...FTC_booklet_282644.indd 1 12/12/07 2:17:02 pm FTC_booklet_282644.indd 2 12/12/07 2:17:59 pm Contents To the limit? Beyond the mountain Keep hope alive! page 4 page 6 page 8 These texts look at different kinds of challenges, from taking part in extreme sports to experiences that change the way people think. They also explore how facing a challenge can inspire people. Facing the challenge FTC_booklet_282644.indd 3 3 12/12/07 2:18:04 pm In this article, Louise Rogers tries to understand why young people are attracted to extreme sports. You can now go deep sea diving without oxygen and do parachute jumping from space. These activities are apparently some of the latest examples of extreme sports. They certainly sound extremely dangerous, and it’s tempting to call them extremely stupid too. You begin to wonder what people will do next: white water rafting without the raft? Skateboarding down Everest? What exactly are extreme sports anyway? According to sports expert Angie Naidoo, they are action sports usually done by someone on their own rather than in a team. ‘Extreme sports involve more than one of the following: speed, height, danger or spectacular stunts,’ explains Angie. ‘They are also often about challenging some aspect of the natural world, whether it’s defying gravity or scaling a very high mountain. They are not all as extreme as parachuting from space! And extreme sports are not just a recent trend either: skiing, skateboarding, in-line...
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...Windows 7; MIS 2 – Spreadsheets including Excel 2013; and MIS 3 – Word Processing and Presentation Graphics including Word 2013 and PowerPoint 2013 OR pass the online hands-on challenge exams for MIS 1, MIS 2 and MIS 3. Click the following link for more information about the online hands-on challenge exams for MIS 1, MIS 2 and MIS 3. Information for MIS 1, MIS 2 and MIS 3 Challenge Exams MIS 123 CHALLENGE EXAM SCHDULE |Exam Date |Exam Date |Exam Date |Exam Date | |Sep 12, 14 |Oct 10, 14 |Nov 14, 14 |Dec5, 14 | |Exam Time |Exam Time |Exam Time |Exam Time | |9:00 - 9:50 am |9:00 - 9:50 am |9:00 - 9:50 am |9:00 - 9:50 am | |10:00 - 10:50 am |10:00 - 10:50 am |10:00 - 10:50 am |10:00 - 10:50 am | |11:00 - 11:50 am |11:00 - 11:50 am |11:00 - 11:50 am |11:00 - 11:50 am | |Lunch Break. |Lunch Break. |Lunch Break. |Lunch Break. | |1:00 - 1:50 pm |1:00 - 1:50 pm |1:00 - 1:50 pm |1:00 - 1:50 pm | |Exam Location |Exam Location |Exam Location |Exam Location | |Tahoe 1009...
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...BEST PRACTICES OF SUCCESSFUL VS. UNSUCCESSFUL PROJECT MANAGER Project management is a very important powerful tool and technique used in firms for starting projects and completing goals. Project management is a process that entails, initiating, planning, executing, controlling and finishing a particular plan or project. As projects are increasingly becoming part of the daily business of many companies, they recognize the need for well-trained project managers with the capabilities of delivering complex projects successfully. Project Managers operate in firms of all sizes that is continuously faced with product development, processes and time constraints; combined with the need for cross-functional expertise because it is critical for the company’s success. As Project Managers strive to meet specific goals of a particular project, they need to be proficient in facilitating the entire process of meeting the needs and expectation of all stakeholders involved in or affected by the project activities. Projects fail for many reasons but they are typically management based. Not only do project managers need the right qualifications and commitment for the delivery of a successful project, but also poses great leadership skills. At each stage, this paper identifies several reasons why project managers succeed and fail at implementing projects successfully. Goals and Vision: Great project managers...
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...T E AM B E A C H B O D Y ® S U C C E S S C L U B T E AM C H A L L E N G E 2011 OFFICIAL RULES S P O N S O R E D B Y : B E A C H B O D Y , LLC 1. Challenge Period: The Success Club Team Challenge 2011 begins on July 1, 2011, at 12:00 AM Eastern Time ("ET"), and ends on August 31, 2011, at 11:59 PM ET (“Challenge Period”). The Challenge Period includes several separate but related challenges and two (2) qualification periods. The first qualification period, the Sprint to Success Qualification Period, begins on July 1, 2011, at 12:00 AM ET and ends on July 31, 2011, at 11:59 PM ET (“Sprint to Success Qualification Period”). The second qualification period, the Participation and Overall Qualification Period, begins on July 1, 2011, at 12:00 AM ET, and ends on August 31, 2011, at 11:59 PM ET (“Participation and Overall Qualification Period”). Beachbody LLC’s (“Sponsor”) computer is the official time-keeping device for the Challenge Period and each Qualification Period. 2. Challenge Description: In the Success Club Team Challenge 2011 (“Team Challenge” or “Challenge”), Sponsor invites Coaches to join into teams and compete for individual and team rewards, as set forth herein. In addition to meeting all other terms herein, to be eligible for the Challenge and Challenge rewards, Coaches must form and register a team comprised of five (5) Coaches; however, each team may include only two team members who have achieved a lifetime rank of Diamond or above, and only one of those two team...
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...Management By Project vs. Management By Objectives What is Management by Project (MBP)? In the marketplace of ideas, MBP is a direct competitor to Management by Objectives (MBO) - the prevailing style of organizational management for over 50 years. MBP is relatively new, but it is a very potent improvement over MBO. That's why I believe MBP is the next great frontier of organizational leadership and organizational management - if we can give MBP a strong foundation. This article defines MBP in a new way, so that it is more competitive with MBO. This article also shows how MBP can benefit from the "radically simple" implementation of Earned Value Management (EVM) that we explored in the previous two articles in this series [1][2]. What is MBO? Management by Objectives is a "technique used to manage people based on documented work statements mutually agreed to by manager and worker. Progress is periodically reviewed, and in a proper implementation, the worker's remuneration is tied to performance."[3](p.339). MBO "is the prevailing style of management in most organizations" and it "entails giving employees goals/targets, measuring their performance against these targets, and then ranking them against their peers or some other performance appraisal system."[4] The Case Against MBO In 2004, Joseph F. Castellano wrote a compelling paper that demonstrates how MBO can lead directly to unhealthy internal competition, unethical behavior, and a work environment of fear and...
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...enterprise-oriented • Project-focused responsibilities strived to provide consulting, mentoring and training. These were the primary means for AtekPC to implement PMO in their organization. • Enterprise-oriented responsibilities focused on portfolio management, PM standards and project performance. • To derive the benefits (It performance in project performance, efficiency and resource utilization) from consistent project practices. • Providing mentoring and support project management for key projects identified by the IT executives. • To better prioritize what we work on, and taking a lead from that idea for building a business understanding of whatever the idea comes along. 2. Challenges of implementing PMO Intro: CIO faced with a lot of difficulties when implementing a PMO in AtekPC. Regardless of the technical challenges during the implementation, the core problem was of the PMO lacking organization support, from the top to the bottom. • There was not enough executive stakeholder support. • There was no visibility of the program. • There was a conflict of interests within departments. • People were reluctant to change the ways they had been doing things. Challenges to overcome: Light or heavy? • PMO vision and role were not clearly defined. There was no complete consensus regarding its purpose, its responsibilities, and its authority. It had evolved slowly. • Not enough executive stakeholder support...
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...of people together for one cause or objective in order to accomplish a mission, goal or project. I feel that Mr. Aston did not have the skills to adequately build his team mainly due to the fact they were older and had longevity in the organization and the age difference they had over him. So it was a natural challenge for him to adapt and find ways to build his team and lead them in the best possible way. He would definitely have to get them committed to the goals of the company and put the organization first. He stated that they would never stay past their clock out time and would leave meetings if it cut into their time because of outside obligations. He would also have to cultivate a sense of team spirit. Teambuilding in my opinion starts with effective communication and a commitment from all involved. Without these elements present in the team the project will in essence be inefficient and more than likely non effective. Conflict Resolution- Conflict is natural in any business because everyone has their way of doing things. I think what brought it to this organization is change. When people are set in their ways change is a challenge, in this case it was a young PM overseeing an older group of seasoned employees that are not wanting change. I think that Mr. Aston should familiarize himself with the dynamics for the environment and organization of which he now works. As the text states a good manager will have a sixth sense to see conflict coming. (Kerzner, 2006). Timing...
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...Points to remember before you participate in this discussion: * Assume, you one of the member of a real group discussion. * Take the initiative to participate and contribute your thoughts. * Express your positive attitude towards providing the solution. | Xcez said: (Wed, Dec 3, 2014 04:06:18 PM) | | | | Management takes a dual process of both art and science, when PLANNING, he/she need some statistical data to enhance him/her project in to the future, procuring data has to do with science. When COORDINATING his/her work force (employees) , he/she needs that human relation skills, to be able to achieve the planned goals and objectives, and this has to do with art. Conducting a feasibility study or market research need science technique and the ability to implement and sustained this result, the management needs art techniques. | Rate this: +0 -0 | Nagaraju said: (Sat, Nov 22, 2014 10:55:57 PM) | | | | I think management has elements of both art and science. It may not be proper to term it as pure science or pure art. In fact, it is a science as well as an art because science and art are both complementary to each other. As cossa has said, "science requires art, art requires science, each being complementary to each other". It may be concluded that there is no hard and fast line between art and science of management. The former(science) will have to solve problems and establish principles which might be applied with benefit to the latter(art)...
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...Share PageRecommendRecent ActivityConnect via Meebo Continue Reading » Advertisement You will be redirected to the page you want to view in seconds. FIND IT: JOBS CARS HOMES APARTMENTS DATING DELAWAREONLINE TV FOODIE TV SIGNATURE SPARK 247 CLASSIFIEDS SUBSCRIBE TODAY News Communities Sports Business Entertainment Life Opinion Obituaries Help Blogs Crime & Courts Gov't & Politics Education Data Special reports Traffic Lotteries Nation/World LATEST HEADLINES They fought the law ... and they could win Aggrieved couple challenge instant ticketing and find sympathetic ears on federal appeals court- 1:03 am Suit over commercial complex set for US court in 18 months After spending some time in legal limbo, a lawsuit challenging Sussex County's denial of a...- 12:57 am Urbanization may threaten region's rich fishing industry Fish like herring, perch and striped bass don't do as well when land uses shift from rural and...- 12:48 am Wilmington Newark Hockessin/Pike Creek Chateau New Castle Middletown Kent County Sussex County Get Published Blogs High Schools UD DSU/Colleges Phillies Eagles 76ers Flyers NASCAR Gambling Buy Tickets LATEST HEADLINES Colonials capture title, tourney spot WILMINGTON — Twice, William Penn 285-pounder A.J.- 1:47 am Paul’s final shot dooms Sixers PHILADELPHIA — There wasn’t much more that Andre Iguodala could do.- 12:09 am A victory and then some for St. Elizabeth WILMINGTON — St...
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...Executive summary Dubai World is one of the largest semi government organization in Dubai. It is a mammoth organization which has server entities under its operations. It has recently gone through a wave of restructuring and various other cost cutting measures to ensure that they remain competitive and effective in the wake of increasing costs and falling revenues. To address this concern the management introduced a performance management system or alternatively known as PMS. The intentions have been noble but the execution of the PMS has not been as successful as they aimed to be. The PMS starts with the objective setting which is agreed by the employee and the line manager. The objectives are then reviewed at the end of the period. This is done to assess the success or failure of the employee in reaching the objectives. The more the employee reaches or meets the objectives the higher rewards he/she is entitled to be. Furthermore, the top management is excluded from the overall PMS which makes it a fatal error for any successful implementation. The emphasis on the employee development is also clearly lacking which needs to be addressed if Dubai World wishes to attain a performance management system which can contribute fully towards reaching the objectives and improving the competencies and skills of the employees. All these ideas are explained in detail in the report. Overview of the organization Dubai is a holding company having a host of other companies like dry docks...
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...as well as markets, you need to evaluate your international strategy. Here’s a framework to help you think through your options. by Pankaj Ghemawat W Managing Dif ferences Ian Whadcock The Central Challenge of Global Strategy hbr.org | March 2007 | Harvard Business Review 59 YEL MAG CYAN BLACK HEN IT COMES TO GLOBAL STRATEGY, most business leaders and academics make two assumptions: first, that the central challenge is to strike the right balance between economies of scale and responsiveness to local conditions, and second, that the more emphasis companies place on scale economies in their worldwide operations, the more global their strategies will be. These assumptions are problematic. The main goal of any global strategy must be to manage the large differences that Managing Differences arise at borders, whether those borders are defined geographically or otherwise. (Strategies of standardization and those of local responsiveness are both conceivably valid responses to that challenge – both, in other words, are global strategies.) Moreover, assuming that the principal tension in global strategy is between scale economies and local responsiveness encourages companies to ignore another functional response to the challenge of cross-border integration: arbitrage. Some companies are finding large opportunities for value creation in exploiting, rather than simply adjusting to or overcoming, the differences they encounter at the borders...
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...Project Management Achieving Competitive Advantage Chapter One • Introduction: – Why Project Management? What is a Project • Two definitions of project: – A project is a unique venture with a beginning and end, conducted by people to meet established goals within parameters of cost, schedule, and quality – Projects are goal-oriented, involve the coordinated undertaking of interrelated activities, are of finite duration, and are all, to a degree, unique • Difference between process and project – Process refers to ongoing, day-to-day activities in which an organization engages while producing goods or services; process uses existing system, properties, and capabilities in a continuous, fairly repetitive manner – Projects take place outside the normal, process-oriented world of the firm What is a Project (con’t) • A project can be considered to be any series of activities or tasks that: – Have a specific objective to be completed within certain specifications – Have defined start and end date – Have funding limits – Consume human and nonhuman resources – Are multifunctional What is a Project (con’t) • Various elements of projects: – Projects are complex, one-time process: a project arises for a specific purpose or to meet a stated goal; they are complex because they typically require the coordinated inputs of numerous members of the organization – Projects are limited by budget, schedule, and resources: project work requires that members work with limited...
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...Project Kick-Off Meeting Dwayne A. Blanchette BUS 611: Project Planning and Management Dr.: Donald McKay April 25, 2016 Recently the project charter for transitioning the Quick Drop 100 (QD100) from New York to Florida received final authorization. I was awarded the project and assigned as project manager (PM) to lead a team of qualified individuals and complete the task of relocating the QD100 program to the state of Florida. The next step in the preparation phase is to hold a project kickoff meeting. This meeting will be used to acclimate team members, clients, and other attendants to ensure everyone understands the key players and their respective roles. As the PM I plan to generate enthusiasm, motivation, and excitement while maintaining a guided discussion regarding the content, schedule, and duration of the project from start to finish. To prepare for the meeting I will accomplish several preliminary tasks. The most important areas to consider during preparation include identifying stakeholders, communication methods, team building, accountability and code of conduct. Once the tone has been set and key points discussed the meeting will conclude by first reiterating member expectations and responsibilities followed by a summary of all pertinent information. The bottom line is this kickoff meeting will be presented as such to ensure all relevant attendants and stakeholders are provided a transparent achievable list of goals. Stakeholders A significant...
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...Address rrao@utdallas.edu Office Location SM 3.701 Teaching Assistant Office Email Address Administrative Assistant Office Phone Email Address Mohammad Zia McDermott 1.406N Mohammad.Zia1@utdallas.edu Andrea Hapeman SM 3.704 972-883-4743 andrea.hapeman@utdallas.edu Course Pre-requisites, Co-requisites, and/or Other Restrictions MKT 6301 or equivalent Course Description Pricing is the way a firm produces revenues from the value created by its product offerings. Much of marketing involves activities that are costly for the firm, while revenue generation depends on pricing that is sustainable and profitable. Students in this course will learn both the principles that can guide pricing and the practical considerations that make pricing a challenge. Sustainable and profitable pricing stands on three legs: costs, competition and consumer value. Some managers focus too much on costs, while others focus too much on competition. Decisions made in this way are typically not good. As we will see in this course, a manager is best served by making sure that pricing is consistent with the positioning strategy and thus fits well with other choices such as segmentation, advertising and distribution. Those interested in careers in brand management, technology marketing, consulting, product management and strategy will all find something useful in the course. It is useful to have a numbers orientation to get the...
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...PMI; Excellence on a Global Scale. A PM’s ‘toolbox’ includes numerous tools and techniques. In order to produce a successful project, a PM must integrate the shareholder’s needs and expectations with the knowledge areas (Carstens, D., Richardson, G., Smith, R., 2013) as illustrated below. Stakeholders’needs and Expectations | 9 Knowledge Areas | | ProjectSuccess | | Core Functions | | | | Scope Mgt. | Time Mgt. | Cost Mgt. | Quality Mgt. | | | | | | | | | | | PROJECT INTEGRATION MANAGEMENT | | | | | | | | | | | HR Mgt. | Communication Mgt. | Risk Mgt. | Procure Mgt. | | | | Facilitating Functions | | | 1. Stakeholders. I would begin the customization of my management toolbox by taking the time necessary to identify the unique groups and individuals for the project. With limited resources in a highly competitive market, I would want to do everything possible to ensure that relationships that matter the most for the benefit of the project were the focus. I would want to cluster the candidates according to common needs and expectations. I would start by asking key questions. Does the candidate have a fundamental impact on the success of the project? Can the PM clearly identify what is desired from this candidate? Does the PM want to foster growth in this relationship? Can the project/PM exist without this candidate? Can this candidate remain loyal to the primary project first? I see this as the foundation of the project, and...
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