ana

A spatial database for restoration management capability on national forests in the Pacific Northwest USA

Understanding the capacity to reduce wildfire risk and restore dry forests on Western national forests is a key part of prioritizing new accelerated restoration programs initiated by the Forest Service.




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Pushing boundaries: new directions in inventory techniques and applications: Forest Inventory and Analysis (FIA) symposium 2015

These proceedings report invited presentations and contributions to the 2015 Forest Inventory and Analysis (FIA) Symposium, which was hosted by the Research and Development branch of the U.S. Forest Service.




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An initial evaluation of potential options for managing riparian reserves of the Aquatic Conservation Strategy of the Northwest Forest Plan

The Aquatic Conservation Strategy (ACS) of the Northwest Forest Plan guides management of riparian and aquatic ecosystems on federal lands in western Oregon, western Washington, and northern California.




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Forest Landscape Assessment Tool (FLAT): rapid assessment for land management.

The Forest Landscape Assessment Tool (FLAT) is a set of procedures and tools used to rapidly determine forest ecological conditions and potential threats.




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The geologic, geomorphic, and hydrologic context underlying options for long-term management of the Spirit Lake outlet near Mount St. Helens, Washington.

The 1980 eruption of Mount St. Helens produced a massive landslide and consequent pyroclastic currents, deposits of which blocked the outlet to Spirit Lake. Without an outlet, the lake began to rise, threatening a breaching of the blockage and release of a massive volume of water. To mitigate the hazard posed by the rising lake and provide an outlet, in 1984–1985 the U.S. Army Corps of Engineers bored a 2.6-km (8,500-ft) long tunnel through a bedrock ridge on the western edge of the lake.




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Economic Sensitivity and Risk Analysis for Small-Scale Wood Pellet Systems—an Example From Southeast Alaska.

This research models a wood pellet heating system at the Tlingit-Haida Regional Housing Authority in Juneau, Alaska, used to provide thermal energy to a 929-m2 warehouse, as an alternative to a heating system that burns more costly fossil fuels. Research objectives were to evaluate project economics of the pellet system and to conduct cost:benefit analysis on key variables (initial capital cost, fuel oil cost, and wood pellet cost). Economic results of interest included net present value, payback, internal rate of return, and cost:benefit ratio. Monte Carlo simulations were conducted using RETScreen software with the parameters of heating oil cost, wood pellet cost, fuel price escalation, and heating load. Cost:benefit analysis was conducted for capital cost versus wood fuel cost and also versus alternative fuel cost. This research found that economic performance was favorable over a wide range of normal operating conditions, even when paying a relatively high price for wood fuel. A pellet production facility in southeast Alaska could lead to lower wood fuel costs and even more favorable regional economics.




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Oregon’s Forest Resources, 2001–2010: Ten-Year Forest Inventory and Analysis Report.

This report highlights key findings from a comprehensive vegetation survey of all forested land across the state of Oregon. A total of 5,180 forested field plots in Oregon were visited by Forest Inventory and Analysis (FIA) crews over a 10-year period from 2001 to 2010. Oregon has 30 million acres of forest, covering nearly half the state. The structure and composition of Oregon’s forests differ considerably across the state, particularly east versus west of the Cascade Range. Western Oregon forests are dominated by higher productivity classes (85 to 224 cubic feet per acre annual growth) and are composed of Douglas-fir and western hemlock, while forests in the east typically exhibit lower productivity (0 to 84 cubic feet per acre annual growth) and are composed of ponderosa pine, western juniper, and lodgepole pine. The Forest Service and Bureau of Land Management administer the majority of forested land in Oregon; these public forests managed by federal agencies tend to have older, larger trees. Private owners, both corporate and noncorporate, own nearly half of the forested land in western Oregon, particularly in areas of high productivity. Understory vegetation in Oregon forests is more abundant in younger, moist forests. Non-native species are present in many of Oregon’s forests, most notably cheatgrass in the east and Himalayan blackberry in the west. This report includes estimates of forest growth, removals, and mortality for ownership groups across the state. The FIA program will continue to revisit and remeasure all the field plots over 10 years to report on changes in Oregon’s forest resources.




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Advances in threat assessment and their application to forest and rangeland management.

In July 2006, more than 170 researchers and managers from the United States, Canada, and Mexico convened in Boulder, Colorado, to discuss the state of the science in environmental threat assessment. This two-volume general technical report compiles peer-reviewed papers that were among those presented during the 3-day conference. Papers are organized by four broad topical sections—Land, Air and Water, Fire, and Pests/Biota—and are divided into syntheses and case studies.




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The Pacific Northwest Research Station's Biodiversity Initiative: Collaborating For Biodiversity Management

The Pacific Northwest Research Station launched a Biodiversity Initiative to assist natural resource professionals in integrating complex biodiversity concepts into natural resource management processes. We canvassed clients from various affiliations to determine the main challenges they face in biodiversity management, to define their information needs, and to understand how best to deliver biodiversity information within a collaborative framework. The biodiversity management challenges that emerged included (1) the lack of well-defined biodiversity management policies, (2) understanding and quantifying the interaction effects between a number of factors (e.g., disturbance types, management practices) and biodiversity, (3) the lack of applied biodiversity monitoring strategies, (4) difficulty in locating and accessing biodiversity information, and (5) balancing conflicting values relating to biodiversity. We also list the biodiversity information product needs of clients, as well as preferred technology transfer methods, and we discuss the future direction of the Biodiversity Initiative.




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Travel advice from Ryanair, Jet2, easyJet and others if you have flights booked

What companies such as Ryanair, easyJet, Jet2, TUI, Virgin, British Airways and Emirates are telling their customers during the coronavirus crisis




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Lomana LuaLua reveals how he was awestruck by Newcastle United legend Alan Shearer

LuaLua joined Newcastle as a youngster in 2000 and learned from the club's record goalscorer




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Former Indianapolis TV, Radio Host Jim Gerard Passes Away At 93

Former INDIANAPOLIS television and radio host JIM GERARD passed away MAY 1st at 93, according to the INDIANAPOLIS STAR. GERARD started his career at WBBW-A/YOUNGSTOWN, OH before moving into … more




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Yamanair Creative Launches An ‘Emergency Creative Relief Package’ For Radio

YAMANAIR CREATIVE, has launched an “Emergency Creative Relief Package” (ECRP) for the industry. The package allows radio sellers to custom order, via a simple web portal, any type … more




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Kevin Noble Maillard, Juana Martinez-Neal win 2020 Sibert Medal

PHILADELPHIA – Kevin Noble Maillard and Juana Martinez-Neal, author and illustrator of “Fry Bread: A Native American Family Story” were named the winners of the 2020 Robert F. Sibert Medal for the most distinguished informational book for children published in 2019. The award was announced today by the Association for Library Service to Children (ALSC), a division of the American Library Association (ALA), during the ALA Midwinter Meeting & Exhibits held January 24 - 28, in Philadelphia.




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Numeris Data Shows Radio Retaining 88% Of Its Reach In Canada During Pandemic

Canadian ratings firm NUMERIS has released data showing radio retaining 88% of its weekly reach during the pandemic in CANADA. The number, at 93% for adults 18+ in metered markets last FALL, … more




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Chris Oliviero Returns To Entercom As New York SVP/Market Manager

CHRIS OLIVIERO has returned to ENTERCOM as SVP/Market Manager for the NEW YORK cluster, News WINS-A, News WCBS-A, Sports WFAN-A-F, Alternative WNYL (ALT 92.3), AC WNEW (NEW 102.7), Country … more




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SPFL board members hit out at Rangers managing director Robertson

Robertson has been accused of making "baseless, damaging and self-serving attacks"




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Irish FA ready to start search for new Northern Ireland manager

The Association is intent on having a new boss in place by July




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WTLC/Indianapolis Asks FCC For OK To Test All-Digital AM Multicast

RADIO ONE OF INDIANA, LLC has applied for experimental authority to operate Urban AC WTLC-A/INDIANAPOLIS in all-digital mode for one year beginning on or before JUNE 1st. The station wants to … more




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Canadian Artists Come Together To Support COVID-19 Relief

On SUNDAY (4/26), the collective artist initiative ArtistsCAN released the CANADIAN virtual ensemble recording of the BILL WITHERS classic "Lean On Me," in support of the … more




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Exclusive Mediabase Analysis From All Access

Industry insiders receive ALL ACCESS' exclusive MEDIABASE chart recap analysis in their e-mail box every MONDAY morning. How about you? This week's data from ANTHONY ACAMPORA, Partner … more




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Canadian Olympic Committee

The Canadian Olympic Committee is the official site providing information about coaches and athletes with media and links, and is the private, non-profit organization representing Canadian athletes in the International Olympic Committee (IOC) and the Pan American Games.  




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Canadian Museum of History

The Canadian Museum of History is Canada’s most-visited museum. It also houses the Canadian Children’s Museum, the Virtual Museum of New France and an IMAX theatre. Why it’s in the Showcase: A national cultural website using WordPress as its web...





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MIT Sloan Management Review

MIT Sloan Management Review leads the discourse among academic researchers, business executives and other influential thought leaders about advances in management practice that are transforming how people lead and innovate. MIT SMR disseminates new management research and innovative ideas so...




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Canada.com

Canada.com, featuring discussions about what Canadians are talking about, is owned and operated by Postmedia Network Inc., Canada’s largest publisher by circulation of paid English-language daily newspapers. canada.com complements Postmedia’s other properties including daily newspapers in cities across Canada like...




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Better lifestyle habits are useful additions to optimize management of atrial fibrillation

Statement Highlights: Improving lifestyle habits – such as attaining and maintaining a healthy body weight and getting regular, moderate physical activity – may be useful additions to physician-guided management of atrial fibrillation (AF), a serious...




ana

Secondary analysis confirms safety of blood thinning agent

Research Highlights: The blood thinner apixaban, which treats and prevents blood clots in some people with irregular heart rhythm, is safe and effective in stroke patients. Apixaban is associated with less bleeding, death and hospitalization than ...




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New oxygenation and ventilation management training for health care providers

DALLAS, April 3, 2020 — With the COVID-19 pandemic, more patients are having difficulty breathing and requiring ventilators to help them breathe. As hospital and intensive care unit (ICU) volumes increase with COVID-19 patients, health care ...




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Alternatives to NOAH AMS (Association Management System)

Some might tell you the only way to manage your association is through a “one size fits all” Association Management System like NOAH. While these tools have their place, they are not the best solution in all situations. In this article, we’ll discuss benefits towards assembling a custom Association Management System using open source tools […]

The post Alternatives to NOAH AMS (Association Management System) appeared first on Psychology of Web Design | 3.7 Blog.




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Concussion in American Versus European Professional Soccer: A Decade-Long Comparative Analysis of Incidence, Return to Play, Performance, and Longevity

A study to comparatively examine the effects of sports-related concussions (SRC) on athletes in Major League Soccer (MLS) and the English Premier League (EPL) in terms of incidence, return to play (RTP), performance, and career longevity.




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Traumatic brain injury in homeless and marginally housed individuals: a systematic review and meta-analysis

Homelessness is a global public health concern, and traumatic brain injury (TBI) could represent an underappreciated factor in the health trajectories of homeless and marginally housed individuals. We aimed to evaluate the lifetime prevalence of TBI in this population, and to summarise findings on TBI incidence and the association between TBI and health-related or functioning-related outcomes.




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Weird Kafka-Style Anatomies, Fantastic Creatures And Fancies Chart By Camille Renversades

Fantastic creatures and fancies chart by Camille Renversade, French chimérologist. Inspired by the old school boards, like the old Deyrolle...




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Best sports movies: College football managed to survive ‘Horse Feathers’ takedown

Editor’s note: The Gazette sports staff has compiled lists of its top 15 favorite sports movies. Each day, a different staffer will share some insight into one of their favorites. Some of them...





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Tips for Managing a Sudden Surge of Sales

How do you handle a surge of eCommerce sales without stressing out? Learn how to streamline order fulfillment to keep your customers and employees happy.

The post Tips for Managing a Sudden Surge of Sales appeared first on WooCommerce.




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Iowa shifts focus from coronavirus mitigation to management

Thanks to enough people following guidelines on social distancing and avoiding large gatherings, Gov. Kim Reynolds said Thursday the state is able to shift its COVID-19 focus from mitigation...




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Iowa shifts focus from coronavirus mitigation to management

Thanks to enough people following guidelines on social distancing and avoiding large gatherings, Gov. Kim Reynolds said Thursday the state is able to shift its COVID-19 focus from mitigation strategies to managing the impact on Iowans.

Even as the state Department of Public Health reported 655 new cases and 12 more deaths, Reynolds said Iowa is successfully dealing with the disease, which has claimed 231 lives in less than two months.

As she continues to allow more businesses to partially reopen, Reynolds said credit goes to Iowans for responding to targeted mitigation efforts to slow the spread of COVID-19 and prevent health care systems from being overwhelmed.

“I’m proud to say that Iowans do what they always do and they responded,” she said during her daily news conference Thursday. “So since we’ve kind of really accomplished what we were trying to do ... now we have shifted our focus from mitigation and resources to managing and containing virus activity as we begin to open Iowa back up.”

That means that beginning Friday, dentists may resume providing services and campgrounds, drive-in movie theaters, tanning facilities and medical spas all may reopen statewide, but with restrictions.

Her latest proclamation also relaxes mitigation strategies in the 22 counties that remain under more strict orders because the virus is more widespread there.

In those 22 counties, beginning Friday, malls and retail stores may reopen provided they operate at no more than 50 percent of capacity and take other steps, and fitness centers may reopen for appointments only.

In a statement, Coralville’s Coral Ridge Mall said it would reopen under those conditions starting at 11 a.m. Saturday. Shoppers there should expect to see hand-sanitizing stations, frequent cleanings and social distancing directions among other precautions.

“As Coral Ridge Mall prepares for this ‘new normal,’ we are thankful for the opportunity to reopen our doors and look forward to welcoming guests back into the shopping center,” senior general manager Monica Nadeau said in a statement.

Representatives of another large mall in the Corridor — Lindale Mall in Cedar Rapids — did not return calls Thursday for comment on its plans.

The governor’s new guidelines are in effect until May 15 unless she changes them. Data about COVID-19 will continue to drive her decisions about reopening the state economy “in a responsible manner,” Reynolds said.

“Just as we can’t stop the virus completely, we also can’t keep businesses closed and our life restricted indefinitely,” she said.

According to the state’s newest version of its COVID-19 dashboard, at coronavirus.iowa.gov, 31 people were admitted to hospitals in the previous 24 hours, bringing the total to 417 with 107 on ventilators and 151 in intensive care.

There have been 66,427 people tested, with 16.6 percent of them testing positive for a total of 11,059. Another 4,266 people are recovering.

Although the number of Iowans dying and becoming infected with COVID-19 continues to increase, Reynolds, who met Wednesday with President Donald Trump and his coronavirus advisers, said she is proud of the state’s efforts.

“We are leading, and we’re leading by example. And we’re going to continue to lead,” she said. “We are in a pandemic. We have a rapidly changing environment. We are reacting and being proactive.”

That includes testing at hot spots, such as meatpacking plants, “so of course, our positive cases are going to increase,” she said.

Iowa’s COVID-19 response may not be perfect, Reynolds said, “but I think we’re doing everything we can to really take care of Iowans in a responsible way (and) also to get the economy up and going so Iowans can get back to work and we can do everything we can to get our life somewhat back to normal.”

Just as it will be up to business owners, churches and others to decide whether they are comfortable partly reopening, Reynolds said it will be up to Iowans to decide whether they want to venture out.

“Iowan to need to make those individual choices themselves,” Reynolds said. “They need to apply personal responsibility, take into account where they’re going, what they’re doing.”

Reynolds also said Trump asked Iowa Director of Public Health Caitlin Pedati to be a member of his coronavirus task force after Pedati briefed the president on Iowa’s efforts to mitigate COVID-19. However, later Thursday, White House officials told Bloomberg News Pedati is not “officially” a member of the task force, but may be consulted. The governor’s office declined to comment.

The Federal Emergency Management Agency has announced $78 million for Iowa in reimbursement for costs associated with COVID-19. The funds will cover 75 percent of the eligible cost of personal protective gear and medical supplies and equipment during May and June.

In addition, FEMA has obligated $44 million for similar costs in March and April; $17 million to cover deployment of the National Guard; $4 million to reimburse the state for costs associated with its response; and $4.2 million for the use of up to 20 beds at U.S. Department of Veterans Affairs facilities.

Comments: (319) 398-8375; james.lynch@thegazette.com




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Anakin

I’m pleased to be able to say that Analog is joining forces with Fictive Kin! We already work together on Brooklyn Beta and other projects. We share the same ethics and ambitions. We have fun together. We’re good friends, and often old friends, too. They asked, we said yes. We had a beer. That’s pretty much how it went.

The Analog adventure that started in 2009 continues, just bigger, and hopefully better, with more fun, inspiration, and collaboration. I like to think of it like assembling Dai-X from Star Fleet but Voltron may serve if that’s more familiar to you.

It think Cameron came up with the word ‘Anakin’ from our two brands in 2010. It’s been used by us ever since whenever we get together to work or celebrate. It made me smile at the time, and even more so now, just like the echoes of the Analog identity in the lovely new Fictive Kin logo.

If you fancy keeping an eye on what we’re up to, follow @fictivekin. There’s more on the Fictive Kin blog, and in a post by Chris. Thanks for reading. Onwards!




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Setting New Project Managers Up for Success

At Viget, we’ve brought on more than a few new Project Managers over the past couple of years, as we continue to grow. The awesome new people we’ve hired have ranged in their levels of experience, but some of them are earlier in their careers and need support from more experienced PMs to develop their skills and flourish.

We have different levels of training and support for new PMs. These broadly fall into four categories:

  • Onboarding: Learning about Viget tools and processes
  • Shadowing: Learning by watching others
  • Pairing: Learning by doing collaboratively
  • Leading: Learning by doing solo

Onboarding

In addition to conducting intro sessions to each discipline at Viget, new Viget PMs go through a lengthy set of training sessions that are specific to the PM lab. These include intros to:

PM tools and resourcesProject processes
Project typesProject checklists
Project taskingProject planning
Budgets, schedules, and resourcingRetrospectives
Working with remote teamsProject kickoffs
Thinking about developmentGithub and development workflow
Tickets, definition, and documentationQA testing
Account management

Shadowing

After PMs complete the onboarding process, they start shadowing other PMs’ projects to get exposure to the different types of projects we run (since the variety is large). We cater length and depth of shadowing based on how much experience a PM has coming in. We also try to expose PMs to multiple project managers, so they can see how PM style differs person-to-person.

We’ve found that it can be most effective to have PMs shadow activities that are more difficult to teach in theory, such as shadowing a PM having a difficult conversation with a client, or shadowing a front-end build-out demo to see how the PM positions the meeting and our process to the client. More straightforward tasks like setting up a Harvest project could be done via pairing, since it’s easy to get the hang of with a little guidance.

Pairing

While shadowing is certainly helpful, we try to get PMs into pairing mode pretty quickly, since we’ve found that most folks learn better by doing than by watching. Sometimes this might mean having a new PM setting up an invoice or budget sheet for a client while a more experienced PM sits next to them, talking them through the process. We’ve found that having a newer PM lead straightforward activities with guidance tends to be more effective than the newer PM merely watching the more experienced PM do that activity.

Another tactic we take is to have both PMs complete a task independently, and then meet and talk through their work, with the more experienced PM giving the less experienced PM feedback. That helps the newer PM think through a task on their own, and gain experience, but still have the chance to see how someone else would have approached the task and get meaningful feedback.

Leading

Once new PMs are ready to be in the driver’s seat, they are staffed as the lead on projects. The timing of when someone shifts into a lead role depends on how much prior experience that person has, as well as what types of projects are actively ready to be worked on.

Most early-career project managers have a behind-the-scenes project mentor (another PM) on at least their first couple projects, so they have a dedicated person to ask questions and get advice from who also has more detailed context than that person’s manager would. For example, mentors often shadow key client and internal meetings and have more frequent check-ins with mentees. This might be less necessary at a company where all the projects are fairly similar, but at Viget, our projects vary widely in scale and services provided, as well as client needs. Because of this, there’s no “one size fits all” process and we have a significant amount of customization per project, which can be daunting to new PMs who are still getting the hang of things.

For these mentorship pairings, we use a mentorship plan document (template here) to help the mentor and mentee work together to define goals, mentorship focuses, and touchpoints. Sometimes the mentee’s manager will take a first stab at filling out the plan, other times, the mentor will start that process.

Management Touchpoints

Along the way, we make sure new PMs have touchpoints with their managers to get the level of support they need to grow and succeed. Managers have regular 1:1s with PMs that are referred to as “project 1:1s”, and are used for the managee to talk through and get advice on challenges or questions related to the projects they’re working on—though really, they can be used for whatever topics are on the managee’s mind. PMs typically have 1:1s with managers daily the first week, two to three times per week after that for the first month or so, then scale down to once per week, and then scale down to bi-weekly after the first six months.

In addition to project 1:1s, we also have monthly 1:1s that are more bigger-picture and focused on goal-setting and progress, project feedback from that person’s peers, reflection on how satisfied and fulfilled they’re feeling in their role, and talking through project/industry interests which informs what projects we should advocate for them to be staffed on. We have a progress log template that we customize per PM to keep track of goals and progress.

We try to foster a supportive environment that encourages growth, feedback, and experiential learning, but also that lets folks have the autonomy to get in the driver’s seat as soon as they’re comfortable. Interested in learning more about what it’s like to work at Viget? Check out our open positions here.




ana

Setting New Project Managers Up for Success

At Viget, we’ve brought on more than a few new Project Managers over the past couple of years, as we continue to grow. The awesome new people we’ve hired have ranged in their levels of experience, but some of them are earlier in their careers and need support from more experienced PMs to develop their skills and flourish.

We have different levels of training and support for new PMs. These broadly fall into four categories:

  • Onboarding: Learning about Viget tools and processes
  • Shadowing: Learning by watching others
  • Pairing: Learning by doing collaboratively
  • Leading: Learning by doing solo

Onboarding

In addition to conducting intro sessions to each discipline at Viget, new Viget PMs go through a lengthy set of training sessions that are specific to the PM lab. These include intros to:

PM tools and resourcesProject processes
Project typesProject checklists
Project taskingProject planning
Budgets, schedules, and resourcingRetrospectives
Working with remote teamsProject kickoffs
Thinking about developmentGithub and development workflow
Tickets, definition, and documentationQA testing
Account management

Shadowing

After PMs complete the onboarding process, they start shadowing other PMs’ projects to get exposure to the different types of projects we run (since the variety is large). We cater length and depth of shadowing based on how much experience a PM has coming in. We also try to expose PMs to multiple project managers, so they can see how PM style differs person-to-person.

We’ve found that it can be most effective to have PMs shadow activities that are more difficult to teach in theory, such as shadowing a PM having a difficult conversation with a client, or shadowing a front-end build-out demo to see how the PM positions the meeting and our process to the client. More straightforward tasks like setting up a Harvest project could be done via pairing, since it’s easy to get the hang of with a little guidance.

Pairing

While shadowing is certainly helpful, we try to get PMs into pairing mode pretty quickly, since we’ve found that most folks learn better by doing than by watching. Sometimes this might mean having a new PM setting up an invoice or budget sheet for a client while a more experienced PM sits next to them, talking them through the process. We’ve found that having a newer PM lead straightforward activities with guidance tends to be more effective than the newer PM merely watching the more experienced PM do that activity.

Another tactic we take is to have both PMs complete a task independently, and then meet and talk through their work, with the more experienced PM giving the less experienced PM feedback. That helps the newer PM think through a task on their own, and gain experience, but still have the chance to see how someone else would have approached the task and get meaningful feedback.

Leading

Once new PMs are ready to be in the driver’s seat, they are staffed as the lead on projects. The timing of when someone shifts into a lead role depends on how much prior experience that person has, as well as what types of projects are actively ready to be worked on.

Most early-career project managers have a behind-the-scenes project mentor (another PM) on at least their first couple projects, so they have a dedicated person to ask questions and get advice from who also has more detailed context than that person’s manager would. For example, mentors often shadow key client and internal meetings and have more frequent check-ins with mentees. This might be less necessary at a company where all the projects are fairly similar, but at Viget, our projects vary widely in scale and services provided, as well as client needs. Because of this, there’s no “one size fits all” process and we have a significant amount of customization per project, which can be daunting to new PMs who are still getting the hang of things.

For these mentorship pairings, we use a mentorship plan document (template here) to help the mentor and mentee work together to define goals, mentorship focuses, and touchpoints. Sometimes the mentee’s manager will take a first stab at filling out the plan, other times, the mentor will start that process.

Management Touchpoints

Along the way, we make sure new PMs have touchpoints with their managers to get the level of support they need to grow and succeed. Managers have regular 1:1s with PMs that are referred to as “project 1:1s”, and are used for the managee to talk through and get advice on challenges or questions related to the projects they’re working on—though really, they can be used for whatever topics are on the managee’s mind. PMs typically have 1:1s with managers daily the first week, two to three times per week after that for the first month or so, then scale down to once per week, and then scale down to bi-weekly after the first six months.

In addition to project 1:1s, we also have monthly 1:1s that are more bigger-picture and focused on goal-setting and progress, project feedback from that person’s peers, reflection on how satisfied and fulfilled they’re feeling in their role, and talking through project/industry interests which informs what projects we should advocate for them to be staffed on. We have a progress log template that we customize per PM to keep track of goals and progress.

We try to foster a supportive environment that encourages growth, feedback, and experiential learning, but also that lets folks have the autonomy to get in the driver’s seat as soon as they’re comfortable. Interested in learning more about what it’s like to work at Viget? Check out our open positions here.




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City Wayfinding Havana

A look into the characteristics of the Havana environmental graphic design and city wayfinding system.




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New website design launch for Automated Irrigation Systems in Zionsville, Indiana

We’re delighted to launch the first ever website for this local irrigation company that has been around since 1989! Automated...continue reading




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Teamstack: Easy Automation of Identity Management (Sponsored)

Access management can be a bit of a nightmare, especially when we realize that we rely on a number of different, independent services that power our organizations. Many businesses use Gmail for email, Google Docs for documents, Slack for communication, GitHub for their codebase, etc. Yet each of these services provides their own permissions screens, […]

The post Teamstack: Easy Automation of Identity Management (Sponsored) appeared first on David Walsh Blog.






ana

Setting New Project Managers Up for Success

At Viget, we’ve brought on more than a few new Project Managers over the past couple of years, as we continue to grow. The awesome new people we’ve hired have ranged in their levels of experience, but some of them are earlier in their careers and need support from more experienced PMs to develop their skills and flourish.

We have different levels of training and support for new PMs. These broadly fall into four categories:

  • Onboarding: Learning about Viget tools and processes
  • Shadowing: Learning by watching others
  • Pairing: Learning by doing collaboratively
  • Leading: Learning by doing solo

Onboarding

In addition to conducting intro sessions to each discipline at Viget, new Viget PMs go through a lengthy set of training sessions that are specific to the PM lab. These include intros to:

PM tools and resourcesProject processes
Project typesProject checklists
Project taskingProject planning
Budgets, schedules, and resourcingRetrospectives
Working with remote teamsProject kickoffs
Thinking about developmentGithub and development workflow
Tickets, definition, and documentationQA testing
Account management

Shadowing

After PMs complete the onboarding process, they start shadowing other PMs’ projects to get exposure to the different types of projects we run (since the variety is large). We cater length and depth of shadowing based on how much experience a PM has coming in. We also try to expose PMs to multiple project managers, so they can see how PM style differs person-to-person.

We’ve found that it can be most effective to have PMs shadow activities that are more difficult to teach in theory, such as shadowing a PM having a difficult conversation with a client, or shadowing a front-end build-out demo to see how the PM positions the meeting and our process to the client. More straightforward tasks like setting up a Harvest project could be done via pairing, since it’s easy to get the hang of with a little guidance.

Pairing

While shadowing is certainly helpful, we try to get PMs into pairing mode pretty quickly, since we’ve found that most folks learn better by doing than by watching. Sometimes this might mean having a new PM setting up an invoice or budget sheet for a client while a more experienced PM sits next to them, talking them through the process. We’ve found that having a newer PM lead straightforward activities with guidance tends to be more effective than the newer PM merely watching the more experienced PM do that activity.

Another tactic we take is to have both PMs complete a task independently, and then meet and talk through their work, with the more experienced PM giving the less experienced PM feedback. That helps the newer PM think through a task on their own, and gain experience, but still have the chance to see how someone else would have approached the task and get meaningful feedback.

Leading

Once new PMs are ready to be in the driver’s seat, they are staffed as the lead on projects. The timing of when someone shifts into a lead role depends on how much prior experience that person has, as well as what types of projects are actively ready to be worked on.

Most early-career project managers have a behind-the-scenes project mentor (another PM) on at least their first couple projects, so they have a dedicated person to ask questions and get advice from who also has more detailed context than that person’s manager would. For example, mentors often shadow key client and internal meetings and have more frequent check-ins with mentees. This might be less necessary at a company where all the projects are fairly similar, but at Viget, our projects vary widely in scale and services provided, as well as client needs. Because of this, there’s no “one size fits all” process and we have a significant amount of customization per project, which can be daunting to new PMs who are still getting the hang of things.

For these mentorship pairings, we use a mentorship plan document (template here) to help the mentor and mentee work together to define goals, mentorship focuses, and touchpoints. Sometimes the mentee’s manager will take a first stab at filling out the plan, other times, the mentor will start that process.

Management Touchpoints

Along the way, we make sure new PMs have touchpoints with their managers to get the level of support they need to grow and succeed. Managers have regular 1:1s with PMs that are referred to as “project 1:1s”, and are used for the managee to talk through and get advice on challenges or questions related to the projects they’re working on—though really, they can be used for whatever topics are on the managee’s mind. PMs typically have 1:1s with managers daily the first week, two to three times per week after that for the first month or so, then scale down to once per week, and then scale down to bi-weekly after the first six months.

In addition to project 1:1s, we also have monthly 1:1s that are more bigger-picture and focused on goal-setting and progress, project feedback from that person’s peers, reflection on how satisfied and fulfilled they’re feeling in their role, and talking through project/industry interests which informs what projects we should advocate for them to be staffed on. We have a progress log template that we customize per PM to keep track of goals and progress.

We try to foster a supportive environment that encourages growth, feedback, and experiential learning, but also that lets folks have the autonomy to get in the driver’s seat as soon as they’re comfortable. Interested in learning more about what it’s like to work at Viget? Check out our open positions here.





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Canada 2019

The yearly fishing trip, this year at the Bulkley river in British Columbia. Shot on the Panasonic GH-5, DJI Mavic 2 Zoom and some GoPro.




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Managing Your Money After a Brain Injury

Managing money is complicated, especially for people with a brain injury who may have trouble remembering what they spent or creating a budget. Adam shares some tips from online banking to keeping a spending journal.