Skills: Imagination Logic Common sense Pattern recognition Basic probability & statistics knowledge

Attitude: Strategic pessimism Non-attachment to one's ideas Confidence in one's ability to influence others

Also excluded is the famous library of Alexandria with its equally famous librarian Callimachus, who affi xed inventories of texts on clay pinakes on the shelves, as well as the Roman laterculi or administrative registers.

list-sorted management on an index card basis is coupled with the organizational discourse of scientifi c management, which discovers the card index as an economic optimization tool and develops it into an instrument of rationalization.

Avoid These Costly Mistakes During Web Application DevelopmentDmitryCEOCustom SoftwareHomeBlogTechnologyAvoid These Costly Mistakes During Web Application DevelopmentPublishedJan 16, 2020UpdatedJan 16, 202015 min readAccording to the Startup Genome Report, over 90% of startups fail after launch. There can be different reasons like skipping the market research, hiring wrong specialists, too early scaling, and so on. However, one of the most important elements of startup success is the product you provide. Neglecting estimates, avoiding the MVP stage, designing unnecessary functionality, and saving time on testing may become fatal errors that can result in a complete failure. In this article, we will tell you about the most costly mistakes you should avoid during web app development to succeed after product launch.

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Wicked Questions make it possible to expose safely the tension between espoused strategies and on-the-ground circumstances and to discover the valuable strategies that lie deeply hidden in paradoxical waters. — Wicked Questions, Liberating Structure

The moment one gets into the ‘expert’ state of mind a great number of things become impossible.”

self-discipline is required by students in onlinecourses, compare to traditional classroom education

Project Management services

factors student self-management

A new idea acts retrospectively; a torch throws its light behind as well as before. Materials that were laid aside take on a new aspect when they are classified by means of an idea. Then everything within us is reborn and animated with a new life. But for that to happen, the paths of light must be open, our thoughts must be in order and linked consecutively one with another.

Among the works of St. Thomas there is a letter to a certain Brother John, in which are enumerated Sixteen Precepts for Acquiring the Treasure of Knowledge.t Th

This sounds like a grim reality and indeed it is. But it has a silver lining. Since the people are the property of the regime, the people are the assets of the regime. The regime’s incentive is therefore to maintain and improve this human capital. Note that this incentive is precisely aligned with the traditional maxim of state: salus populi suprema lex, the health of the people is the supreme law.

All of which can help with getting a grip on your personal knowledge mastery (pkm).

Agile-Waterfall Hybrid: Is It Right for Your Team?

First, set clear goals and prioritize among conflicting goals (for instance, price to maximize revenue but ensure a 10 percent profit increase).Second, pick one of the three types of pricing strategies: maximization, skimming, or penetration.Third, set price-setting principles that define the rules of your monetization models, price differentiation, price endings, price floors, and price increases.Finally, define your promotional and competitive reaction principles to avoid knee-jerk price reactions.

A pricing strategy is your short- and long-term monetization plan. The best companies document their pricing strategies and make it a living and breathing document.

What monetization model do we envision for our new product? Why is it the right one, and how did we choose it?Which models did we not pick, and why?What are the most important trends in our industry? How do they affect our choice of a monetization model? How do we plan to monetize our product if customer usage varies significantly? Which price structures have we considered and why?Do we have the right capabilities and infrastructure to execute the chosen monetization model and price structure?

To have a chance at converting free customers to paid customers, you need to test what benefits they will pay for and ensure a functional free experience. You also need to know exactly how many customers will actually be willing to pay. What’s more, you must avoid giving the farm away for free because it will leave your premium offering with very little value.

Customers pay when they use or benefit from the product. This can be exceptionally successful if you can align the metric directly to how customers perceive value. This can be effective if you are adept at predicting future trends. The alternative pricing model makes sense when your innovation creates significant value to end customers but you cannot capture a fair share of that value using traditional monetization models.

Auctions — competition based pricing for goods and services. Google AdWords, eBay, and other two-sided marketplaces use auctions. Market determines price. If you can control inventory for an in demand product, you should consider this model.

Dynamic pricing — airline industries, Uber offer dynamic pricing for peak demand times. Dynamic pricing boosts the monetization of fixed and constrained capacity. Complex model requiring extensive data analytics.

Subscription —recurring revenue increases customer lifetime revenue, revenue predictability, cross-sell and upselling opportunities. Works well in online and offline services where the product is used continually, in competitive industries, and where it can reduce barriers to entry through large upfront payments.

What are the product configuration/bundles we plan to offer? Why did we pick these offers? Do they align with our key segments? If not, why not?What are the leader, filler, and killer features for the new product or service our company is developing? How did we find out?Have we explored a good/better/best approach to product configuration and bundling? What do we expect sales to be for each product configuration? Is the share of the basic product configuration lower than 50 percent? If not, why not?Have we explored bundling our new product with existing products? What would be the benefits for us and the customers?Have we considered unbundling as an opportunity? What would be the benefits to customers and our business (if any)?

Align offers with segmentsDon’t go beyond nine benefits or four productsCreate win-win bundles for you and the customerDon’t give away too much in the entry-level product. Look at customer distribution by product and upsell percentage to qualify a problemHard bundles might not work and an a la carte bundle may be betterPer product pricing needs to be higher than bundled pricingMessaging and communicating the value of the bundle is a sales opportunity depending on what product or feature they are afterBundle an integrated experience and charge a premium instead of a discountDon’t bundle for the sake of bundlingLook for inverse correlations and exploit both by including the nice to have inverse.

Establishing which features are leaders (must-haves), fillers (nice-to-haves), and killers (features that are deal killers), andCreating good/better/best options.

Product configuration and bundling are your key building blocks for designing the right products for the right segments at the right price points. Product configuration is about putting the appropriate features and functionality — those customers need, value, and are willing to pay for — into the product; this process has to be done for each identified segment. Systematic product configuration prevents you from loading too many features into a product and producing a feature shock.

Does our product development team have serious pricing discussions with customers in the early stages of the new product’s development process? If not, why not?What data do we have to show there’s a viable market that can and will pay for our new product?Do we know our market’s WTP range for our product concept? Do we know what price range the market considers acceptable? What’s considered expensive? How did we find out?Do we know what features customers truly value and are willing to pay for, and which ones they don’t and won’t? And have we killed or added to the features as a consequence of this data? If not, why not?What are our product’s differentiating features versus competitors’ features? How much do customers value our features over the competition’s features?

Did we segment before we designed the product? If not, why not?What were the segments? How did we get to these? Which ones would we serve initially? Do they represent a sizable market?What criteria were they based on? How different are these segments in their WTP? Can we respond differently to each segment? If so, how?How did we describe the segments? What observable criteria do we have in these descriptions? Do our descriptions and observable criteria on each segment pass our sales team’s sniff test?How many segmentation schemes do we have in our company? Can we consolidate to one segmentation across product, marketing, and sales?Who in our company is responsible for segmentation? At what point in the innovation cycle does this person (or people) get involved?

Do Segmentation Right:Begin with WTP data — By clustering individuals according to their WTP, value, and needs data, you will discover your segments — groups of people whose needs, value, and willingness to pay differ.Use common sense — Practicality and common sense are as important as statistical indicators.Create fewer segments, not more — Serving each new segment adds significant complexity for sales, marketing, product and service development, and other functions. Smart companies start with a few segments — three to four — and then expand gradually until they reach the optimal number.Don’t try to serve every segment — The products and services you develop should match your company’s overall financial and commercial goals. A segment must deliver enough customers — and enough money — to make the investment worthwhile.Describe segments in detail in order to address them — Investigate whether each segment has observable criteria for customizing your sales and marketing messages to them.

The message here is clear: You need to create segments in order to design highly attractive products for each segment. And you must base your segmentation on customers’ needs, value, and WTP. This way, segmentation becomes a driver of product design and development, not an afterthought.

I didn't have to think too much of what’s good for the company - I usually assumed that whatever I’m doing is what the business needs.

A PFC assessment can be incorporated into an integrated riparian management process through a logical sequence of actions (figure 2). Figure 2. Recommended steps for managing riparian areas using an integrated process. After effectiveness monitoring has been done (step 6), initial objectives are validated and modified if necessary. After implementing adaptive actions, step 6 is repeated to monitor the effectiveness of those actions.Step 7: Implement adaptive actionsStep 6: Monitor and analyze the effectiveness of actions and update resource condition ratings (PFC)Step 5: Design and implement management and restoration actionsStep 4: Identify issues and establish goals and objectivesStep 3: Prioritize reaches for management, restoration, or monitoring actionsStep 2: Identify riparian resource values and complete additional assessmentsStep 1: Assess riparian area function using the PFC method • Identify assessment area and assemble an interdisciplinary team • Review existing information and delineate and stratify reaches • Determine the potential of the reach • Assess the reach and determine its functional rating (validate with monitoring data if necessary)Modifyobjectivesif necessaryMonitoradaptiveactions

Areas of Integrated Governance

. Three points may be proposed about task-orientation. First, there is a sense in which it is more humanly comprehensible than timed labour. The peasant or labourer appears to attend upon what is an observed necessity. Second, a community in which task-orientation is common appears to show least demarcation between "work" and "life". Social intercourse and labour are intermingled - the working-day lengthens or contracts according to the task - and there is no great sense of conflict between labour and "passing the time of day". Third, to men accustomed to labour timed by the clock, this attitude to labour appears to be wasteful and lacking in urgency.1

Smart leaders will not focus so much on exhorting people not to be afraid of change and will instead work to do everything they can to increase a sense of stable, supportive community. Unfortunately, many leaders see stability, community, and a sense of belonging as enemies of innovation — when in reality they are the prerequisites.

When important decisions are not documented, one becomes dependent on individual memory, which is quickly lost as people leave or move to other jobs.

A good manager must have unshakeable determination and tenacity. Deciding what needs to be done is easy, getting it done is more difficult. Good ideas are not adopted automatically. They must be driven into practice with courageous impatience. Once implemented they can be easily overturned or subverted through apathy or lack of follow-up, so a continuous effort is required.

To do a job effectively, one must set priorities. Too many people let their “in” basket set the priorities. On any given day, unimportant but interesting trivia pass through an office; one must not permit these to monopolize his time. The human tendency is to while away time with unimportant matters that do not require mental effort or energy. Since they can be easily resolved, they give a false sense of accomplishment. The manager must exert self-discipline to ensure that his energy is focused where it is truly needed.

The man in charge must concern himself with details. If he does not consider them important, neither will his subordinates. Yet “the devil is in the details.” It is hard and monotonous to pay attention to seemingly minor matters. In my work, I probably spend about ninety-nine percent of my time on what others may call petty details.

And back in the day, everything was GitHub issues. The company internal blog was an issue-only repository. Blog posts were issues, you’d comment on them with comments on issues. Sales deals were tracked with issue threads. Recruiting was in issues - an issue per candidate. All internal project planning was tracked in issues.

Müller-Wille and Scharf ‘Indexing Nature’, also points out that Linnaeus interleaved blanksheets into his texts so that he could take notes. Cooper points out that this had been a common practice in natural historysince at least the late seventeenth century (Cooper, Inventing the Indigenous, 74–5).

First, what were the economies of attention thatguided his commonplacing techniques? Second, what type of impact did his note-taking skillshave upon the way that he arranged information in texts?

The foregoing studies suggest two strands of commonplacing circa 1700. The first was thecollection of authoritative knowledge, usually in the form of quotations. The second was thecollection of personal or natural knowledge, with Francis Bacon’s lists, desiderata and apho-risms serving as early examples. While Moss has shown that the first strand was losing popular-ity by the 1680s, recent scholarship has shown that the second retained momentum through theeighteenth century,9especially in scientific dictionaries,10instructional cards,11catalogues,12

BlackRock employs a stable of former policymakers, underscoring the importance the company occupies in both financial and policymaking ecosystems, in something akin to a shadow government entity.[157] Good government groups have documented 118 examples of “revolving door” activity by the company—cases in which a government official joined BlackRock’s roster, or vice versa.[158] In one particularly troubling example of how Washington’s revolving door operates, in 2017, a former BlackRock executive was put in charge of reviewing the FSOC’s work for the Treasury Department.[159] Unsurprisingly, the Department’s conclusion was that FSOC should “prioritize its efforts to address risks to financial stability through a process that emphasizes an activities-based or industry-wide approach,” the company’s preferred position.[160] This conclusion all but ensures that BlackRock will not be designated for greater regulation by the FSOC under the Trump administration.

The operative content object is the content object to which a request is directed – this is the content object that the user specifically wants, and that the request primarily operates on.

urql stays true to server data and doesn’t provide functions to manage local state like Apollo Client does. In my opinion, this is perfectly fine as full-on libraries to manage local state in React are becoming less needed. Mixing server-side state and local state seems ideal at first (one place for all states) but can lead to problems when you need to figure out which data is fresh versus which is stale and when to update it.

Forty years ago, Michel Foucault observed in a footnote that, curiously, historians had neglected the invention of the index card. The book was Discipline and Punish, which explores the relationship between knowledge and power. The index card was a turning point, Foucault believed, in the relationship between power and technology.

In 1791, France’s revolutionary government issued the world’s first national cataloging code, calling for playing cards to be used for bibliographical records.

Linnaeus experimented with a few filing systems. In 1752, while cataloging Queen Ludovica Ulrica’s collection of butterflies with his disciple Daniel Solander, he prepared small, uniform sheets of paper for the first time. “That cataloging experience was possibly where the idea for using slips came from,” Charmantier explained to me. Solander took this method with him to England, where he cataloged the Sloane Collection of the British Museum and then Joseph Banks’s collections, using similar slips, Charmantier said. This became the cataloging system of a national collection.

Linnaeus had to manage a conflict between the need to bring information into a fixed order for purposes of later retrieval, and the need to permanently integrate new information into that order, says Mueller-Wille. “His solution to this dilemma was to keep information on particular subjects on separate sheets, which could be complemented and reshuffled,” he says.

Against Canvas

All humanities courses are second-class citizens in the ed-tech world.

Why isn’t there anything on our class’s Canvas page? Because Canvas and Blackboard are evil and must be destroyed. So-called “learning management software” is very possibly the worst software ever created by anyone for any purpose, and I will not add to the store of suffering in the world by making use of it. I explain in more detail my objections to Canvas here.

mmv1,2 is also a very nice tool for such a task, applied to the current job, it would be mmv '*.md' 'test - #1.md'

CMP or consent management platform is a platform or a tool to take consent from the visitor to use his/her digital identity for marketing efforts.

Stay engaged. As mentioned above, you are expected to check your GVSU email twice daily, read new posts on CampusWire twice daily, contribute to the discussion board daily, and make at least two significant contributions to CampusWire per week. Make daily engagement with the course a habit, and don’t take days off (unless it’s a weekend and you have all your work done).

Budget your time. MTH 124 is a 5-credit course with no meetings, so you will need to plan on spending about 15-20 hours per week doing mindful work. That’s 3-4 hours per weekday if you choose not to work on weekends. If you are taking other courses or have job of family responsibilities, you’ll need to think about where to put these hours in your daily and weekly schedules. In my experience, the #1 reason students don’t succeed in online courses is overcommitment and not managing time well.

The garden helps us move away from time-bound streams and into contextual knowledge spaces.

I particularly enjoyed the California water commons, with its quiet nod to Elinor Ostrom’s original post-graduate research on emergent cooperation between county water-boards.

I can refer to a section of page in a book by using #(booknr)p(pagenr)(section), for example #8p113a. There are four sections in my journals: A (upper left), B (down left), C (upper right), D (down right).

We still do not understand how information practices from the worlds of learning, finance, industry, and administration cross-pollinated. From the fourteenth century onward, accountants developed complex instructions for note-taking to describe holdings and transactions, as well for the recording of numbers and calculations. By the seventeenth century, merchants, and indeed ship captains, engineers, and state administrators, were known to travel with trunks of memoranda, massive inventories, scrap books, and various ledgers and log books that mixed descriptive notes and numbers. By the eighteenth century, tables and printed forms cut down on the need for notes and required less description and more systematic numerical notes. Notaries also were master information handlers, creating archives for their legal and financial documents and cross-referencing catalogue systems.

Humanists had the tools and even the concepts to invent the cross-referenced thematic library catalogue, but they did not do so. We do not know why it took several hundred years and the Italian director of the British Museum, Antonio Panizzi, to create a truly modern reference catalogue through his “Ninety-One Cataloguing Rules” in 1841.

Why did a figure such as Leibniz fail to use his own tools? Perhaps messiness was the source of his creativity. This is a fact of intellectual originality with which Google must still grapple—libraries, after all, allow for the type of manageable disorder which is often the spark of creativity.

In effect, Too Much to Know is a reference book about reference books, containing chapters on early “information management,” note-taking, reference genres and “finding devices,” compiling, and the impact of reference books.

The humanist remedy for information overload was to produce an unprecedented number of manuals about how to read books. They outlined what Blair calls the four S’s of early modern information management: storage, sorting, selection, summary.

the three types of power commonly discussed in management theory: power-over, power-with, and power-to. These three types of power were first identified by the Mother of Modern Management, Mary Parker Follett. You may also recognize her as the person who coined the term “win-win.” Here are the three types of power: Power-over is extractive. Power-over is extracted from other people, the natural world, etc. Power-over means getting more of the pie. Power-with is gained when we work together, i.e, collective action. Power-to is generative. Power-to is the power we have to create new things. Power-to means making the pie bigger. 

The same is true with my time. So I started blocking all 24 hours of my time (mental breaks, yoga workouts, prepping dinner, sleep, everything) into my digital calendar. There is no time unaccounted for. 

Clinical Data Systems to Support Public Health Practice: A National Survey of Software and Storage Systems Among Local Health Departments

Assessing Open Source Journal Management Software

If you don't control your schedule, it will control you.

It is much easier to track what is going on within the activity. Instead of transporting additional state via ctx, you expose the outcome via an additional end event.