It is not really a trifling effort, as those will discover who have yet to essay it. To “clear” even seven hours and a half from the jungle is passably difficult. For some sacrifice has to be made. One may have spent one’s time badly, but one did spend it; one did do something with it, however ill-advised that something may have been. To do something else means a change of habits. And habits are the very dickens to change! Further, any change, even a change for the better, is always accompanied by drawbacks and discomforts. If you imagine that you will be able to devote seven hours and a half a week to serious, continuous effort, and still live your old life, you are mistaken. I repeat that some sacrifice, and an immense deal of volition, will be necessary. And it is because I know the difficulty, it is because I know the almost disastrous effect of failure in such an enterprise, that I earnestly advise a very humble beginning. You must safeguard your self-respect. Self-respect is at the root of all purposefulness, and a failure in an enterprise deliberately planned deals a desperate wound at one’s self-respect. Hence I iterate and reiterate: Start quietly, unostentatiously.

What I suggest is that at six o’clock you look facts in the face and admit that you are not tired (because you are not, you know), and that you arrange your evening so that it is not cut in the middle by a meal. By so doing you will have a clear expanse of at least three hours. I do not suggest that you should employ three hours every night of your life in using up your mental energy. But I do suggest that you might, for a commencement, employ an hour and a half every other evening in some important and consecutive cultivation of the mind. You will still be left with three evenings for friends, bridge, tennis, domestic scenes, odd reading, pipes, gardening, pottering, and prize competitions. You will still have the terrific wealth of forty-five hours between 2 p.m. Saturday and 10 a.m. Monday. If you persevere you will soon want to pass four evenings, and perhaps five, in some sustained endeavour to be genuinely alive. And you will fall out of that habit of muttering to yourself at 11.15 p.m., “Time to be thinking about going to bed.” The man who begins to go to bed forty minutes before he opens his bedroom door is bored; that is to say, he is not living.

volatility and leverage are co-determined and arepro-cyclical; that is, together, they amplify the impact ofshocks. The mechanism, to be specific, is that decliningvolatility reduces the cost of taking on more leverage andfurthers a buildup of risk. The lesson: Risk managers mustresist the temptation to sell volatility when it is low andfalling. The AMH implicitly embraces modeling suchbehavior with heterogeneous agents that use heuristics.

La idea es que Vincent, gracias a los algoritmos de inteligencia artificial, “entiende” el documento que se le proporciona y su contexto, de esa forma es capaz de sugerir los documentos, sentencias y otra información jurídica relevante para el caso concreto.

minimizar el tiempo y el esfuerzo necesario

cuando el usuario sube un documento a Vicent, vLex no se queda el documento. Únicamente lo procesa el algoritmo, pero la búsqueda que se construye sí queda en el historial del usuario. El objetivo es que el usuario puede recuperar los resultados de una búsqueda Vicent, aunque no tenga a mano el documento que lo originó

It wouldn’t be an overstatement if I say that the manufacturing company’s success is directly proportional to the logistics and warehouse management of the enterprise company.

Build Back Better” principle

It’s about the student and his or her feelings and thoughts, though often articulated clumsily and from an as yet unthought through position.

perhaps particularly the student(s) who has generated the hot moment.

to manage ourselves

For some instructors, hot moments are the very stuff of classroom life. They thrive on such moments, encourage them, and use them for pointed learning. Others abhor hot moments and do everything possible to prevent or stifle them. For them, conflict prevents learning.

As with neoliberalism more generally, New Public Management is invisible, part of a new “common sense” that has somehow become hegemonic, whereby the “entrepreneurial spirit” has infused the public sector, leading to “businesslike government”. As with the claims of neoliberalism more generally as to its positive outputs in terms of prosperity, NPM has never been shown to have been successful even in its own terms. NPM “introduced punishments and rewards to produce better services with lesser staff. Instead of having freed energies and creativity of employees formerly shackled by their bureaucratic turfs, NPM reforms have bound energies into theatrical audit performances at the cost of work and killed creativity in centralizing resources and hollowing out professional autonomy... Fundamental deprivation of the legitimacy of public employees . . .has traumatized many most-committed employees and driven others toward a Soviet-type double standard.” (Juha Siltala, New Public Management : The evidence-based worst practice?, Administration; Vol. 45, No. 4.; 2013 pp. 468-493) Sekera quotes Christopher Pollitt et al., who “after compiling a database of 518 studies of NPM in Europe, determined that “more than 90% of what are seen by experts as the most significant and relevant studies contain no data at all on outcomes” and that of the 10% that had outcomes information, only 44% of those, or 4% of the total, found any improvements in terms of outcomes.” But in the end, the point of NPM is less that of measureable outcomes, and more that of the ideological victory of turning the public and its good into customers exercising their “choices” (see tax revolt example in Duggan), along of course with the radical disempowering of public administration workers and their unions, instituting “cost savings” by cutting their real income and putting more and more of the public sector’s production directly into the profit-making market.

anteater

So that's what I, that's why I had many exchanges, but then it became a hassle to manage and like anyway, I profited off that that was good. But in 2018 when it, when it became a bear market, that same strategy didn't work. And just because there was just the overabundance of coins, new coins, and they weren't blowing up like they used to. So I was like, why am I keeping all of this bitcoin scattered across diff or ether or rather scattered across different exchanges?

So I'm able to just monitor my stuff more easily because it's just individualized trades.

gether or going back into, three commas and seeing what hit. Cause they track all that information and will tell you when it's sold, how much money you made, the bitcoin value and in USD and you'll be able to kind of see what levels of hit.

Mostly with the shitty little Exce

one of the most pervasive topics of concern and frustration that I address in my workshops with faculty members and graduate teaching assistants is classroom incivility

“Why are some people more able to manage complexity?”

Customer Relationship Management (CRM) Benefits for Business

Questions for our first 1:1

An Adult Learner Reflects on Technology in Higher Education

Success through Collaboration: Establishing a Stakeholder-Driven Governance Process

rigid schedules

With evopark, the entire parking process runs without cash or contact. The parking time is recorded digitally. Billing is convenient and collected at the end of the month. Another advantage: With the app you also keep the parking time always in view. If you would like to use the new offer, you can register online at http://www.evopark.de/ . The personal parking card comes within a few working days by mail.

Vue (pronounced /vjuː/, like view) is a progressive framework for building user interfaces. Unlike other monolithic frameworks, Vue is designed from the ground up to be incrementally adoptable. The core library is focused on the view layer only, and is easy to pick up and integrate with other libraries or existing projects.

Fast and easy to shop or to go to the city center? This works very easy in Hamburg. With the Park and Joy app, drivers can quickly find, book and pay for free parking spaces - all via smartphone. Parking has never been so much fun!

Discover cashless, ticketless and hassle-free on-street parking with ParkNow in Berlin. The digital parking service ParkNow can be used in the extended inner city area of Berlin. A detailed overview of all parking zones can be obtained from our overview map. In the marked parking zones you can start and end your parking via app and save yourself the annoying way to the parking meter as well as the search for change. No more unnecessary parking fees thanks to minute-accurate billing and start / stop function. The billing occures convenient at the end of the month via direct debit, PayPal or credit card. The advantages of mobile parking with ParkNow in Berlin: Parking tickets are a thing of the past No more searching for small change and ticketing problems Accurate billing Comfortable payment at the end of the month Parking in Berlin was never that easy

Neither the project sponsor or the development lead for the project were aware of this activity.

London Parking

Event Management Singapore

Theserequirements imply the integration of KOcapabilities not just in “design time” but at run time and,in the collaborative case,“on the fly” throughout the whole ‘life cycle’ of the ontology. [63] This way, dynamicontology building and maturing[42] arrived at technologies for permanent refactoringwith open ended lifeline including the possibility of bootstrappingthe ontology management framework. [65]

Center of Excellence

Brooks’ Law, which states “adding manpower to a late software project makes it later”

an environment unlike anything they will encounter outside of school

Courses are severely limited in the ability to access other courses even within the institution (so much for "connecting silos"), and when courses end, students are typically cast out, unable to refer to past activity in their ongoing studies or in their lives (so much for "promoting lifelong learning").

mandate the use of "learning management systems."

institutional demands for enterprise services such as e-mail, student information systems, and the branded website become mission-critical

Five Arguments against the Learning Management System

“I want somebody to fight!” Crouch said. “These things are not cheap -- 300 grand or something like that? ... I want people to want it! When you’re trying to buy something, you want them to work at it! [Instructure] just didn’t.”

two quarters of pilot courses on Instructure’s Canvas platform

To the surprise of those behind the initiative, about two-thirds of faculty members said they were satisfied with the Blackboard system, deployed on campus in 1999.

the terrible, horrible, no-good university administrators are trying to build a panopticon in which they can oppress the faculty

If you recall your LMS patent infringement history, then you'll remember that roles and permissions were exactly the thing that Blackboard sued D2L over.

(At the time, Stephen Downes mocked me for thinking that this was an important aspect of LMS design to consider.)

Do you know what the feature set was that had faculty from Albany to Anaheim falling to their knees, tears of joy streaming down their faces, and proclaiming with cracking, emotion-laden voices, "Finally, an LMS company that understands me!"?

Why, they would build an LMS. They did build an LMS. Blackboard started as a system designed by a professor and a TA at Cornell University. Desire2Learn (a.k.a. Brightspace) was designed by a student at the University of Waterloo. Moodle was the project of a graduate student at Curtin University in Australia. Sakai was built by a consortium of universities. WebCT was started at the University of British Columbia. ANGEL at Indiana University.

Let's imagine a world in which universities, not vendors, designed and built our online learning environments.

In an ideal world, every class would have its own unique mix of these capabilities based on what's appropriate for the students, teacher, and subject.

the backbone of for a distributed network of personal learning environments

the tools shouldn’t dictate the choice

Currently, Canvas and Sakai are the only LMSs reviewed which has somesupport for xAPI (emphasis on some). Blackboard, D2L, Sakai and Canvas all have support for IMS Caliper, a more edu specific format.

ecosystem mindset to delivering course experiences

attaching our project’s goals to a defined institutional need allowed us to move forward

An institution has implemented a learning management system (LMS). The LMS contains a learning object repository (LOR) that in some aspects is populated by all users across the world  who use the same LMS.  Each user is able to align his/her learning objects to the academic standards appropriate to that jurisdiction. Using CASE 1.0, the LMS is able to present the same learning objects to users in other jurisdictions while displaying the academic standards alignment for the other jurisdictions (associations).

Learning Management,

Enhanced learning experience Graduate students now receive upgraded iPads, and all students access course materials with Canvas, a new learning management software. The School of Aeronautics is now the College of Aeronautics; and the College of Business and Management is hosting a business symposium Nov. 15.

This site is run by Instructure.

Feldstein's Law: Any educational app that is actively developed for long enough and has a large enough user base will become indistinguishable from a badly designed LMS.

Download Dr. Brad Wheeler leads university-wide IT services for IU's eight campuses. He has co-founded and led many multi-institutional collaborations with his current work focused on the Unizin Consortium, Kuali, and IU’s mass Media Digitization and Preservation Initiative.

Moodle Pty—more widely known within the Moodle community as Moodle HQ—does most of the development of the core Moodle code and maintains tight control over which code submitted by third parties gets accepted into the code base

Information from this will be used to develop learning analytics software features, which will have these functions: Description of learning engagement and progress, Diagnosis of learning engagement and progress, Prediction of learning progress, and Prescription (recommendations) for improvement of learning progress.

Better yet, tangerines and oranges.

full Caliper Analytics compliance

No Citation information available - sign in for access.

One of the primary uses of a model like this one is to improve the conversation between stakeholders and managers. The model can be valuable in helping managers and citizens arrive at realistic goals and to realize that there will be inherent risks associated with meeting those goals. For example, our analysis shows that reducing the probability of transmission by one half in five years using vaccination is not likely when we include uncertainty in the ability of managers to treat a targeted number of seronegative females. Forecasts suggested that there was virtually no chance of meeting that goal (Table 12). Similarly there was a 7% chance of reducing adult female seroprevalence below 40% using vaccination. We can nonetheless use this work to articulate what level of brucellosis suppression is feasible given current technology. For example, managers and stakeholders might agree that it is enough to be moving in the right direction with efforts to reduce risk of infection from brucellosis. In this case, a reasonable goal might be “Reduce the probability of exposure by 10% relative to the current median value.” The odds of meeting that goal using vaccination increased to 26%. With this less ambitious goal, vaccination increases the probability that the goal would be met relative to no action by a factor of only 1.4. This illustrates a fundamental trade-off in making management choices in the face of uncertainty: less ambitious goals are more likely to be met, but they offer smaller improvements in the probability of obtaining the desired outcome relative to no action.

Evaluation of alternatives proceeded in three steps. We first obtained the posterior process distribution of the state at some point in the future, given no action, and calculated the probability that the goal will be met (Fig. 3A). The no-action alternative can be considered a null model to which alternative actions can be compared. Next, we approximated the posterior process distribution at the same point in the future assuming that we have implemented an alternative for management and calculated the probability that the goal will be met (Fig. 3B). Finally, we calculated the ratio of the probability of meeting our goal by taking action over the probability if we take no action. This ratio quantifies the net effect of management (Fig. 3C) and permits statements such as “Taking the proposed action is five times more likely to reduce seroprevalence below 40% relative to taking no action.”This process for evaluating alternative actions explicitly incorporates uncertainties in the future state of the population in the presence and absence of management. A useful feature of this approach is that the weight of evidence for taking action diminishes as the uncertainty in forecasts increases. That is, increasing uncertainty in forecasts compresses the hatched area in Fig. 3C. This result encourages caution in taking action. Also useful is the inverse relationship between the absolute probability that a goal will be met by management and the probability that it will be met relative to taking no action. As the ambition of objectives increases (e.g., the dashed line in Fig. 3 moves to the left), the absolute probability that the management action will be achieved declines (the hatched area in Fig. 3B shrinks), but the probability of success relative to taking no action increases (the hatched area in Fig. 3C expands). This feature represents a fundamental trade-off in choosing goals and actions that are present in all management decisions: objectives that are not ambitious are easy to meet by applying management, but they might be met almost as easily by taking no action.

Decide how to decide, ahead of time

Avoiding the trap of low-knowledge, high-confidence theories

product manager as a technical, user-focused team leader working closely with engineers and designers to guide products

Now, in the long run great product management usually makes the difference between winning and losing, but you have to prove it. Product management also combines elements of lots of other specialties - engineering, design, marketing, sales, business development. Product management is a weird discipline full of oddballs and rejects that never quite fit in anywhere else. For my part, I loved the technical challenges of engineering but despised the coding. I liked solving problems, but I hated having other people tell me what to do. I wanted to be a part of the strategic decisions, I wanted to own the product. Marketing appealed to my creativity, but I knew I’d dislike being too far away from the technology. Engineers respected me, but knew my heart was elsewhere and generally thought I was too “marketing-ish.” People like me naturally gravitate to product management.

It’s precisely to meet these demands that Cegid recently launched a Learning Management System (LMS) specifically dedicated to Healthcare, a sector that is converting more and more to cloud-based systems.

NixOS is a Linux distribution with a unique approach to package and configuration management.

In Canvas, the goal is clearly to stop anyone from having fun because everything is supposed to look exactly the same in every course everywhere all the time.

I think a lot of faculty are still at the point where they need a stack of papers and red pen.

LMSs limit the visibility of copyrighted course content to only course participants for the duration that they need it. (Of course, this would become a moot point if using openly licensed OERs.)

Over the course of many years, every school has refined and perfected the connections LMSs have into a wide variety of other campus systems including authentication systems, identity management systems, student information systems, assessment-related learning tools, library systems, digital textbook systems, and other content repositories. APIs and standards have decreased the complexity of supporting these connections, and over time it has become easier and more common to connect LMSs to – in some cases – several dozen or more other systems. This level of integration gives LMSs much more utility than they have out of the box – and also more “stickiness” that causes them to become harder to move away from. For LMS alternatives, achieving this same level of connectedness, particularly considering how brittle these connections can sometimes become over time, is a very difficult thing to achieve.

This has much in common with a customer relationship management system and facilitates the workflow around interventions as well as various visualisations.  It’s unclear how the at risk metric is calculated but a more sophisticated predictive analytics engine might help in this regard.

10 Questions to Ask Yourself Before Moving into Management

Canadian Wildlife Service

As individual pursue implementation of the project they begin to learn more and more about what they didn't know when they started and they begin doing revisions to the project plan. Revisions which seldom represent decreases in cost or time.

The project plan is at best an educated guess. An educated guess that can be improved upon by capitalizing on the expertise of others that have been previously involved in projects of this nature. And yet there are many projects for which there are exists no similar requisite expertise. As such, the project plan remains very much simply ones conscientious best guess at what needs to be done.

So now it’s time to act.

Our abilities to make observations are limited to a small range of space and time scales (8), limiting our capacity for understanding ecosystems and forecasting how they will respond to local and global change.

A range of information sources, which can include models, is used to develop alternative plausible trajectories of ecosystems; uncertainties about the future are represented by the range of conditions captured by the ensemble of scenarios. In contrast, forecasts narrowly limit uncertainties to those associated with a single potential outcome that is assumed to be predictable

frame the purposes and value of education in purely economic terms

the mass of workers are to be blind cogs and pinions in the apparatus they employ

Both sides are wrong — Yiannopoulos is no free-speech martyr, and cheerleaders of the ban are likely fooling themselves if they interpret this as any sort of sign of evolving Twitter policy rather than a specific instance of damage control that’s unlikely to lead to wider reforms.

Are these really alternatives to fertilizers? I think not. Although these adaptations may help improve nutrient use efficiency of crops (that amount of the nutrient pool in the soil that crops take up), aside from legume nodules they fail as fertilizer alternatives due to conservation of mass, which here can be stated as “nutrients exported from a field must be replaced by an equal import of nutrients.” Nutrients are not created in the field through any mechanism, natural or not. Even nitrogen from legumes is imported from the air. None of these so-called alternatives to synthetic fertilizers create nutrients. They exist to help plants survive (not thrive) in the nutrient limited conditions found in natural ecosystems. Since farmers strive to eliminate such nutrient limitations in their fields, these mechanisms are not so helpful, and they are often switched off when high levels of nutrients are available.

choose to invite Hypothesis annotators by embedding our client.

Manure markets tend to be highly localized. In some areas, manure carries enough value as fertilizer that crop producers are willing to pay to receive it; in other areas, livestock producers must pay other farmers to take the manure. About 20 percent of the dairy and hog manure that is removed from farms is sold, as is 36 percent of broiler litter.17 About 60 percent of the hog and broiler manure that is removed from farms is given away for no exchange of money. Prices for manure are determined by the quantities produced in an area relative to the amount of nearby cropland, the mix of crops grown, and the cost of transporting manure. With production shifting to large livestock operations, which are coming under increasing pressure to reduce nutrient applications to their own land, we can expect to see increased manure removals

Conclusions liquid hog manure application was the largest user of energy in this study, mainly due to fuel consumption the most energy efficient system in this study was the grazing system with no manure applied grazing systems were more energy efficient than hayed systems beef production on unmanured land was more energy efficient than on manured land however, beef production on manured land is still more efficient than beef production on land where synthetic fertilizers are applied, even if manure is applied only to P-removal rates

our Engineering Manager, will be reaching out to community leaders in this area to solicit their input

What recommendations do you have for platforms like Genius and Hypothesis to manage (the potential for) abuse?