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Business process management/Charter for bpm democracy

Executive Summary
Frequent changes to deployed business processes require that new approaches to process adoption be employed. Without such changes, both end-user populations and the organizations that support these end-users will tend to exhibit a classic immune system reaction, trying to fight back against the change agent.

This Charter proposes an active participation society in which all parties can contribute to the improvement of the business. Elements of governmental democracy are applied to the concept of a BPM democracy, wherein the cultural principles of rule by the masses are coupled with aspects of BPM.

The application of some commonly accepted political concepts can expedite BPM adoption within an organization. Specifically, implementing changes that are driven by the population's voice is a faster way to success than trying to force something upon them.

Objectives
At its most fundamental level, democracy represents the embodiment of public sentiment. A democratic society applies the collective will of the people into action. The ideals and the mechanisms used in democratic governments can be used to great effect with a BPM program.

This Charter explores the ideal of rule by the people and considers some mechanisms by which that can be managed efficiently and effectively.

Scope
For the purposes of this Charter, democracy is considered to be a system where the members of society have equal access to power. In any large democratic society, everyone cannot practically have equal power. However, everyone can influence decisions that are made and can express their opinions to generate open discussion and dialog.

Democracy implies that individuals at all levels can contribute to improvement of the business. This Charter considers how that can be accomplished in a process setting and what expectations are placed upon those individuals.

Rationale
For this particular Charter, it is worth emphasizing why democracy is critical to the speed and to the success of a BPM program. While the other charters are intuitively required, this one seems to stand out as an anomaly.

Take a moment to think about how solutions are rolled out to end-users, and add in the notion that BPM solutions will be rolled out on a more frequent basis. Those end-users will have opinions and feedback, and be assured that they will discuss that feedback amongst themselves. Successful change management requires that these end-users embrace the changes.

Also consider that one of the major complaints with large IT organizations is that they are too slow to react and often deliver the wrong thing. The very controls that allow IT to manage large, complex systems stifle the innovation that has made end-user computing such a powerful force in the last ten years.

Application of the democratic ideal turns this problem on its head. It allows end-users to provide their feedback in a structured fashion so that they are included in the decisions, easing the change management effort. It then allows IT to take action based on prioritized feedback and by using a planning process where controls can still be employed.

Democracy does not equal the anarchy that many opponents believe will occur. In fact the opposite is true. It quells the anarchic desires to fight against the deployed systems or process solutions. It reduces the number of surprises that arise when solutions are released. The speed by which BPM can make a difference to an organization actually increases.

Expectations
A successful corporate society is based on fulfillment of mutual expectations. BPM cultures are also based on this cooperation with the added characteristic that everyone tends to strive towards attainment of corporate goals and objectives. These BPM cultures exhibit certain expectations, and those that can deliver are more inclined to succeed. Two sets of expectations are described below.

Make Things Better
Every corporate citizen should expect that their employer will provide a certain set of working conditions and benefits. In exchange, every corporate citizen must contribute back to the organization. A BPM citizen embodies a desire and a willingness to make things better.

That betterment could be for selfish reasons (i.e. to make one's daily life easier and less stressful or to attain one's bonus compensation payout) or for more company-oriented reasons (i.e. to improve the bottom line or to excel above competitors). The important thing is that a good BPM citizen is trying to improve things.

Understand How
Employers should expect that an individual understands how to contribute and the mechanisms that are made available to them. The leadership must educate the individuals on the corporate objectives and on the facilities that are established to incent contribution.

In return the individuals must actually contribute in an educated and constructive fashion. Individuals should also highlight when the system prevents them from effectively contributing so that adjustments can be made.

This requires critical thought and analysis. Doing something because it has always been done that way is not an effective way to sustain an organization.

Participation
In democracies access to power is equally available. That does not mean that power is equally distributed. Certain individuals will always have more power and control over direction than others. The distinction is that any individual can influence and participate in the decision-making process.

Applying this concept to a BPM program and culture, corporate citizens should be able to influence how processes work. It is their civic duty to drive for a better process. To do so effectively requires understanding

 * The objectives of the business,
 * Their role in the processes,
 * How to make suggestions for change, and
 * Assist in incorporating selected changes into the standard operating procedures.

This ability to participate is not restricted to isolated pockets of job responsibility either. The modern corporation has processes that cross functional silos, which means that action in one group often affects other teams. Project charters should be open for review, so that affected individuals can provide feedback. At a minimum, this can allow an organization to detect and to avoid duplicate or overlapping projects that ostensibly deliver the same business benefits.

The program team should correspondingly

 * Facilitate the feedback process and make it accessible to all process participants,
 * Prioritize the submitted feedback,
 * Implement selected feedback, and
 * Communicate progress and changes back to the population.

A program team that operates in isolation is doomed to failure with adoption and with realizing objectives. The implementations will be too far removed from what the participants actually want. There will be rejection of the system and much rework, not only in fixing the implementation but in overcoming a negative precedent.

Many solution teams today include select process participant representatives in the process, but even then, it is still too low touch. Not all of the end-user population can contribute feedback, and there is no way to really gauge how important a piece of feedback is. Too often, when releases are rolled out, it is unclear how those remaining users can provide feedback, or even if those users can provide feedback.

This needs to change. Equipping every process participant, whether at the individual activity level or at the process ownership level, with the tools and the information to provide feedback drives a more nimble and a more collaborative program environment. Reducing the friction for feedback allows the program to concentrate more energy and attention on executing against that feedback. This is better for all involved.

The end-user perspective is overlooked or forgotten in the battle between the business and IT. Delegates are appointed to make decisions and to specify requirements on behalf of the end-users. Techniques like Voice of Customer are intended to do good but do not always work. What better way to achieve the same intent than to include the end-users in the process? Then the delegates can pick amongst the prioritized feedback rather than trying to guess.

Checks and Balances
In a branched democracy, the concept of checks and balances prevents any one group from exerting too much power or control. This concept can be applied to different organizational elements as they relate to BPM programs too.

In the Charter for Alignment the topic of transparency is covered. Organizations can only operate efficiently when everyone understands the rules of engagement and how decisions are made. When that system is well-defined and well-communicated, it becomes exceedingly difficult for a particular group to operate outside of the best interests of the Leadership team and of the company.

Opening the system to checks and balances like peer reviews and roadmap discussions keeps the overall program moving in the same direction. Today's inefficiencies also start to dwindle. Duplicate projects with overlapping features and benefits stop being authorized, and the funding mix can be allocated towards the more meaningful projects.

Assumptions

 * Democracies still require structured mechanisms to drive decision-making. Majority favor for changes and action should be implemented by specifically appointed delegates.  There will always be outliers who generate noise, but the majority of the population will contribute useful feedback.
 * Democracy is often, and mistakenly, interchanged with elections. Elections are only one vehicle that a democracy can leverage to determine the will of the people.

Behaviors

 * Every Representative Has A Voice
 * Why Playbacks Work

Anti-Behaviors

 * Opacity Leads To Higher Costs

Conclusions
BPM offers a chance for organizations to quickly deliver process changes that are driven not only by top-down business needs but also from bottom-up feedback. This inclusive society can more quickly adopt and drive business benefit.

Mechanisms should be provided to facilitate and to encourage feedback and contribution to maker the process better. This includes not only the technical features and functions but a cultural drive to help individuals understand the importance of their contributions.


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Business process management/Every representative has a voice

Summary
Some project implementations have made it very easy to communicate issues or to provide feedback. Built into their user interfaces, user's can contribute content to help others perform a step or raise enhancement requests. When these feedback mechanisms are provided and the features subsequently delivered on a regular cadence, the adoption rate has been higher than without these mechanisms. Additionally, formal user training is reduced and efficiency of lower skilled workers increases more rapidly.

license: Creative Commons - Attribution Share-Alike - https://creativecommons.org/licenses/by-sa/4.0/


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Business process management/Why playbacks work

Summary
Playbacks, or interactive sessions, where feedback can be provided on a solution at regular intervals is one mechanism to encourage contribution from the end-user population. They are successful because they reduce the surprises that might occur at release time. Users are less likely to be shocked because they have participated all along.

Apply this concept to a project where users can contribute input during every stage. Provide visibility into how decisions get made, why specific requirements are defined as they are, and when popular features will be implemented. The change management problem becomes a lot easier to handle.


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Business process management/Opacity leads to higher costs

Summary
Organizations often have redundant projects concurrently active. Overlapping requirements and capabilities have multiple resources tackling the same problem and reinventing the wheel. This is usually due in part to separate business units operating with limited visibility into one another's activities. Then when the systems go-live, the users are frustrated because they have to pick from multiple systems to accomplish their jobs.

A transparent BPM society where teams can review intent, objectives, and requirements helps remove this problem. It is the programmatic equivalent of a Freedom of Information Act.

IT system owners when asked for the same set of interfaces repeatedly can provide feedback that there are going to be problems with duplication of systems or solutions. Including the end-users in the evaluation of the projects can be a powerful to eliminate duplicates. They will be happier, and therefore, more productive.


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Business process management/Charter for alignment

Executive Summary
The promise of BPM is that it enables organizations to realize business benefit more quickly and with lower costs than other programs and mechanisms. An organization must be able to accurately measure the solution-level benefits, to associate those metrics with specific objectives, and to determine if project changes must be made to achieve greater returns.

A program must be able to properly forecast returns and conversely, to validate that those returns are realized. A comprehensive set of metrics would include some measurement of change management impact as well. BPM impacts the way the business operates, and the less disruptively this can be done the lower the cost of implementation.

In the longer term, regular application of benchmarks and targeted metrics reinforces critical consistency that provides confidence in the assessments. Ensuring alignment becomes the status quo.

This Charter examines the importance of developing a system that best supports the decision makers using critical information and how to ensure that the information is reliable.

Objectives
Large organizations face difficulties in achieving strategic objectives. Top-down goals are pushed through departmental and structural funnels until the tactical mission of projects is unrecognizable from the original intent. With limited funding to support a finite number of solutions, organizations must exercise discipline and rigor in managing their BPM programs. At the extreme, BPM programs should behave as if the funding could be stopped at any moment should insufficient justification be available.

This Charter
 * Outlines the essential elements of an opportunity selection framework,
 * Sets guidelines for the budgeting process, and
 * Links the costs of projects to their results.

Scope
Alignment is the discipline of determining whether an organization is on course to reach its strategic targets in a timely manner. Opportunities should be prioritized based on their benefit to the organization and its intended goals. An organization must be able to

 * Enumerate the anticipated benefits of its opportunities,
 * Show how the solution benefits support the top-level objectives,
 * Estimate the costs required to deliver such benefits, and
 * Regularly assess whether the benefits are being delivered.

When benefits are not meeting expectations or if objectives change the organization must be able to re-evaluate its active and planned projects.

Anticipated Benefits
All opportunities should be required to

 * Quantify the anticipated benefits,
 * Justify how these estimates were determined,
 * Demonstrate how these benefits support organizational objectives, and
 * Include plans for specific metrics that can be easily used for validation.

Some benefits are more easily quantified. In this list are those outputs that are directly linked to the objectives. For example, an opportunity that aims to reduce material costs by 20% should be able to easily prove how it can increase margins by a corresponding percentage. A measurement before and after the project is implemented will prove whether that particular goal was reached.

Other projects seek benefits that are less easily quantified. The list includes goals like better compliance, a happier workforce, removal of process steps, reduction of rework, and reducing dependence on knowledge workers. The effect of these goals are harder to measure, especially because one cannot simply measure the before and after effects.

Part of the problem is that goals like these are not sufficiently defined at the project level. There must be specific outputs that can be considered. For example, better compliance can potentially result in fewer infractions which leads to fewer penalties and fines.

What is needed is a framework that takes seemingly difficult to quantify benefits and assigns a number to them. Continuing the example, a simple system for quantifying the benefits of better compliance might multiply the possible fines by a risk factor indicating the likelihood of occurrence and impact to the organization.

The key to this system is not in the specific technique used to quantify potential benefits. In fact, this Charter does not seek to specify one. Instead, the key is the ease with which comparisons can be made once a standard measurement system is used.

Each organization will need to establish its own formulae and calculations. Every opportunity should have a known benefit score before being approved for implementation. If the system is correctly constructed then opportunities that align with strategic objectives will have a higher score and will be selected first.

Costs
Costs for pursuing an opportunity must similarly be quantitative, and there must be supporting evidence for how the costs were estimated.

There are some costs that can be estimated quite easily. These include costs for software, tooling, and resources. The cash outlay is often the easiest to estimate.

Other costs are difficult to assess in advance. The cost of initially lower efficiency when a new system is first rolled out to end-users is an example.

Change management costs are one of the more difficult areas to assess, and some guidelines should be included in the system that an organization chooses. A project should consider the costs associated with various techniques of quality assurance. While this might affect delivery time and increase project costs, there are also corresponding costs that increase if vocal end-users put up a fight to the new tools. The Charter for BPM Democracy discusses how to reduce the impact of negative feedback from users.

However, just like benefits, it should be possible to adopt a measurement and ranking system that quantifies and includes cost implications. The system should be comprehensive and provide a consistent mechanism for all opportunities to be evaluated.

Project estimates for cost must also take into account aspects which may not be under the direct control of the project team. These include shared parts of the BPM engine, renewal of IT systems and infrastructure, and consolidation of IT systems and infrastructure. These estimates are critical for properly understanding the impact of an opportunity, and they will need to come from numerous sources, both within and external to the program.

Time Factor
The time axis adds a complexity element to the task at hand. Some projects will only deliver anticipated benefits after significant costs have been incurred over a long period of time. Other projects will require less time but may not offer as great a set of benefits.

In creating the Alignment framework, the time element should also be considered with benefits and costs. The set of quantitative anticipated benefits, quantitative estimated costs, and the timeframe for delivery form a trio of data that can be used to compare opportunities in the portfolio.

Again, the entire opportunity impact plays a part in this analysis. Non-BPM projects that provide services or rely on BPM outputs will need to have their timelines merged with the BPM timelines. This generally requires that a holistic interface roadmap be developed for both BPM and non-BPM solutions to leverage.

Planning
In every opportunity's plan, the three items above should be captured for evaluation. The format and methods should be consistent for the organization. Everyone should use the same mechanisms to arrive at the anticipated benefits, the estimated costs, and the realization timeline. Roadmaps should indicate how a solution gets delivered across multiple releases and when the regularly scheduled reviews will occur.

Without this consistency, the plans are not comparable. The Leadership team cannot determine which opportunities to select.

However, once the plans can be compared the Leadership team can assess plans based on a ranking that takes all three criteria into account. Organizations can choose the set of opportunities that meet their appetite for investment and that may deliver some really significant benefits.

Budgeting
The collective set of costs for the chosen projects can be structured into a budget. That budget should define the amounts and the rate of expenditure, and it should be a roll-up of the individual project costs.

Ensure that the costs account for shared investments. Some projects may be able to benefit from reduced investments if they can be delivered in combination with other projects. An organization's framework must consider whether it is the first project that bears the cost burden or if those costs can be recognized by multiple projects at once.

Project budgets should be revisited in an ongoing manner. As costs are consumed, the benefits to the organization should be realized. Adding checkpoints to every project's timeline provides a reminder that the selected projects only exist to deliver results to the organization. If the actual costs and the actual benefits realized do not match the plan, the Leadership team can determine whether adjustments must be made.

Transparency
The estimation techniques and the review processes that ultimately result in a budget should be generally open for examination. Peer reviews, both internal to an organization and from external agencies, can help with the validation process and benchmarking against the industry.

It should be clear how the active projects were selected and the benefit that these projects provide back to the organization. Along with the consistency discussed earlier, one of two things will happen by providing this transparency.

On the one hand, all parts of the organization will understand how their projects impact strategic objectives. It will reinforce an element of corporate citizenship. It will provide confidence to the Leadership team such that they can reasonably state that the strategic objectives are being addressed.

Without this visibility and transparency an organization is unable to confirm whether it is any closer to meeting its strategic objectives from its active projects. Today, organizations try to meet strategic objectives and do not really know whether they are on course. The data does not support justifiable conclusions because the measurement systems are inconsistent. The organizations are fooling themselves.

Alternatively, the transparency will enable the identification of opportunities that are not aligned. These projects can then be examined for modification and adjustment to get the organization back on track.

Utilizing this transparency is an ongoing activity. It occurs for new opportunities, existing, active projects, and projects that might continue into subsequent phases. The Leadership team must pick the specific metrics, the reporting mechanisms, and the frequency and means of evaluation for all opportunities.

Adjustments
The projects should be adjusted for better return to the organization if costs are higher than expected or benefits not as high as anticipated. This was already discussed above as part of regular budget checkpoints.

Similarly, the framework itself should be constantly evaluated. If an organization finds that it is consistently picking projects with less than stellar returns then it needs to adjust how opportunities are documented and justified. If the less tangible costs or benefits are not meeting expectations then the formulae should be changed.

On the positive side, this means that the system does not need to be perfect from the outset. An organization can and should get started with a basic set of techniques and evolve them from there. It is better to be nimble in the ability to adjust and to enhance the system than to try to get it completely correct at the outset.

Assumptions

 * Most organizations today delegate departmental budgets to managers. Instead of actually delivering strategic objectives through solution-level benefits, these managers only try to meet cost objectives.  Their incentives do not motivate them to use their budgets to deliver strategic improvements.  Unfortunately, it is a challenging task to reorganize the incentive schemes to align with the goal of improving the company.  Incentives need to be constructed to take the strategic objectives into account.
 * The Leadership team, and specifically the Financial Director role, are responsible for selecting and enforcing the Alignment behaviors.

Behaviors

 * Pipeline Selection
 * Metrics Are Essential

Anti-Behaviors

 * Inconsistent Metrics Are Meaningless
 * Opacity Leads To Higher Costs

Conclusions
A properly constructed system forces opportunities to be assessed on the impact they will have on the organization. The costs and the benefits along with a time perspective will allow the more meaningful opportunities to rise to the top and to secure the attention of the program.

Consistent methods and processes are required. Otherwise, the metrics and the entire system are suspect. With consistency, the great projects become easily identifiable from the less desirable projects.

Regular review of the projects determines whether benefits are realized. The reviews also reinforce the importance of alignment and provide a way to determine if the costs are justified. Where the reviews uncover discrepancies, adjustments can and should be made. The ability to stop losses quickly is as important as picking the right projects. Since it is not always possible to pick the right projects, the former becomes an important skill.


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Business process management/Pipeline selection

Summary
Opportunities at some organizations are evaluated with a standardized framework for selection. With limited resources to meet the demand of all possible projects, these organizations pick opportunities based on defined criteria. These criteria include costs, benefits, and the time to realization or delivery.

All opportunities are presented for selection with similar highlights, making comparison easier. The strategic objectives are enumerated and ranked. Problem statements at the process level are identified along with possible solutions. The costs for each approach and the cumulative effect are captured, and then the aggregate report is submitted for consideration.

Once underway, the projects are evaluated on a regular basis. Specific, production-realized, results are then required every three to four months with releases to the end-users. The projects themselves last several releases, but the end-users and the organizations see tangible benefit throughout.


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Business process management/Metrics are essential

Summary
In evaluating projects that are underway it is essential to be able to see the real results that support the benefits claims. If efficiency really has been improved then the data should support that claim.

As a part of the requirements then, a project should seek to demonstrate the results with quantitative data and reporting with a limited number of concise, uncluttered report views. Not only does this data allow the strategic impact to be assessed it may even allow the process to run better.


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Business process management/Inconsistent metrics are meaningless

Summary
The problem with inconsistent metrics is that it leads to comparisons that are useless. Teams cannot be compared with one another, and changes cannot be selected for implementation because the impact of those changes will be unknown.

One organization would compare product teams with what seemed like a single, common metric. Upon closer examination, it was determined that teams were measuring differently. The metric became meaningless for cross-team comparisons. Worse, the goal of trying to establish best practices from the better performing teams became impossible because it was unclear which teams were actually performing better.

Before choosing metrics that determine what decisions and changes should be made, ensure that consistency is enforced. Software tooling is one way to enforce this if everyone uses the same tools, but tooling is only one part of the puzzle.


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Business process management/Charter for conflict resolution

Executive Summary
A BPM program encompasses many parts of an organization, crossing functional and operational boundaries. In such a setting, conflict situations are bound to occur. These conflicts can arise between parts of the program or between the program and other organizational bodies.

An organization that is employing BPM to achieve its objectives must have a structured way to resolve conflicts. Without such structure conflicts can quickly delay and hinder the speed through which BPM can be most effective.

Conflict management and resolution entails identifying, assessing, and mitigating conflicts. Further, the program must incorporate lessons learned into the body of knowledge to reduce the likelihood that similar conflicts occur again.

Objectives
This Charter focuses on an approach for evaluating and resolving conflicts.

Scope
Conflict situations arise when there is disagreement over resources or beliefs. This disagreement can be real and manifest, or it could be perceived. This Charter focuses on the analysis of conflict situations and the resolutions that best benefit the strategic objectives established by the organization.

Conflict types include those internal to the BPM program and those between the program and other bodies. This Charter addresses both types and outlines a set of activities to address them.

Plan
This Charter approaches conflicts with a four-stage plan. The stages are as follows and discussed below.

 * Problem Identification,
 * Impact Analysis,
 * Prioritization, and
 * Activation and Assimilation.

Problem Identification
The conflict must first be identified before it can be addressed. An attentive program team will be able to spot symptoms across the program's activities. More often than not, this detection is possible because of the cumulative experience of the team members involved.

Additionally, program participants at all levels must be encouraged to voice their concerns sooner rather than later should they suspect that a conflict situation is developing or has already arrived.

In both approaches, program monitoring and individual reporting there are some basic behaviors to maximize the signal-to-noise ratio of the issues being identified.

 * 1) Defined Structure - Ensure that there is a clearly defined and understood hierarchical structure for reporting issues.  At the project-level, this might begin with team members reporting to the project manager or to the business sponsor.  At the program level, this might culminate with the program's executive sponsor.
 * 2) Require Data - Require that issues are reported with sufficient and relevant data.  The data should be substantiated and validated.  The data should also help explain where the conflict lies.  Often conflicts arise because of misunderstandings or misaligned expectations.

In an active program there will be numerous conflicts being raised at any given moment. It is imperative that the issues are identified in a timely fashion and can be analyzed quickly. The suggestions above are made to streamline the problem identification and to advance the conflict quickly in the next stages.

Options should be generated during this stage. The potential impact should be understood and be ready for discussion. Encourage those raising issues to also understand the impact of any options that might be exercised rather than to simply raise the issue and defer the resolution to others.

In generating options, remember that BPM is a dynamic environment rather than a static one. An option might solve the problem for today and expedite conflict resolution. The solution will need to be revisited in the future, but at least long delays with trying to find the perfect solution are avoided.

Impact Analysis
Conflict review requires an understanding of potential impacts. The potential impacts include those from possible actions and those that result from letting the conflict reach its natural conclusion. All impacts should be discussed and compared.

Two practical challenges present themselves in this stage. The first is whether a comprehensive set of options is generated. The second is whether the potential impacts are accurately analyzed.

In the first case, the best option or course of action is a relative ranking. The chances are high that not all possible options will be identified, especially if the conflict is reasonably complex. However, amongst those suggested, it should be possible to pick the _most reasonable_ option. Prioritization is further discussed in the next section.

In the second case, for those options identified, it is a predictive exercise to determine the impact. Without actually picking and exercising an option, it is not possible to know all of the effects. One can only make an educated guess.

The following suggestions are made to offset these challenges.

 * Veteran Staff - Start with a group of people who can more easily pattern match the given circumstances with historical experience.
 * Add Newcomers - Temper the veteran staff with new resources to distribute the experience and to also encourage creative ideas.
 * Group Discussion - Encourage discussion and brainstorming in the generation of options and analysis of the impacts.
 * Look Externally - Industry analysts and benchmarks can provide a repository of tried and tested options.

Take the information gathered in this stage to the prioritization stage.

Prioritization
As with all scenarios where resources are limited, prioritization is essential to addressing the critical items without getting overwhelmed. For conflict situations, the prioritization stage involves two areas.

First, the conflicts themselves should be prioritized. In the Charter for Alignment, a structure is presented for prioritizing opportunities based on benefit back to the business. Similarly, conflicts should be prioritized based on their impacts to the projects, to the programs, and to the business.

Second, the potential options must be prioritized. The impact analysis exercise for each conflict situation will feed into a ranking exercise, where a specific solution will be selected. As the costs associated with a solution will be borne by either the project teams or the program team, a structured selection mechanism is critical.

In all cases, the prioritization scheme should be systematic. It should be clear how selections are made. The objectives should be clear, and the scoring system should align towards them. High frequency and high impact conflicts should be addressed first as these generally incur the highest cost if left unattended.

Activation and Assimilation
Implement the selected resolution options in a structured fashion. There should be checkpoints where progress is evaluated. These checkpoints offer a chance to re-evaluate the chosen solution if new data is uncovered or the solution simply is not working as expected.

Collect the lessons as the options are exercised. Validate whether the symptoms correctly identified the conflict and whether the resolution options work. It should be possible to link causality of adjusted impacts to the major decisions that were made in this conflict resolution plan.

The historical data will prove invaluable for future pattern matching of conflict situations, and it should be captured in a manner that will encourage review and leverage later. Regular post-conflict reviews should occur to disseminate the knowledge and to build up a set of best practices within the organization.

People
It is important to recognize that the conflict resolution stages are being enacted at all levels of a program. Not all conflicts require the attention of the Leadership team. Some will affect smaller subsets of the program. These still need speedy resolution to maintain forward momentum, but it would be overkill to put the entire weight of a program behind some conflicts.

This type of resolution at the appropriate level should be encouraged. Decision-making authority should be granted at different levels of the program team. Allow selected individuals to make decisions on bounded conflicts. When those boundaries are exceeded the conflicts should be escalated.

As speed is typically of the essence, the recommendation is to select individuals rather than committees. While the individuals should take input from the program participants, deferring the decision to committees tends to delay and to hinder resolution options from being fully effective.

Assumptions

 * Sometimes a conflict arises because one party misunderstands what is expected of them. Developing a trial or light version of a feature may be all that is required in the short-term, with a chance to revisit that functionality at a later date.  This includes interfaces on a roadmap, where early versions of solutions might only require an immature version of the service while later, they will require robust and redundant capabilities.  Options for resolving a conflict need not be implemented and then forgotten.  They can be addressed in a series of actions.

Behaviors

 * Internal Dependencies - Simultaneous Upgrades

Anti-behaviors

 * External Dependencies - The Five-Year Plan
 * Internal Dependencies - Identifying Shared Assets

Conclusions
Conflict situations, while inevitable, are manageable. Proper evaluation of the conflicts and their possible resolutions should occur at all levels of the program. Escalations should be encouraged when the impact is larger than a single individual's remit.

A structure for conflict resolution provides more than the means to solve a specific conflict situation. It also allows the lessons learned to be assimilated back into the program's collective knowledge. That collective experience can help either to avoid the conflicts entirely or to minimize their impact should they occur again in the future.


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Business process management/Internal dependencies - simultaneous upgrades

Summary
With a shared BPM infrastructure, conflicts tend to arise when shared assets require changes. The shared assets even include software versions for the platform infrastructure. The questions that arise include ownership and cost allocation of regression testing, hardware upgrades, and more.

One organization established a regular maintenance cycle under which the software platform and shared modules would be refreshed. Every project team built into their project timelines regression testing and upgrade activities. If a specific business objective was going to be sufficiently delayed such that a schedule adjustment was warranted the project team could request a postponement.

The important thing to note here is that the conflict situation was discovered early. Experienced system architects and business sponsors knew that the platform would periodically require maintenance. Renewal and improvements in the infrastructure were expected and recognized as important to the success of the effort. They then established a plan by which those upgrades could occur with minimal friction from active project teams.


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Business process management/External dependencies - the five-year plan

Summary
A critical notion with BPM implementations is that the processes can coordinate interactions with underlying silo-ed systems. This requires that the necessary interfaces be exposed to match the business process requirements. In reality, this usually means that the interfaces need to be developed for the active process projects since they do not already exist.

In some organizations, it can take several months or years to get a specific interface delivered. At one end of the extreme, the owners of the IT architecture at one organization informed the business process teams that they would have to wait five years. At the end of the five years of IT development, the business could pick from the available catalog of services. Imagine waiting five years only to find out that what was actually required still was not available!

In this conflict situation, it took the Leadership team working with the IT leadership to agree that the business process projects were going to deliver tangible benefit to the organization. The delay of five years with such a high probability that necessary services would not even be available was enough of a risk that priorities were changed.

To reach this level of coordinated correction required escalating beyond the project team, who had no authority to direct the work efforts of the IT system owners. The project team was able to communicate their requirements, and the Leadership team worked out the coordination. Aside from fixing this specific alignment issue, the escalation process was vetted for future project teams.


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Business process management/Internal dependencies - identifying shared assets

Summary
A critical notion with BPM implementations is that the processes can coordinate interactions with underlying silo-ed systems. This requires that the necessary interfaces be exposed to match the business process requirements. In reality, this usually means that the interfaces need to be developed for the active process projects since they do not already exist.

In some organizations, it can take several months or years to get a specific interface delivered. At one end of the extreme, the owners of the IT architecture at one organization informed the business process teams that they would have to wait five years. At the end of the five years of IT development, the business could pick from the available catalog of services. Imagine waiting five years only to find out that what was actually required still was not available!

In this conflict situation, it took the Leadership team working with the IT leadership to agree that the business process projects were going to deliver tangible benefit to the organization. The delay of five years with such a high probability that necessary services would not even be available was enough of a risk that priorities were changed.

To reach this level of coordinated correction required escalating beyond the project team, who had no authority to direct the work efforts of the IT system owners. The project team was able to communicate their requirements, and the Leadership team worked out the coordination. Aside from fixing this specific alignment issue, the escalation process was vetted for future project teams.


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Business process management/A charters glossary

Glossary
The following definitions apply to the corresponding terms as they are used in the Charters for BPM Program Governance. Your organization may have different connotations for these terms, so it might be a useful activity to create a glossary specific to your organization (see the Lesson exercises).

D
doctrine - a guiding set of beliefs, principles, or tenets

E
engine - the people, methods, and software (tools) supporting a program

G
governance - the institutions and mechanisms by which one oversees the development, implementation, and growth of a given body

O
opportunity - a possible project that is evaluated against other opportunities for its return on investment

P
program - a portfolio and related activities, specifically with strategic business objectives

project - a planned endeavor, usually with a specific goal and accomplished in several steps or stages

portfolio - the collective set of opportunities, projects, and solutions.

R
release - a version of a project that is delivered into production for end user consumption

S
solution - specifically, a project that has gone to production to solve a business problem

T
tenet - a fundamental principle, from which other aspects of a doctrine can be concluded

Lesson exercises

 * Identify the key terms for your BPM program, and catalog them in a glossary for your organization.


text:
Angular acceleration

Definition
Angular acceleration is a vector whose magnitude is defined as the change in angular velocity in unit time.

It is in $$rad\cdot s^{-2}$$ in SI unit.

Formula
Analogous to translational acceleration, $$a=\frac{dv}{dt} $$, angular acceleration has the defining formula:

$$\alpha=\frac{d\omega}{dt}$$

in which $$d\omega\,$$ represents an instantaneous change in angular velocity,which takes place in  $$dt\,$$, a short flitting time.

Equivalently, think about the limiting case: $$\alpha= \lim_{\Delta t\rightarrow 0}\frac{\Delta\omega}{\Delta t}$$

Relationship with Constant Torque
The angular acceleration of an fixed-axis-object is proportional to the net torque applied.

$$\alpha=\frac{\tau}{I}$$

in which $$I\,$$ is the Moment of Inertia of the object.

Angular Kinematics
When an rotation has constant angular acceleration $$\alpha\,$$, the angle displacement $$\theta\,$$ covered in a given time  $$t\,$$ is given by an equation that is strikingly similar to the equation for displacement under constant acceleration.

$$\theta=\omega_0\,t+\frac{1}{2}\alpha\,t^2$$

in which $$\omega_0\,$$ is the angular velocity at the beginning of the time period $$t\,$$

$$\theta=\frac{1}{2}\alpha\,t^2$$

in which case the angular velocity at the beginning $$\omega_0\,$$ is "zero"

$$\theta=\omega_t\,t-\frac{1}{2}\alpha\,t^2$$

in which $$\omega_t\,$$ is the angular velocity at the end of the time period $$t\,$$

title: Angular acceleration


text:
User:Kylnso/digitalfilmmaking

LAST UPDATE - 4/26

DIGITAL FILMMAKING
4-10 minute short film.

ITEMS TO TURN IN:

Production Booklet
 * Treatment
 * Script
 * Storyboards
 * Shot List
 * Crew/Cast contact sheet
 * Schedule
 * Detailed Equipment list
 * Tech Scout Report
 * "creative Influences" Report
 * Budget

DUE DATES
WEEK 2 (APR 16) - WEEK 3 (APR 23) - WEEK 4 (APR 30) - WEEK 5 (MAY 7) - Production book - Creative influence presentation WEEK 6 (MAY 14) - Rough Edit screening WEEK 7 (MAY 21) - WEEK 8 (MAY 28) - Rough Edit screening WEEK 9 (JUN 4) - Rough Edit screening WEEK 10 (JUN 11) - FINAL PROJECT

CREATIVE INFLUENCES REPORT
John ~ I've been working non-stop this weekend, so I haven't really had a chance to watch any movies. The only thing that comes to mind right now is the party scene in the beginning of "Along Came Polly"; like how the party guests were dressed. About 2 Min. 20 Sec. into this video: Along Came Polly.

Kay

http://www.youtube.com/watch?v=_tnor7MLbus&feature=PlayList&p=945A58EE8ABFA59C&index=5 GLADIATOR- When he returns home and finds his wife and son hanged. The shot shows him first but then tilts and and reveals what he is crushed about. OURSHOT - When Jason and Crissy notice Jonathan's socks

http://www.youtube.com/watch?v=lOaV06ruMqg&feature=related GOODFELLAS- dinner scene push in to restaurant to the main people talking OURSHOT - in the party (Also from goodfellas the reverse dolly zoom)

http://www.youtube.com/watch?v=Y48R6-iIYHs JAWS - Vertigo shot (dolly zoom / zolly) OURSHOT - when jonathan realizes he has to remove his shoes

http://www.youtube.com/watch?v=CecM-m1d0Dg&feature=related 30 DAYS OF NIGHT - point of view shot when Kutcher is in the machinery area and looks down and the camera pans like a POV OURSHOT - When jonathan looks at his feet or seraches for a trimming device.

http://www.youtube.com/watch?v=OSUgvbgHaV4&feature=channel 28 WEEKS LATER- CODE RED part - Quick cuts, shakey camera handling - for effectic panic feeling OURSHOT - jonalthan panics in bathroom trying to hide his socks/feet

TREATMENT
(EXAMPLE) "BLAH TITTTLEEEE" will be an 8-minute short film BLAHBLAHBLAHBALHBLAH LBHALBHALHB  BLAHBLAHBLHBAHBLHALBHLA  BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH

SCRIPT
IN PROGRESS - with Terrence - 1st draft complete - 2nd draft - in progress - Final draft - N/A

STORYBOARDS
http://www.mcli.dist.maricopa.edu/authoring/studio/guidebook/storyboard.html

IN PROGRESS - with Kaylen

SHOT LIST
IN PROGRESS - with Terrence  1 - Condo hallway leading to "Please Remove Your Shoes" sign
 2 - Party, Jason and Beverly Dialogue

 3 - Couple exiting elevator

 4 - Jonathan & Crissy condo hallway

 5 - Jonathan and Crissy knock on door

 6 - Beverly answers door yells to Jason

 7 - Beverly shares fearful glance with Jonathan

 8 - Crissy is introduced to Jonathan

 9 - Jonathan and Crissy enter the condo

 10 - Beverly explaining to Jonathan about taking off shoes

 11- Jonathan sees the "Please Remove Your Shoes Sign"

 12 - Crissy checks to see if Jonathan is alright

 13 - Jonathan flustered finds bathroom in the hallway

 14- Crissy ask Jonathan about bathroom

 15 - Beverly at end of hallway checking on Crissy and Jonathan

 16 - Jonathan asks to use the bathroom

 17 - Crissy's response to Jonathan going to the bathroom

 18 - Jonathan rushes past Crissy to bathroom

 19 - Jonathan in bathroom stressing out

 20 - Jon sit down on toilet and takes off shoes

 21 - Jon's holey socks

 22 - Crissy at door checking on Jon

 23 - Beverly asking Crissy if Jon is alright

 24 - Jonathan responds to Crissy

 25 - Crissy Response to Jon

 26 - Beverly checks again with Crissy about Jon

 27 - Crissy responds to Beverly's question

 28 - Both look back at Bathroom door

 29 - Jonathan stressing

 30 - Jason surprises both girls

 31 - Jason complains about Crissy being late

 32 - Crissy responds

 33 - Jason responds to Crissy

 34 - Jason looks around hallway to find Jonathan

 35 - Two girls look at each other

 36 - Jason questions their shared look

 37 - Beverly tells Jason Jonathan's in the bathroom

 38 - Jason responds and pushes past the girls to head towards bathroom

 39 - Crissy asks Jason to chill

 40 - Jason stops and complains about the bathroom being all stank

 41 - Beverly asks Jason to be quiet

 42 - Jason responds to Bev

 43 - Crissy tries to calm her brother

 44 - Jason concedes but reminds them about taking their shoes off

 45 - Jonathan washes feet

 46 - Jonathan searches for nail clippers

 47 - Jon sits back on toilet to trim nails

 48 - Cutters break

 49 - Jonathan searches for another cutting instrument

 50 - Jonathan finds scissors and attempts to trim again

 51 - Jonathan cuts himself

 52 - Crissy in middle of party stalls for Jonathan

 53 - Jason stares at her in displeasure

 54 - Jonathan bandages himself and is loosing hope

 55 - Jonathan notices dirty laundry hamper and searches for socks

 56 - He finds a pair of used pink argyle socks

 57 - Jason irritated stops pouring wine and starts for the bathroom

 58 - Crissy notices and chases after him

 59 - Beverly grabs Jason from behind

 60 - Jason turns the corner and finds himself staring at Jonathan

 61 - Crissy runs up and stand next to Jonathan to introduce him

 62 - Jason stare Jon down

 63 - Jonathan tries to stay cool and smiles

 64 - Jason breaks stare down and looks down the hallway

 65 - Jason ask Jon is everything is alright in the bathroom

 66 - Jonathan responds to Jason

 67 - Crissy looks at Jonathan a bit confused but resumes fake smile

 68 - Jason chooses to back sister and eases up, he extends hand

 69 - Jason is cordial with Jonathan

 70 - Jason turns to introduce Jon to the party

 71 - Four step into the party, Beverly goes back to party

 72 - Jason turns quickly to remind Jon to take his shoes off

 73 - Jonathan responds to Jason about shoes

 74 - Jason turns to see Jon's shoes off and is a bit confused

 75 - Crissy looks down surprised

 76 - They both look at Jon

 77 - Jon looks down to check out his argyle socks

 78 - Jon states how he likes argyle socks

 79 - Jason sarcastically responds to jonathan

 80 - Beverly walks up and notices her socks

VTR LOG
http://imaginarydigital.com/downloads/forms/VTR-Log-Sheet.doc http://www.nku.edu/~strobelc/archive/vtrlog.doc

CREW ASSIGNMENTS
- Terrence (Writer/Director) - Kaylen (Director of Photography) - John (Editor) - Courtney (Producer)

EQUIPMENT LIST
- Panasonic DVX 100 / Tripod - Sony HVR-Z1U / Tripod - HVR Battery - CGP Battery - Power Strip - Extension Cord - Lowel VIP Kit - Gloves - Reflectors - Gels - A/C Power - Fishpole - Sennheiser Shotgun Mic - XLR Cable - Tote Bag

CALL SHEET
IN PROGRESS - with John

TECH SCOUT REPORT
LALALLALAL?

BUDGET
IN PROGRESS - with Courtney

title: User:Kylnso/digitalfilmmaking


text: File:BPM Maturity Curve.png

title: File:BPM Maturity Curve.png


text: File:BPM Focus Validate.png

title: File:BPM Focus Validate.png


text: File:BPM Focus Transform.png

title: File:BPM Focus Transform.png


text: File:BPM People Validate.png

title: File:BPM People Validate.png


text: File:BPM People Adopt.png

title: File:BPM People Adopt.png


text: File:BPM People Transform.png

title: File:BPM People Transform.png


text: File:BPM Landscape Adopt.png

title: File:BPM Landscape Adopt.png


text:
Business process management/Charter for bpm investment

Executive Summary
The investment strategy governs how quickly the BPM program can become operational and deliver value in a repeatable fashion. As a BPM program matures, it will require different investments than it did at inception. This Charter examines the types of investments that are needed, from where those investments will be sourced, and considers the time element.

It is disadvantageous to ramp up too slowly. The benefits of a BPM program would not be maximized and could potentially cost the organization any potential competitive edge provided by the selected opportunities. Similarly, attempting to ramp up too quickly will incur inefficiencies and excessive costs. Returns would be diminished.

A funding model for each stage is explored. It is essential that the Leadership team can effectively identify in which stage a program exists and knows ways to get it to the next stage.

Objectives
This Charter
 * Explains a simplified diffusion curve for program maturity,
 * Defines standardized criteria for identifying each transition boundary, and
 * Discusses how to accelerate the evolution process in a manageable fashion.

Scope
The stages of BPM program maturity are described with their identifying characteristics. As a program evolves, its progress on the maturity curve can be measured. The investment model must change according to the current and the future needs of the program.

Implementation
The steps should be common across organizations. The only difference is the pace of evolution which is determined by how quickly these steps can be practically completed.

From Validate to Adopt

 * Determine the critical success factors for the Validate stage. What are the functional capabilities and operational capabilities that must be proven to advance to Adopt.
 * Pick opportunities that are quickly delivered to meet the critical success factors above. This may mean that necessary integrations already exist or that the solutions rely on limited integration functionality.
 * Provide infrastructure support to the BPM project teams. Let them focus on solution delivery.
 * Dedicate subject matter experts who are familiar with the operations being addressed by the Validate opportunities. If these resources are not available to quickly and to readily address questions and to clarify requirements then that only slows down the ride up the maturity curve.
 * Develop and communicate on the roadmap for solutions. Not all features need to be delivered in the first release.  It is important to set the expectation that BPM projects are ongoing and will deliver production functionality with regular releases rather than with a monolithic release.
 * Select tools that support rapid delivery and complement the methods chosen.
 * Prioritize benefits of the selected opportunities against benefits to the program. It might be more important to uncover some program obstacles than to deliver a specific feature in the solution.  The long-term advantage might be leveraged across solutions.
 * Invest in the IT capabilities and capacity ahead of the BPM demand.

From Adopt to Transform

 * Pull the experts out of their originating business units. Place them in the core engine, and coach them on how to ramp up other individuals.  This preserves the momentum established earlier in the program.
 * Establish sharing guidelines that allow for leverage and reuse of common assets. If the common repository of shared assets is of a reasonable size consider investing in a team to maintain and to enhance those assets.
 * Establish prioritization guidelines for interactions between the BPM program and other programs. This is discussed further in the Charter for Conflict Resolution.
 * Establish a funding model that supports ongoing projects and their roadmaps. Analyze and prioritize the requirements roadmaps for possible further benefit to the organization.  If the benefits are prioritized higher than those of other opportunities then consider continuing the project, especially while the solution team is still intact.
 * Include refresh cycles in the funding model such that the infrastructure and tooling are regularly improved.
 * Provide education and training options for both the new and existing members of the engine.
 * Communicate the benefits and the progress so that it is clear how an inclusive BPM program benefits everyone in the organization.

Assumptions

 * Too often, opportunities are funded for a limited time period that neglects the overall program and organizational benefits. This is sometimes due to fiscal timelines and to a lack of discipline about prioritizing opportunities.  Those opportunities that can clearly demonstrate an alignment with strategic goals and can deliver on a regular, frequent cadence should be provided continuing funding.  BPM solutions provide increasing returns with each release.  This is usually because the early releases provide a functional baseline whereas the subsequent releases add the management capabilities.
 * For a continuous funding model to work, there must be regular reviews to ensure that the solutions still provide the anticipated benefits. Do not be afraid to enforce the reviews frequently and to terminate the projects if they no longer align.  In conjunction with a centrally funded model this technique can quickly mobilize other opportunities that move forward in the priority queue.
 * The model presented in this Charter is expected to deviate in practical application. Some organizations will find that some aspects occur sooner and others later.

Behaviors

 * Sharing - Infrastructure Cost Models
 * Staging Platform Growth

Conclusions
A comprehensive program maturity lifecycle covers three stages: Validate, Adopt, and Transform. The source of investment at each stage is a result of the types of activities and the desired outcomes for that stage.

The Validate stage almost necessitates a distributed investment model. People, infrastructure, and cash funding have to come from the few groups who are interested in the success of the solutions.

As the organization's appetite for BPM increases and as the pipeline depth increases, it makes sense to begin consolidating assets that can be better leveraged. This includes the people who now have experience, and it includes the infrastructure that has been started for the pilot solutions but that may still have capacity.

During Transform, as more programs come onboard, the Leadership team can use a centralized funding pool to manage the demand pipeline. The actual source of the funds during Adopt and Transform may come from the increasing the number of teams that participate in the BPM program, or it might be provided as a top-level line item.


text:
User:Zeitoon

A research concerning Finding out a law For the Prime numbers Prepared by Dr.Aref Yousef ZEITOON the order of a term of the sequence {an=8 x = 19 +30( x – l)} Equals the order of the prime numbers + the order of the similar ones.

title: User:Zeitoon


text:
Business process management/Staging platform growth

Summary
Knowing that a typical BPM program follows three major stages makes planning for each stage easier. One organization used specific exit criteria for each stage to drive targeted behaviors in all of the people involved with the BPM program.

The Validate stage included work on identifying challenges to building a centralized, shared infrastructure. Not only did this work not immediately benefit the pilot solutions, but it actually took attention away from some of the deliverables for those projects. However, it was critical to determine how much assistance and investment would be needed to build out that part of the engine. Cost and time estimates could then be determined for the later stages.

Issues in getting IT integrations delivered for one of the pilot projects meant that particular solution had to reduce its scope. However, this allowed the program team to add a level of detail to the roadmap that allowed for financial analysis of the long-term costs as compared to anticipated benefits. Roadmapped requirements included an estimate from IT so that total costs could be forecasted for the future opportunity. This level of detail became part of the expected information for any opportunity vying for the centralized funds.

This particular scenario demonstrates the importance of recognizing that the initial solutions are not the endgame. Choosing pilot opportunities is a tricky balance between picking an insignificant problem to tackle and managing the expectations for a more complex issue. The problem that is too small will not be accepted as viable proof of BPM capabilities. A complex, meaningful solution cannot reasonably delivered in its entirety in the Validate timeframe, also leading to failure.

Each stage will have solution goals and program goals to deliver, and that mixture drives how investment should occur.


text: User:Shaylawilkinson

title: User:Shaylawilkinson


text:
User:Elenatoteva

Bio
3rd year student interior design program. Born in Bulgaria; a small country in eastern Europe with lot's of history :) In USA for five years!

Self-Assessment
I think as a group we did amazingly good, as well as an individual. I did the best in my power considering that the english is my secound language. At the begining I wasn't sure of the topic because most of the reasearch information was written in a language I sometimes don't understand. Later on I got on track and I started to write and got passionate of the topic.

title: User:Elenatoteva


text: Category:Wiki business plan

title: Category:Wiki business plan


text: User:Karlynbennett

title: User:Karlynbennett


text:
User:Mattheus~enwikiversity

Nihil sub sole novum

title: User:Mattheus~enwikiversity


text:
User:Pinar

tr:Kullanıcı:Pinar

title: User:Pinar


text:
User:Cgnk

Hi, interested in joining transcience? User_talk:DMR_Sekhar AKP.

title: User:Cgnk


text:
Cop-thermal engineering

COP (sometimes CP), of a heat pump is the ratio of the change in heat at the "output" (the heat reservoir of interest) to the supplied work: where •	 is the change in heat at the heat reservoir of interest, and •	 is the work consumed by the heat pump. (Note: COP has no units, therefore in this equation, heat and work must be expressed in the same units.) The COP for heating and cooling are thus different, because the heat reservoir of interest is different. When one is interested in how well a machine cools, the COP is the ratio of the heat removed from the cold reservoir to input work. However, for heating, the COP is the ratio of the heat removed from the cold reservoir plus the heat added to the hot reservoir by the input work to input work: where •	 is the heat moved from the cold reservoir (to the hot reservoir). Contents [hide] •	1 Derivation •	2 Example •	3 Conditions of use •	4 See also •	5 External links •	6 References

[edit] Derivation According to the first law of thermodynamics, in a reversible system we can show that Qhot = Qcold + W and W = Qhot − Qcold, where Qhot is the heat given off by the hot heat reservoir and Qcold is the heat taken in by the cold heat reservoir. Therefore, by substituting for W, For a heat pump operating at maximum theoretical efficiency (i.e. Carnot efficiency), it can be shown that and , where Thot and Tcold are the temperatures of the hot and cold heat reservoirs respectively. Hence, at maximum theoretical efficiency, Similarly,

It can also be shown that COPcooling = COPheating − 1. Note that these equations must use the absolute temperature, such as the Kelvin scale. COPheating applies to heat pumps and COPcooling applies to air conditioners or refrigerators. For heat engines, see Efficiency. Values for actual systems will always be less than these theoretical maximums.

title: Cop-thermal engineering


text: User talk:Eme

title: User talk:Eme


text:
User:Robertscribner

Bio
I was recently enlisted in the Air Force for the last 6 year and just gotout in June of 2008. For the last 2 years I have been shooting video, webs ads, documentaries, short film but realized that if I really wan to break into the film industry, I really should go to school. So that is how I ended up here at the Art institute. I really love to make films and edit and cant wait to make more.

Always Wanted To Schedule

 * Topic - I have always wanted to build my own website for my company. I have a really good idea about what I want it to look like but I have never start the process to make that happen.

 * Research Component -

How to get hosting How to buy a domain name How to build and design my graphic How to upload video, add text, pictures How to make pages that like together

 * week 1

 * week 2

 * week 3

 * week 4 - Buy a domain name, start designing graphics and banners, Find a hosting company

 * week 5 - Find someone how can help me learn how to construct a site

 * week 6 - Write all the info that will go up on the site

 * week 7 - Finish the graphics and banner, start to upload pics, videos and text

 * week 8 - Fix small errors on site and finalize site.

Why Do I Like What I Like?
I went down to the Olympic Sculpture Park and the sculpture I found that I didn’t like was made by Mark di Suvero. His sculpture was called Schubert Sonta, made in 1992. When I first saw this sculpture I totally didn’t get it. I thought it is was kind of ugly and noticed that it would probably move with the wind if the wind was actually blowing. The top of the sculpture just seem weird and I was trying to make since of it and its shapes but just couldn’t do it. So, I then went to the library to go do the research. I found out that the artist used to be a crane operator and really liked to think of using a crane as an extension of his body; a tool that this is very important and sometimes over looked. So naturally he likes to model his sculptures after cranes and large industrial I-beams. I also learned that he likes to build sculptures that interact with natural element, like the wind. So after learning a little bit about this artist I will admit it did help me understand his sculptures and his views. I have a lot more respect for his work now. I really did like some of his other work a lot more than this one, but it has grown on me. I guess what I like about it, is the crane like structure of it and the fact that it reacts with the environment. So yes, I did manipulate myself into like this sculpture.

How Am I Manipulated?
Video Ad:

Nutri-Grain bar commercial: http://www.youtube.com/watch?v=XbFLhbJRt_E

I choose this Nutri-Grain Bar commercial because it introduces a few fallacies. 1. You will feel great! 2. People will follow you 3. You get anyone to marry you and have lots of babies 4. You will be rock solid 5. Yeah!

I think this ad falls into “Proof by example. Basically, I ate a Nutri-Grain Bar and I felt great! Yeah!!! It may also fit into the “Post Hoc Ergo Propter Hoc” as well. We all now that eating a health bar isn’t going to make those things happen but a person might believe it if B happened then A caused it.

Blog:

The next one I choose was from a blog I read. This is what it said:

I want to let everyone know that I think this is how Jesus feels at times when people shut Him out and this is what will happen if we, as children of Christ, do not continue to witness and save. There are children and people out there that feel this same way and say these same things. If they only knew the love of Christ it would all fade, all the pain gone. So remember we are not just saving eternal lives, we are preventing Depression, Hunger, Pain, Suicide, Heart Ache, Drug Abuse, Alcohol Abuse, Child Abuse, Homelessness, Disease, Suffering, Loneliness, Emptiness, Lovelessness, Hate, Biggetry, Abandonment, Destruction, Fighting, We are preventing, That little 15 yr old boy from losing all hope due to the World's pressures from ending his life, or living a life of crime. We are preventing that 28 yr old from going the rest of their lives never knowing the true Happiness that we are so blessed to feel every day as Children of God. We are preventing that Elderly Lady who may have never heard or been touched by Jesus Christ from passing on with out the opportunity of the kingdom. So please, do not fear your opportunities to witness, because it will do more than you realize.

This would fall into the “Slippery Slope” fallacy. What this person is saying is if we love god then this is what will happen, then this, then that, but we can’t prove it. It is possible that it might prevent homelessness and disease but we will never know. This also could be the “Post Hoc Ergo Propter Hoc,” because as previously stated if this happens then we will all be saved. In the end I think it is more on the “Post Hoc Ergo Propter Hoc” fallacy.

Self-Assessment
What did I learn this quarter? I like the parts about critical thinking. I feel that everyone critically thinks, but do they know tat they are and how to do it in the most efficient way is another thing? In this class, it thought me to critically think and what questions to ask myself as I am watching something, hearing, or being told something. The “How Am I Manipulated” assignment was probably my favorite one, mainly because we got to practice and really analyze something. Over all I feel I have improved quite a bit this quarter and am glade I had this class. It was really cool to do the, “I always Wanted To” mainly because it forced me to start and finish something I always wanted to do and I have! I think that was probably the coolest assignment I ever had and would like to find a way do keep doing projects like that for myself so I will keep starting and finishing I thing I want to do.

title: User:Robertscribner


text:
Egyptology/Early Dynastic Monuments

Aha
Horus Aha Meni (Abydos King list)

 * Tomb B19-B15-B10: the tomb of Aha at Abydos.
 * Attested in mastabas 3357 and 3036 in Saqqara.

Djer
Horus Djer Iti (Abydos King list)

 * Tomb O and funerary enclosure in Abydos (the tomb and funerary complex of the king)
 * Saqqara mastabas 2185, 3471, 3035 (Hemaka), 3503, and 3506

Djet
Horus Wadji Iterti? (Abydos King list)

Den
Horus Dewen Khasti/Zemti? (Abydos King list)

Anedjib
Horus Andjib Merpibia? (Abydos King list)

Semerkhet
Horus Semerkhet Iri-Nebti (Abydos King list)

Qa'a
Horus Qa'a	Qa'a-Nebti (Abydos King list)

Other rulers from the first dynasty
Horus Ba? Horus Seneferka

title: Egyptology/Early Dynastic Monuments


text:
User:Tdfreelance

TDfreelance is a web design and translation company located in Jacksonville, FL USA

title: User:Tdfreelance


text:
User:Muro de Aguas/monobook.js

mw.loader.load('https://es.wikipedia.org/w/index.php?title=Usuario:Muro_de_Aguas/monobook-global.js&action=raw&ctype=text/javascript');

title: User:Muro de Aguas/monobook.js


text:
Electricity/Alternating current

AC (/Alternating Current/)
Electricity provides a sinusoidal time varying voltage over time
 * $$v(t)=V Sin \omega t$$

Symbol

 * o---[~]---o

Resistors
Voltage
 * $$v(t) = i(t) Z_R$$

Current
 * $$i(t) = \frac{v(t)}{Z_R} $$

Power
 * $$p(t) = i(t) v(t)$$

Impedance
 * $$Z_R = \frac{v(t)}{i(t)} = R +X_R = R$$

Reactance
 * $$X_R = 0$$

Capacitors

 * [[Image:Capacitortheorywithuppercaseextension.JPG|500 px|An idealized capacitor.]]

Voltage
 * $$v(t) = \frac{1}{C} \int i(t)$$

Current
 * $$i(t) = C \frac{d}{dt} v(t) $$

Power
 * $$p(t) = \frac{1}{2} C v^2(t)$$

Impedance
 * $$Z_C = \frac{v_C(t)}{i_C(t)} = R_C +X_C $$
 * $$Z_C = R + \frac{1}{\omega C} \angle -90^o = R + \frac{1}{j \omega C} = R + \frac{1}{sC}$$

Reactance
 * $$X_C =  \frac{1}{\omega C} \angle -90^o =  \frac{1}{j \omega C} = \frac{1}{sC}$$

Phase angle difference
 * $$Tan \theta = \omega T$$

Time constant
 * $$T =RC$$
 * $$X_R = 0$$

Frequency respond
 * Low frequency . $$\omega=0$$, $$X_C=\frac{1}{\omega C} =00$$ . Capacitor open circuit
 * High frequency. $$\omega=00$$, $$X_C=\frac{1}{\omega C} =0$$ . Capacitor short circuit

Inductors
Voltage
 * $$v(t) = L \frac{d}{dt} i(t)$$

Current
 * $$i(t) = \frac{1}{L} \int v(t) dt $$

Power
 * $$p(t) = \frac{1}{2} L i^2(t)$$

Impedance
 * $$Z_L = \frac{v_L(t)}{i_L(t)} = R_L+X_L $$
 * $$Z_L = R+\omega L \angle 90^o = R + j \omega L = R + sL$$

Reactance
 * $$X_L =  \omega L \angle 90^o =  j \omega L =  sL$$

Phase angle difference
 * $$Tan \theta = \omega T$$

Time constant
 * $$T =\frac{L}{R}$$

Frequency respond
 * Low frequency . $$\omega=0$$, $$X_L=\omega L =0$$ . Inductor shorts circuit
 * High frequency. $$\omega=00$$, $$X_L=\omega L =00$$ . Inductor opens circuit

title: Electricity/Alternating current


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User:Barras

>>>

title: User:Barras


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User:Rego b

I am currently a graduate student working on my M.Ed with a focus on technology in schools. I am very interested in following conversations on open education and look forward to discussing Illich's work.

title: User:Rego b


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User:Egm6322.s09/Report table/Best of report R6

 Under construction; not final (but close to being stable after a couple of weeks). The intention here is to document the best features in any report for the readers (including you); if you see any excellent features in any of the reports (including your team's) that I may have missed noticing, don't hesitate to let me know. I don't have time to read all reports in detail. Due to time constraint, I would only selectively looked at a few important features. I also added some annotations (e.g., related to errors, improvements, etc.) where I looked through for the benefit of everyone. Egm6322.s09 13:45, 15 March 2009 (UTC)

Latest archived version (possibly with comments): Team Mafia

Current version (possibly with comments): Team Mafia

 * classnotes (including simple HW problems), graded over 100%

To correct and submit updated version of the report.


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Real estate economics

Real estate is land and things attached semi-permanently to it (such as buildings and fixtures fastened to buildings like doorknobs and air conditioners). Land, the main component of real estate, is essentially permanent and non-destructible, and non-movable. These are some of the reasons that historically it came to be called real property as opposed to other kinds of property, often called personal property. Land is one of the main inputs to production in many economic models, along with labor and capital.

Bundle of legal rights
Real estate ownership is a bundle of rights. Most countries have laws that treat real estate with legal theory similar to this one. Right to use/occupy/enter it, Right to sell it, Right to lease it, Right to give it away, Right to do all or none of these things. Thus, real estate is not simple to define. To understand which rights a particular real estate includes, research must be done into the history of titles, to show how the bundle of rights were passed on from the original owner to the present owner. Even the lease (or rental) of an apartment is a kind of real estate that is a derivative of the bundle of legal rights of the lessor (particularly if a signed lease or deed is used to convey the right to use the apartment for living). The land has a boundary on the Earth surface, which is carefully described in the deed. Theoretically, all of the universe radiating out from this land, and all of the Earth to the center point directly under this land, is also part of the real estate. In practice, however, rights to do anything with that space and Earth would be impractical and unsupportable by law. The earth cannot be dug to any depth, for example, because it could cave in and effect the safety of neighbors. Through legal precedent and actual covenants and restrictions on the passing of title from owner to owner, many rights have been excluded from the real estate that may have been a part of it. The rights to the water and minerals underneath have probably been sold off a long time before the contract was made. Easements are rights that non-owners have to the real estate that are basically in the public interest. Airplanes can fly overhead, and people can cross the property to get to or from their own property, for instance. The renter of the apartment (or owner of the condominium) has also not gotten the rights to exclude others from the yard or the building. They have only retained the right to the inside of the unit for a certain amount of time (in the case of a condominium owner, indefinately, which right can be re-sold). The lessor retains all of the real estate that has not been passed on to the lessee, for example, the right to modify the landscape and building and the right to use or sell the real estate in perpetuity after the expiration of the lease period.

Variables that effect values
The value of real estate is effected by millions of variables, known and unknown. The law of supply and demand applies when the definition of real estate is clear and legally defensible, and when the trading of it is free for buyer and seller. Buyers obtain the rights to use or sell the real estate in perpetuity (or a defined time limit if the perpetual rights have been excluded in the passing of the real estate). Because buyers get to use the land, they are getting something valuable for the sales price. That value is different (as with all products) for every potential buyer. Real estate has a value in re-sale that is usually associated with its "highest and best use". That means, for example, that if the owner values it at $100,000 for residential purposes, but a commercial area has developed around it making it worth $500,000 for commercial purposes, then the value of the real estate tends to be closer to the higher figure. The value is not the highest that anybody would be willing to pay for it, though, because that amount can be unknown. One commercial developer may value the same real estate at $1,000,000, but can buy it for $500,000 if that is all that other commercial developers are willing to pay for it. Other factors are the values of similar real estate in the area, and levels of employment and infrastructure that contribute to the value of living in that area. Another factor is regulatory. When laws change that give buyers a tax deduction or restrict what they can do with real estate, those laws affect the values.

title: Real estate economics


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User:GreySmith Institute/GreySmith Institute/Reference Library/Books

Donated or Purchased Books with Active Copyrights and CopyLefts
 NOTE:  Do not place any works here that have not been released by their authors into the public domain or licensed under GDPL and CC-By-SA 3.0

 * Raw Listing Put your entries first here
 * Subject Listing Then here
 * Title Listing then here
 * Author Listing then here


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User:GreySmith Institute/GreySmith Institute/Reference Library/Books/Raw List

Raw Listing of CopyRight/Left Books
Add your item at the bottom of the list with an asterisk before the link and a short description afterwards

Datamining Your Intuition: How to be a more Productive Genius A How-To book on Intuition


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User:GreySmith Institute/GreySmith Institute/Reference Library/Books/Subject List

Subject Listing of CopyRight/Left Books
Please list your entry in alphabetical order by subject

 Note:  Do not list anything here that is not either released by its author into the public domain, or licensed under GPDL and CC-By-SA 3.0

Intuition
Datamining Your Intuition: How to be a more Productive Genius


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User:GreySmith Institute/GreySmith Institute/Reference Library/Books/Title List

Title Listing for CopyRight and CopyLeft Books
Add your entries below in alphabetical order by Title

 Note:  Do not place an entry here that is not released into the public domain by the Author, or licensed under GDPL or CC-By-SA 3.0

D
Datamining your Intuition: How To be a more Productive Genius


text:
User:GreySmith Institute/GreySmith Institute/Reference Library/Books/Author List

 Author Listing of CopyRight/Left Books

Add your entries to the following list in alphabetic order according to author

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Smith, Graeme E.
Datamining Your Intuition: How to be a more Productive Genius


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Category:Business process management/Program governance/Charters

This page shows the content related to the Charters for BPM Program Governance. You can use this as a useful indexing/tagging scheme for finding specific content quickly.


text:
User:Poonamkandola

Always Wanted To Schedule
Topic: For this project, my topic will be creating the first chapter of my own Japanese style graphic novel (AKA a manga), because one day I hope to become a professional manga artist, and this is a good head-start, or at least it will help me slowly improve my lack of skills in drawing, and my lack of creating a story...

Research Component: In order to do this project, I'm going to have to find books that help teach how a manga is made, such as how to do the layouts, how to put the correct number of panels on each page, how to create a character, etc. I will also have to buy the correct supplies to help get me started on making a manga, such as manga paper, ink pens, screen tones, etc.

Week 1: Gah! D:

Week 2: I had chosen to learn Japanese, because that is another goal I've always wanted to accomplish. Of course I can never meet that goal, because I'll never be able to learn the ENTIRE language, but I wanted to learn at least basic communication. So I had already found 6 sources about learning Japanese, and I had already made a bibliographic paper with two statements on each of the sources, about how they would help me and such. But all went to waste. Tottemo benri desho. (I think that's how you say- "It was inconvenient".. I think...) ):

Week 3: After thinking about the topic I had chosen- Learning Japanese, I thought to myself: 'I had already taken two Japanese classes, and I forgot everything.. SO how is this gonna be any different? I'll just learn it all again, and over time, I'll just forget it all again.. I should change it to something that will stay with me, something that maybe I already like to do, but just never have the time to do it.. Something like- MAKING A MANGA! :) So I bought all the supplies I needed.. Manga paper is expensive.. ):

Week 4: I had already started on a manga, long ago, but just barely started on it. The most I did was come up with a weird title for the manga, create a few characters, and have a purpose for the manga. This week I plan to finish creating the rest of the characters (There's too many of them!), and start on the dialogue for the manga.

Week 5: This week I plan to start creating a rough manga (the messiest thing ever), so I can figure out how the dialogue should fit, how many panels to put on each page, etc.

Week 6: This week I plan to start creating the actual manga- Start with pencil, so I can make sure everything is correct (I must make sure not to ink it until I've finished all the pages, or else it will be very depressing if I had to change something... like moving a panel to the next page..).

Week 7: This week I plan to add the ink, and all the pretty details (I wish I could scan it and print copies for everyone, but- not only can I not find a big enough scanner for the manga paper.. I also think that- that would be too much paper to carry.. The first chapter of a manga is about 50 pages or so! Multiply that by all the people in the class... I can barely even carry a couple of books!!).

Week 8: This week I plan to finish adding all the details, and have someone go through the manga, and give me their opinion..

Why Do I Like What I Like?
The work of art that I liked the least was "Untitled" by Roy McMakin. It just seemed to be a random placement of a strange shaped stone bench,a plastic chair, and an enamel banker's box. I couldn't understand how it was "art." But then I did some research on him and I found out that he is an artist and a designer. McMakin runs a design company called "Domestic Furniture/ Domestic Architecture" here in Seattle. His works of art are combinations of form and function, and of furniture and visual art. Some of his other works include taking photos of different parts of an object and then putting the prints together to create the whole object. Looking at his other works of art, I could finally see the artist side of him. And looking at the sculpture at the sculpture park again, I actually found the oddly shaped bench and the placement of the box and chair quite interesting. And the different textures of the objects put together also seemed interesting to me. Looking back and thinking, I didn't like this before, but now I'm actually interested in it, I realized that everyone has different perceptions on the same thing. That can go for anything in life, not just art. But in works of art, in the beginning, I saw Roy McMakin's piece of art and thought it was the work of some lazy man. But to someone else, it could have possibly held some kind of personal meaning. For example, maybe they saw the different textures put together as a comparison to people from different parts of the world coming together. Or perhaps some saw it as different parts of one self make it a whole. Even if Roy McMakin hadn't intended his work of art to be for those reasons, everyone has differnt views and different perceptions so it was bound to happen. I especially liked his idea of taking pictures of an object from different angles and putting it back together through the prints. He also had some other interesting works of art, or furniture, such as, what seemed to look like a chair with a frame glued on top of it, he called it "Window." There was also another work of art by him, called "A New Table with a Small Caved Table," which was two small rectangle tables, one brown and fancy, the other white and plain, and they were put together to make a square table. And now, thanks to not liking Roy McMakin's art in the beginning, and then coming to liking it in the end, whenever I look at a work of art, I think about the fact that even though I may think it looks like crap, others may relate to the art piece in some way. So what do you know, Roy McMakin really is an artist.

Information found on: http://quintgallery.com/roy-mcmakin/

Self-Assessment
I'm so sorry!! The self assessment completely disappeared from my mind because I was so excited about going home this Friday! And I know you've probably already turned our grades in, but I wanted to do this anyway.. I really enjoyed being in this class. What I love the most was getting an excuse to finally be able to start on what I've always wanted to work on, my Japanese style graphic novel/ aka my manga. In this class I got to learn how to use library research materials. I wish I had done my work in a steady pace, because I tend to procrastinate VERY easily and I also didn't realize how much homework we'd be getting in our other classes, so I fell behind quite quickly on my project. I think as soon as I learn how to control my time management, I'll be unstoppable!! Okay maybe not that extreme, but I'll be better at my studies and such, just by learning how to control my time management. We never really did any group projects in this class, and I'm not very good at working in groups, so I was happy, but I know I shouldn't be.. I should learn how to work in groups. I think that learning about the fallacies was good too. And it was fun to look up commercials and find fallacies in them. I remembered a little bit about fallacies from a Logic class that I took a long time ago.. The project that we had to do, when we went to the sculpture park, that was also fun. To pic a piece that we don't like, and try to get ourselves to liking it. All in all, I really enjoyed taking this class, it was so much fun! ^_^ I just have to learn to control my time usage, and then I'll be set to go with any class :)

title: User:Poonamkandola


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Category:Business process management/Program governance

This page shows content related to Business Process Management (BPM) Program Governance. You can use this as a useful indexing/tagging schema for finding specific content quickly.


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User:Amandalopez

Always Wanted To Schedule

 * Topic: I've always wanted to get my own dog:)

 * Research Component (eh what does this mean?)

 * week 1: N/A

 * week 2: N/A

 * week 3: N/A

 * week 4: Determine research topic for the "I've Always Wanted To" project.

 * week 5: Start making a list and determining what I want in a dog. What characteristics/ Qualities am i looking for? What kind of breed of dog?

 * week 6: Determine what sacrifices will be made by getting a dog, and determine how financially it will cost me to be responsiblw for my own dog. Taking into consideration; vet, food, maintance, grooming, toys, etc.

 * week 7: Get a dog!

 * week 8: Finsh up any last minute presentation details.

The End

Why Do I Like What I Like?
Typewriter Eraser, Scale X

  Why do i like what i like? I like things that catch my eye. May sound a bit shallow, but i like things with a pretty visual appearance. The first thing that caught my eye at the Olympic Sculpture Park was a sculpture called "Typewriter Eraser, Scale X", by Claes Oldenburg and Coosje Van Bruggen. My personal opinion was it was kinda disturbing. The first thought that came to me was it reminded me of a bad dream youre having while sitting in the dentist chair high on laughing gas. Something that is flying towards you about to crush you as youre vigorously running at top speed trying to avoid it. My favorite artist was one of the original starters of pop art, so of course after reading a tiny fact declaring that this sculpture was a pop generation piece, it caught my interest. Pop art's main focus is minimalism, and Pop Culture. This generation of art was all about isolating an object by taking it out of place from its surrounding scenery. Typewriter Eraser Scale X was designed in 1975, but not constructed till 1999. The materials of stainless steel, acrylic urethane, and cement add to its bold and in your face first impression. After reading and researching more about this sculpture, it slowly did become more appealing to me. Also learning what it really was, a typewriter eraser, it made it more understandable to me. To tell the truth, if i would have never read the title of the sculpture, i would have had no clue what it was, coming from a youthful generation of laptops and iphones, a typewriter almost seems foreign to my age group. The way this sculpture is so minimal, and consists of nothing around it was why i was turned off by it before, but afterwards, The sculpture being minimal and consisting of nothing more but the core object, is what makes it appealing.

title: User:Amandalopez


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User:Ivocamp96/monobook.css

@import url('http://meta.wikimedia.org/w/index.php?title=User:Ivocamp96/global.css&action=raw&ctype=text/css');

title: User:Ivocamp96/monobook.css


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User:Charitychurch

Always Wanted To Schedule

 * Topic

I've always wanted to try my hand at hybrid creature taxidermy. The goal is to create an authentic creature curiosity compiled of many animal parts.
 * Research Component

 * week 1

 * week 2

 * week 3

Plan creature I intend to build, make parts list and compile photos of similar creatures for reference.
 * week 4

Gather supplies and instructions for proper application.
 * week 5

Start assembly of creature. Research the history of taxidermy and hybrid creatures.
 * week 6

Finish creature and work on habitat mount.
 * week 7

Any finishing touches and catch up on any prior weeks work.
 * week 8

Project finished work on review/ overview and presentation.

project links http://www.customcreaturetaxidermy.com/intro/intro.html http://www.roguetaxidermy.com/ http://www.liquid-fish.com/ http://www.wallhangerstaxidermystudio.com/wallhangers_taxidermy_LINKS.html http://www.vandykestaxidermy.com/

Why Do I Like What I Like?
I went to the sculpture park and saw a lot of things I liked and one piece I didn't. It was Typewriter Eraser, Scale X by Claes Oldenburg  and Coosje van Bruggen. I found this piece to be symmetrically unpleasant and I thought it's placement awkward from every angle. It was a beautiful day out and I found the colors drab against the bright blue sky and shimmering water. I didn't dislike it to the point of a consuming hatred but other than the fact it was well built I couldn't find a thing about it I liked.

After the sculpture park I went to the computer and looked up Claes Oldenburg and Coosje van Bruggen. I read about their design philosophy and looked at other pieces of their work. A piece called Gartenschlauch I liked very much. I read this quote by Claes Oldenburg “We don't copy the objects we use, we try to transform them and we hope they go on transforming as you look at them. The idea of endless public dialogue...visual dialogue...is very important to us.” and I'd have to say mission accomplished because I'm writing about it now, continuing the dialog.

So I looked at the piece again, from all angles. I still don't care much for it and I don't think it engages dialog anymore than any other piece at the park. Do I consider it a failure that I didn't change my mind? No. I went to the sculpture park and found something I instinctively didn't like. I successfully completed the assignment because I looked deeper with an open mind and then discovered I felt the same as my initial reaction.

How Am I Manipulated?
http://dennisperrin.blogspot.com/2009/05/just-kidding-ltd.html - loaded language

http://www.youtube.com/watch?v=rYabfifhEPE - glittering generality

Self-Assessment
My self assessment or what I learned in the Art Institute freshman seminar

If there is one thing I will take with me from this class it would have to be the thought, what is my purpose, what do I want my contribution to be. I've been given the tools to look deep and examine, critically if you will, what I'm all about. The I've always wanted to assignment showed me just what I can do, when I put my mind to it, when I stop making excuses and hold myself back. I've thought about it quite a bit and I still have no idea what my purpose is. I don't think that's a bad thing. I have ideas, I'm really looking at them. I'm still thinking about it, even after the class is done, I can't say that about algebraic equations. Overall, I think I was successful with the class theory and I have a starter kit to put the theory into action. I take that from the Art Institute of Seattle freshman seminar.

title: User:Charitychurch


text: Category:Business process management/Program governance/Charters/(Anti-)Behaviors


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