based the exam on what agile practitioners with a year or twoa€™s experience should know to be effective. Following the course each participant receives a personalized follow-up study plan based on their sample question performances. It includes the activities of recruiting, retaining, developing and rewarding people along with workforce planning.
We then need to sift through replies and come up with a short list of candidates to consider further.
A convenient Tayloristic view of management believes one developer can be swapped out for another. The COCOMO II estimation model has Team Cohesion scaling factor that is used to a€?account for the sources of project turbulence and entropy because of difficulties in synchronizing the project participantsa€?.
This program filmed at the Haas School of Business at the University of California, Berkeley, brings together Carly Fiorina, chairman and CEO of Hewlett-Packard, and John Chambers, president and CEO of Cisco Systems, to confront the challenges of leadership during times of change.
This program shows how mechanical engineer Frederick Taylor attempted to meet these challenges through “scientific management,” an early 20th-century program aimed at organizing and making ruthlessly efficient all aspects of industrial production. The program demonstrates how teams of experienced managers from the United States, South America, and Japan, all working for the same multi-national company, attempt to solve a product failure dilemma. However, because of the great disparity in their decisions, two of the teams come together to reach a final recommendation. In the mythical province of Credo, the townspeople express concern over the decline of commerce and work together to identify the measurable costs of quality—prevention costs, appraisal costs, internal failure costs, and external failure costs. Acting under pressure, many organizations make decisions that fall short, that operate in a frustrating cycle of trial and error, that can waste millions of dollars. In 13 pressure-packed days, President Kennedy’s Executive Committee debated and successfully resolved how to respond to the threat of attack by Soviet-controlled nuclear weapons installed in Cuba, a mere 90 miles from the Florida coast. If the five essential elements of leadership and work processes used during these meetings led to a decision that neutralized the threat of nuclear attack, think of what these elements can do for your organization’s decision making teams. In this program, two of the New York region’s top executives—Charles Lee, chairman and co-CEO of Verizon Communications, and Arthur Ryan, chairman, CEO, and president of Prudential Financial—reflect on corporate America after September 11th, business ethics in a post-Enron world, and industry regulatory issues.
Excess mental baggage can unconsciously weigh you down, hold you back, and take up precious space in your brain. He also has a clear vision of where he wants the project to go and can communicate this in a way everyone can understand. He learns about himself and about his team, discovering which techniques of leadership work best for each team member. John Spencer is a frustrated assistant plant manager returning home from a job interview by train, where he meets "Kip" Kiplinger, a successful self-made businessman with the wisdom of years and colorful stories to go with it. If your goal is to get everyone to contribute, this quick and quirky video is the way to achieve it.
Margaret Wheatley, graphically illustrates astute insights into human behavior with poignant film clips from the film, It’s A Wonderful Life. Dianne Cleary reveals her winning leadership strategies to help you on the road to leadership.
In addition, MBA students and faculty ask questions about the power of stock options to attract potential employees and whether entrepreneurial drive is a good quality in job candidates. Greenleaf planted a seed of an idea which continues to grow in its influence on society with each passing year. This program is designed to assist the viewer in identifying and understanding those Servant-Leadership characteristics which he or she might want to develop and practice further. Smith depicts the massive power shift in the American economy from major corporate CEOs to Wall Street money managers.
Companies that have moved manufacturing operations to Mexico are examined, along with the negative effects such moves have had on Mexican and American workers.
In this concluding episode of Surviving the Bottom Line, Smith finds companies that are generating new jobs and keeping work in America, while still achieving the New Economy’s competitive goals. This program examines five widely recognized management styles, commonly identified as autocratic, persuasive, consultative, participative, and laissez faire.
This is the second installment in the popular series The View from the Top, hosted by Pulitzer Prize-winning journalist Hedrick Smith.
Jacobs is a co-founder of Qualcomm, a spectacular high-tech success story, making a name by developing innovative digital and wireless technologies. Group discount applies to 3 or more participants from the same company registering at the same time.
Length ranges from a minimum of 5 days to a maximum of 16 days, dependent on organizational needs and can be stetched over a period of three months for flexibity of staff and management with a hectic schedule. These workshops apply the Directive Communication 3R Protocol (Reposition, Rapport and Replication)l throughout.
An understanding of psychological process used during this program and the objectives of EACH project will be established.
They gain a strong sense of purpose because they fulfilling their own needs through the organization, not just doing the job. In our follow-up sessions, each has demonstrated a greater aptitude in bringing out the best of themselves and their colleagues. Porta (1541-1615), a wise Neapolitan, was able to get the image of well-lighted objects through a small hole in one of the faces of a dark chamber; with a convergent lens over the enlarged hole, he noticed that the images got even clearer and sharper. Though he is most famous for his contributions to photography, he was also an accomplished painter and a developer of the diorama theatre. As far as is known, nobody thought of bringing these two phenomena together to capture camera images in permanent form until around 1800, when Thomas Wedgwood made the first reliably documented although unsuccessful attempt. Imagine that you are from the other teams and determine what questions may be asked of your team. I think I can state, without saying too much, that people can expect to see a natural evolution of mainstreaming techniques that are now considered common practice. Instead, it is a thinking tool and discussion guide only for people operating in environments with both plan-driven and agile type. While some Not Invented Here (NIH) prejudice is natural, there is a cruel irony in DSDM first being criticized for being too large and bureaucratic to be truly agile because it includes architectural elements and program management guidance, then 20 years later SAFe, LeSS and DAD adding these elements for large enterprise suitability. In Gartnera€™s words a€?Bimodal IT is the practice of managing two separate, coherent modes of IT delivery, one focused on stability and the other on agility. Engaging the team more through collaborative practices to better estimate, plan and identify risks produces much more robust plans.
Traumatic loss or change is often accompanied by a surreal, outside-observer feeling as we struggle to accept what has happened or is happening. By publicly adopting Bimodal IT, they can push the small, trivial projects through an agile methodology - appeasing critics while clinging to their more comfortable traditional, sequential model. Ask a nutritionist though and they will do two things, first they will explain that while it has some truth to it, the real makeup of good nutrition is more complex and varies depending on a large number of factors. However, like any restrictive diet, they are at best an over simplification and at worst are potentially harmful. You can plan in detail and analyze requirements with reviews and tools a€“ I spent 10 years of my software career working on very formal military projects a€“ but, I believe the best way to discover if software works is by working the software.


It promotes more of a bargaining adoption of iterative methods and empowered teams than a serious acceptance of where these approaches can help all project types. So, while it currently has some use as a gateway or stepping stone to deeper thinking about project approaches, it should not be considered a destination for IS policy as it stands today.
The FASTrack exam simulator complements the book and provides references to which page in the book to read if you need more information about a topic. However, there are now two work packages that haven't been approved yet--and at the end of this week there will be three. Someone suggests that the code standards should be updated once the differences are worked out, and you all nod your heads in agreement. Problems might also be uncovered in retrospectives and demos, but usually that isn't the earliest opportunity to discover them. The other two options (missing refactoring, user testing, and QA testing) describe activities that should have been done during the iteration. For this purpose, it is most important to get the relative value of the product features right. So here the team leader would have changed her style from Coaching to Supporting, rather than vice versa--but that switch would have been in response to the team, not the cause of the change.
Also, although the business representative has switched to another focus, that isn't the main point being illustrated here.
I also introduced a half-serious idea that the PMI accidently removed most of the theory on managing uncertainty in their attempt to simplify and serialize project management so they could document it in the PMBOK Guide and create multiple choice questions based on it.
So, we need to get benefits from them, or at least think we will get benefits from them, to start projects in the first place. This aligns them well for benefits tracking and management, but there is more to understand to truly integrate agile projects with effective benefits management. Agile is well aligned at CMMI levels 1 (Initial), 2 (Defined) and 3 (Managed), it also perfectly aligns with CMMI level 5 (Optimizing) that focuses on process improvement but runs afoul on the documentation and controls layer of CMMI level 4 (Quantitatively Managed). Usually, this is a good thing, however for larger programs of work, we need to ensure these local optimizations do not compromise the integration and global optimization of benefits. Terminating a waterfall project 50% of the way through might yield lots of documentation but no usable solution. Critical elements have more review, testing and usage within the project environment than waterfall developed components.
They are human-centered, adaptive, collaborative endeavors and work well on humanitarian and process improvement initiatives that naturally follow progressive rollout and adaptation.
We wanted a methodology agnostic credential that captured the agile practices used on most projects most of the time. The book is currently available for 30% off from RMC here and is also included in the course. It has been restructured to match the new PMI Exam Content Outline domains and has a new section on Agile Mindset.
So it is not that there is now more to learn rather more material to help you on your way to earning the PMI-ACP credential. From an agile perspective much of what we do on agile projects helps with talent management.
Next comes reviewing candidates with the project manager, arranging interviews, interviewing candidates (preferably with team involvement), following up on references, salary negotiations and hopefully finally hiring someone.
However, for a large, complex project it often takes smart, motivated individuals 3 months of learning to get up to speed with the business and technical domain and a further 6 months before they become truly productive.
In addition, MBA students and faculty ask questions about Fiorina’s and Chambers’ successes and failures. The film includes original footage which Taylor and his peers shot for the pioneering time-motion studies that paved the way for automated assembly lines.
The non-scripted deliberations bring out striking ethical and cultural differences in decision-making, teamwork, and management styles.
Part of the new two-part Jamie’s kitchen training series, Fifteen lessons on leadership demonstrates that leadership is an activity and not a position. He demonstrates how a good leader is prepared to tackle the unpleasant tasks as well as the pleasant ones. As the journey begins, Kip explains to John how job satisfaction is dependent upon work environment. From Wall Street to the Mexican maquiladoras, Smith shows how the forces that have generated American growth and dynamism are also producing job instability for millions of middle-class Americans. This episode features the inside story of the Chase Manhattan–Chemical Bank merger, spiced with a rare behind-the-scenes profile of mutual-fund manager Michael Price, and his battle with Chase CEO Thomas Labrecque. In San Diego, we meet winners like the entrepreneurs who are creating their own tomorrow, as well as those Americans who are having trouble earning a secure tomorrow by loyalty and hard work. A rare visit to schools in Shanghai, China, where thousands of young people are gearing up to compete in the global marketplace, underlines the urgency of our educational mission here in the States.
Viewers learn about each style’s characteristics, advantages, drawbacks, and practical applications. In ten short years, Qualcomm burst from a 25-million-dollar start-up company to a 2-billion-dollar corporation with global ambitions.
Each participant can identify opportunities to lead, nurture the Communicator mind-set and take the action to apply their leadership skills. We will continue to implement Directive Communication courses and use the CBCI in our international curriculum and highly recommend Arthur and his technology to any organization wishing to make the most of their human capital.
Schulze mixes chalk, nitric acid, and silver in a flask; notices darkening on side of flask exposed to sunlight. A daguerreotype, produced on a silver-plated copper sheet, produces a mirror image photograph of the exposed scene.
Be sure that you work together so that all members of your team have an adequate background of the positions and arguments thatyou will be proposing. The questions should be specifically directed to your opponents and should be concise and clear.
You should take notes during the entire debate so that you may refer to these in your final presentation of your team's views.
Describe opportunities you see emerging as we seek to improve the organization of knowledge work. Then through the iterative approach of developing real, executable slices of the application, the validity of these estimates can be checked and refinements made to model the likely outcomes. Since most organizations have significantly more small projects than large ones it may even appear that half or more of the projects being undertaken are Mode 2, agile projects when this represents only a small proportion of the project work being undertaken. The second thing they will do is to start explaining the large number of factors and either confuse you, send you to sleep, or make you wish you never asked them in the first place.
Finally, it propagates dangerous sequential process models for large and complex projects that really need iterations more than small, simple projects.
The team can keep going for a while, but the longer they have to wait for feedback and approval the more likely it is that they will get off track. You definitely wouldn't wait and work around the issue, since agile emphasizes early detection and resolution of problems, whether internal or external. We can't really tell from this scenario how negotiable the story is, but the description of a online store is broad so it sounds like there is room for discussion. Many of the questions on the PMI-ACP exam will be ambiguous like this; in that case, read the question carefully, rule out the wrong answers, and look for the option that fits BEST. Often the benefits of a project are not fully realized until after the project is finished.
Here again the well-intentioned layer of rigor and control can act as a value delivery inhibitor if we are not careful.
A perfectly executed project that completed every document and passed every gate review but failed to deliver benefits is a colossal waste of time and resources. These changes along with more practice questions increases the page count by some 85+ pages.
We encourage empowered teams and give people autonomy over how they work which improves satisfaction and motivation. I went through this recently for a developer on a software project and estimated the total time to the organization to be 64 hours.
Taking Richard to task for, among other things, disastrous inconsistency in decision-making and poor communication with employees, Robinson suggests re-motivating workers by building bridges of trust and respect—and, failing that, by the exit of the boss himself. By viewing how the management teams discussed the same problem, and came to sharply different conclusions, you will observe cultural differences that are rarely recognized and seldom understood. Through this evaluation of how they run their businesses, the province of Credo regains its prominence and the townspeople gain an understanding of the importance of individual contribution. Kip proceeds to introduce the concept of the Heroic Environment, where people are treated with respect, trust and dignity, contribute more, and rise to their potential. Using fun riddles and entertaining animation, this short video will supercharge everyone's brain before the real business of the session begins.
Systemic changes in education and new kinds of labor-management cooperation bode well for greater U.S.
Another case study shows the corporate turnaround methods of Sunbeam’s former CEO Al Dunlap, critiqued by Lucent Technologies’ chairman Henry Schacht and others. We see the high-tech elite as well as blue-collar factory workers and white-collar middle managers, forced into downward mobility or temp and part-time jobs. Optimistic teachers, students, principals, and activists provide refreshing proof that all children are capable of learning and that displaced working people can reconnect to the economy by retooling their skills in the classroom.
Experience from countries such as Holland and Canada points to new ways America can support and protect its growing mass of temp workers and use workers’ pension funds to help both business and labor—with partnerships being the key to success.
The video also emphasizes that while a leader may prefer a particular style, different management approaches should be used depending on the culture of the business, the unique nature of the workforce, and the specifics of the work required.
In the aftermath, business and civic leaders sought to reinvent San Diego—a microcosm of America. Jacobs has lived the promise and the perils of the fiercely competitive and fast-paced world of high-tech industry, where product cycles are short, competition is global, and what’s hot today can be obsolete tomorrow.
The alchemist Fabricio, more or less at the same period of time, observed that silver chloride was darkened by the action of light.
Chemistry student Robert Cornelius was so fascinated by the chemical process involved in Daguerrea€™s work that he sought to make some improvements himself. Organizations often find themselves trying to harvest what they can (if anything) from long-running initiatives that need to change. To accomplish this, he lists and explains eight principles, which cover values such as uncompromised truth and trust, as well as concepts like unselfish mentoring, openness to new ideas, risk taking, and putting the interests of others first. One special feature of this program is the personal stories of couples caught in the "time bind" of the New Economy—the competing poles of family, home, children, and two careers. They envisaged a city of the future: a high-tech center for software development, biomedical research, and wireless communications that would drive San Diego’s economic growth into the next century.
It was only two hundred years later that the physicist Charles made the first photographic impression, by projecting the outlines of one of his pupils on a white paper sheet impregnated with silver chloride. It was commercially introduced in 1839, a date generally accepted as the birth year of practical photography.The metal-based daguerreotype process soon had some competition from the paper-based calotype negative and salt print processes invented by Henry Fox Talbot. And in 1839 Cornelius shot a self-portrait daguerrotype that some historians believe was the first modern photograph of a man ever produced. Agile Manifesto principle 6 states that the most efficient way of conveying information within a development team is a face-to-face conversation.
Sitting a level higher than individual projects and operating over longer timelines, programs are better positioned to identify, track and transition benefits from individual projects or groups of related projects. Obviously they do not call this a€?salvaginga€?, a€?rescuinga€? or a€?trying to get something useful from all that money we spenta€? since there are reputations and facades of leadership at stake.
The principles are illustrated with lively stories and examples from Kip's wide experience in business and living.
Neil Whitely-Ross, Vice President of the San Diego Economic Development Corporation, is a leading strategist and pitchman for the city. As a starting point for individual action, five characteristics of Heroic Behavior are finally given in simple, practical terms.
Whitely-Ross’s mission is to attract high-end jobs to San Diego by aggressively selling the advantages of cheap labor in Mexico to companies all across America, and to their global competitors. The photos were turned into lantern slides and projected in registration with the same color filters. In 1802, Wedgwood reproduced transparent drawings on a surface sensitized by silver nitrate and exposed to light. Nicephore Niepce (1765-1833) had the idea of using as sensitive material the bitumen, which is altered and made insoluble by light, thus keeping the images obtained unaltered.
Long before the first photographs were made, Chinese philosopher Mo Ti and Greek mathematicians Aristotle and Euclid described a pinhole camera in the 5th and 4th centuries BCE. He communicated his experiences to Daguerre (1787-1851) who noticed that a iodide-covered silver plate - thedaguerreotype -, by exposition to iodine fumes, was impressed by the action of light action, and that the almost invisible alteration could be developed with the exposition to mercury fumes. In the 6th century CE, Byzantine mathematician Anthemius of Tralles used a type of camera obscura in his experimentsIbn al-Haytham (Alhazen) (965 in Basra a€“ c. It was then fixed with a solution of potassium cyanide, which dissolves the unaltered iodine.The daguerreotype (1839) was the first practical solution for the problem of photography. In 1841, Claudet discovered quickening substances, thanks to which exposing times were shortened.
More or less at the same time period, EnglishWilliam Henry Talbot substituted the steel daguerreotype with paper photographs (named calotype). Wilhelm Homberg described how light darkened some chemicals (photochemical effect) in 1694. Niepce of Saint-Victor (1805-1870), Nicephorea€™s cousin, invented the photographic glass plate covered with a layer of albumin, sensitized by silver iodide. The novel Giphantie (by the French Tiphaigne de la Roche, 1729a€“74) described what could be interpreted as photography.Around the year 1800, Thomas Wedgwood made the first known attempt to capture the image in a camera obscura by means of a light-sensitive substance.
Maddox and Benett, between 1871 and 1878, discovered the gelatine-bromide plate, as well as how to sensitize it. As with the bitumen process, the result appeared as a positive when it was suitably lit and viewed. A strong hot solution of common salt served to stabilize or fix the image by removing the remaining silver iodide.
On 7 January 1839, this first complete practical photographic process was announced at a meeting of the French Academy of Sciences, and the news quickly spread. At first, all details of the process were withheld and specimens were shown only at Daguerre's studio, under his close supervision, to Academy members and other distinguished guests. Paper with a coating of silver iodide was exposed in the camera and developed into a translucent negative image. Unlike a daguerreotype, which could only be copied by rephotographing it with a camera, a calotype negative could be used to make a large number of positive prints by simple contact printing. The calotype had yet another distinction compared to other early photographic processes, in that the finished product lacked fine clarity due to its translucent paper negative. This was seen as a positive attribute for portraits because it softened the appearance of the human face. Talbot patented this process,[20] which greatly limited its adoption, and spent many years pressing lawsuits against alleged infringers. He attempted to enforce a very broad interpretation of his patent, earning himself the ill will of photographers who were using the related glass-based processes later introduced by other inventors, but he was eventually defeated. Nonetheless, Talbot's developed-out silver halide negative process is the basic technology used by chemical film cameras today.
Hippolyte Bayard had also developed a method of photography but delayed announcing it, and so was not recognized as its inventor.In 1839, John Herschel made the first glass negative, but his process was difficult to reproduce. The new formula was sold by the Platinotype Company in London as Sulpho-Pyrogallol Developer.Nineteenth-century experimentation with photographic processes frequently became proprietary. This adaptation influenced the design of cameras for decades and is still found in use today in some professional cameras. Petersburg, Russia studio Levitsky would first propose the idea to artificially light subjects in a studio setting using electric lighting along with daylight. In 1884 George Eastman, of Rochester, New York, developed dry gel on paper, or film, to replace the photographic plate so that a photographer no longer needed to carry boxes of plates and toxic chemicals around. Now anyone could take a photograph and leave the complex parts of the process to others, and photography became available for the mass-market in 1901 with the introduction of the Kodak Brownie.A practical means of color photography was sought from the very beginning.
Results were demonstrated by Edmond Becquerel as early as 1848, but exposures lasting for hours or days were required and the captured colors were so light-sensitive they would only bear very brief inspection in dim light.The first durable color photograph was a set of three black-and-white photographs taken through red, green and blue color filters and shown superimposed by using three projectors with similar filters. It was taken by Thomas Sutton in 1861 for use in a lecture by the Scottish physicist James Clerk Maxwell, who had proposed the method in 1855.[27] The photographic emulsions then in use were insensitive to most of the spectrum, so the result was very imperfect and the demonstration was soon forgotten. Maxwell's method is now most widely known through the early 20th century work of Sergei Prokudin-Gorskii.
Included were methods for viewing a set of three color-filtered black-and-white photographs in color without having to project them, and for using them to make full-color prints on paper.[28]The first widely used method of color photography was the Autochrome plate, commercially introduced in 1907.
If the individual filter elements were small enough, the three primary colors would blend together in the eye and produce the same additive color synthesis as the filtered projection of three separate photographs. Autochrome plates had an integral mosaic filter layer composed of millions of dyed potato starch grains.
Reversal processing was used to develop each plate into a transparent positive that could be viewed directly or projected with an ordinary projector. The mosaic filter layer absorbed about 90 percent of the light passing through, so a long exposure was required and a bright projection or viewing light was desirable. Competing screen plate products soon appeared and film-based versions were eventually made. A complex processing operation produced complementary cyan, magenta and yellow dye images in those layers, resulting in a subtractive color image. Kirsch at the National Institute of Standards and Technology developed a binary digital version of an existing technology, the wirephoto drum scanner, so that alphanumeric characters, diagrams, photographs and other graphics could be transferred into digital computer memory.
The lab was working on the Picturephone and on the development of semiconductor bubble memory. The essence of the design was the ability to transfer charge along the surface of a semiconductor. Michael Tompsett from Bell Labs however, who discovered that the CCD could be used as an imaging sensor.



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