success

Use Excel's binomial distribution to assess chance of success of your investments

Applying this to financial markets helps investors to determine their chances of success in a fixed number of attempts (or trials). Another application of binomial distribution is to find out the probability of a company reporting positive growth in the EPS.




success

2-Year-Old Just Right Mike Latest Success Story For Sire Cajun Breeze

Trainer Michael Yates' leap of faith in Cajun Breeze's stallion potential once again paid dividends at Gulfstream Park Friday, when Just Right Mike defeated a group of well-bred 2-year-olds to graduate in Race 2. The Florida-bred son of Cajun Breeze, who finished third in his debut April 17 after being bumped at the start, chased […]

The post 2-Year-Old Just Right Mike Latest Success Story For Sire Cajun Breeze appeared first on Horse Racing News | Paulick Report.




success

Preliminary Data Indicate Humpback Chub Translocation Successful to Date

Preliminary Data Indicate Humpback Chub Translocation Successful to Date https://www.nps.gov/grca/learn/news/news_2009-08-17_chub.htm




success

800 Acres Successfully Treated with Prescribed Fire on South Rim

Last week, fire managers successfully treated 800 acres with prescribed fire (Rx) in one of the last remaining unburned areas on the South Rim. https://www.nps.gov/grca/learn/news/800-acres-successfully-treated-with-prescribed-fire-on-south-rim.htm




success

2014 Commercial Vehicle Inspection a Success at Grand Canyon National Park

On October 14-15, 2014, the Grand Canyon Fee and Commercial Enforcement Unit partnered with the Grand Canyon Concessions and Fee Management Offices to support ongoing inspections of all commercial traffic entering the park. https://www.nps.gov/grca/learn/news/2014-commercial-inspection.htm




success

Rangers Successfully Intervene with Possible Suicide

On Monday, May 11th the Grand Canyon Regional Communications Center was contacted by the Tallmadge, OH Police Department reporting a missing man who was believed to be suicidal and currently at Grand Canyon. https://www.nps.gov/grca/learn/news/intervene.htm




success

Nearly 1000 Acres Successfully Treated with Prescribed Fire on Grand Canyon’s South Rim

Yesterday, National Park Service (NPS) fire managers successfully treated 994 acres with prescribed (Rx) fire on the South Rim of Grand Canyon. https://www.nps.gov/grca/learn/news/shoshone-rx-success.htm




success

2016 Commercial Vehicle Inspection a Success at Grand Canyon National Park

On October 3 and 5, 2016, Grand Canyon National Park partnered with Arizona Department of Public Safety and the US Department of Transportation to support ongoing inspections of all commercial traffic entering the park. https://www.nps.gov/grca/learn/news/2016-commercial-vehicle-inspection.htm




success

Grand Canyon National Park Celebrates Centennial Success, Looks Ahead to 2019

As the National Park Service (NPS) prepares for a second century of service, Grand Canyon National Park celebrates the significant accomplishments of the NPS centennial celebration and looks ahead to its own park centennial in 2019. https://www.nps.gov/grca/learn/news/grcacentennialsuccess.htm




success

Humpback Chub Successfully Released in Bright Angel Creek in Grand Canyon National Park

On May 14, biologists with the National Park Service, U.S. Fish and Wildlife Service, and Bureau of Reclamation released endangered humpback chub, an endangered fish species endemic to the Colorado River basin, into Bright Angel Creek - following six years of successful removal of nonnative trout. https://www.nps.gov/grca/learn/news/humpback-chub-release-ba-creek-may-2018.htm




success

A key for predicting postfire successional trajectories in black spruce stands of interior Alaska.

Black spruce (Picea mariana (Mill) B.S.P) is the dominant forest cover type in interior Alaska and is prone to frequent, stand-replacing wildfires.




success

Northwest Forest Plan–the first 15 years (1994–2008): status and trends of late-successional and old-growth forests.

Late-successional and old-growth (LSOG) monitoring characterizes the status and trends of older forests to answer such questions as: How much older forest is there? Where is it? How much has changed and from what causes? Is the Northwest Forest Plan (the Plan) maintaining or restoring older forest ecosystems to desired conditions on federal lands in the Plan area? This assessment is the second in a continuous monitoring cycle. We initially reported on LSOG status and trends from 1994 to 2003 in the "10-year report." This document, the mid-cycle "15-year report," updates the assessment to 2006 in Washington and Oregon and to 2007 in California. The next major assessment will be the 20-year report.




success

'The Call To Unite' Global Event A Huge Success, Lifting Spirits, Awareness During COVID-19

Great to hear from BETTIE LEVY, who runs BCL ENTERTAINMENT and was a producer of the “THE CALL TO UNITE” #answerthecall on FRIDAY (5/1) which was a 24-hour global event to lift … more




success

Surgeons successfully treat brain aneurysms using a robot

Research Highlights: A robot was used to treat brain aneurysms for the first time. The robotic system could eventually allow remote surgery, enabling surgeons to treat strokes from afar. Embargoed until 11:15 a.m. Pacific Time / 2:15 p.m. Eastern ...




success

Iowa is dying from all this success

With over 11,000 positive COVID-19 cases in Iowa and a mounting death toll, Iowa Gov. Kim Reynolds went to Washington DC. to declare her approach to the pandemic a success. Her victory lap included...




success

Iowa is dying from all this success

With over 11,000 positive COVID-19 cases in Iowa and a mounting death toll, Iowa Gov. Kim Reynolds went to Washington DC. to declare her approach to the pandemic a success.

Her victory lap included a sit down with the president and a Washington Post op-ed. The op-ed was co-authored with four other GOP governors and declared, the “common-sense approach helped keep our states on track and have set us up to come out of this pandemic stronger than ever.”

On May 8, Vice President Mike Pence came to Iowa to celebrate Iowa’s success. But what does Iowa’s success actually look like?

Well, two of our counties are national hot spots for the disease.

Experts from the University of Iowa project that Iowa has yet to reach it’s peak for cases and warn that without proper measures a new wave of infection will hit the state in the fall.

Iowa’s success looks like the TestIowa initiative getting off to a slow start due to problems with the test machines and thus far, failing to achieve it’s promise of 3,000 tests per day. And mounting concerns about the accuracy of the tests, after the Des Moines Register reported that several test samples were unable to be processed.

Success looks like Minnesota having 3,000 fewer positive COVID-19 cases with 2 million more residents and nearly 40,000 more tests completed.

The week of Reynolds victory lap was the week that Iowa saw a 28 percent increase in hospitalizations, a 51 percent increase in ICU admissions, and a 39 percent increase in patients needing ventilators.

Reynolds declaring victory now is like crowning yourself the winner in Monopoly before you even made it all around the board. It’s like demanding your marathon medal on mile 13. It’s like declaring you are flattening the pandemic curve, before your COVID-19 cases skyrocket by thousands. OK, that’s not a metaphor, that’s something our governor actually did. Just weeks ago.

This is what Reynold’s success looks like: 231 deaths and vulnerable being forced to return to work before it's safe. And these are not just numbers, these are people.

Perhaps the most damaging thing that this pandemic response has done was to turn individual lives into a chart on a scoreboard. A game of chess, where we are willing to sacrifice some pawns to keep winning at making money.

AP reporter Ryan Foley noted on Twitter that those dead from COVID-19 in the state include a Bosnian refugee who left behind a heartbroken husband and a Latino father who was raising three kids on his own after their mother died of cancer last year.

Those lost include Willi Levi, one of the men who escaped servitude from the Atalissa turkey processing plant.

But as state Rep. Steve Holt argued in an op-ed this week, if we have enough room in our hospitals, why not open the economy? The logic was repeated during Reynolds May 7 news conference — our hospitals can handle it so we move forward. This is what success looks like: Enough hospital beds for us all to die in.

Before the pandemic came to the state, Holt and Reynolds were both pushing an amendment to the state constitution that would strip protections for abortion.

The Venn diagram of those people telling you COVID-19 isn’t that bad and so what, some people will die, and the people who call abortion murder is just one flat circle of hypocrisy.

Holt has even been tweeting about how shut down orders violate our personal liberty. But where is all that personal liberty when it comes to my uterus, Holt?

Our success didn’t have to look like this. Our success could have involved fewer deaths, fewer infections and a reduced risk for a resurgence, if we had just waited two more weeks.

Dr. Eli Perencevich, professor of internal medicine and epidemiology at the University of Iowa Carver College of Medicine, and one of the authors of a report for the Iowa Department of Public Health, which warned against reopening too soon. He spoke to me in an interview last week, where he explained that if Iowa could have remained closed just a little longer, we’d be closer to safety. Ideally, explained Perencevich, if Iowa had truly shut down immediately and decisively for two weeks in the beginning, we wouldn’t be in this situation. Absent that, shutting down for two more weeks would ensure greater safety.

This pandemic didn’t have to be a choice between the economy or lives. We are the world’s richest nation, we could have come up with a solution. But doing so would mean that we’d have to face America’s deep inequality, we’d have to enact social change and pump money into food benefits and health care, two things Reynolds has slowly been defunding during her tenure as governor. Each of these deaths was preventable not inevitable. But our governor and federal government have given up the fight, and called it success. They’ve accepted that some people will die, and even more will get sick and lose their livelihoods and income and be forced to bear mounting medical costs.

It’s easier to say you win, before you’ve even played the game. And so here we are, dying from all this success.

lyz.lenz@thegazette.com; 319-368-8513




success

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.




success

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.




success

7 Vital Components of a Successful Brand Strategy

A brand strategy is a long-term plan that affects every facet of your business, but creating one can be confusing. We break it down into 7 essential components.




success

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.




success

Three Principles to Remember for Successful Recovery

When it comes to TBI and PTSD, everyone's recovery is different. But Adam shares three key principles that can be crucial for everyone.




success

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.




success

Five Aspects of a Successful Blog Post

It’s 2018, and traditional marketing concept has shifted. We often hear that content marketing is taking the top and is the future of marketing. While content marketing doesn’t only mean blogging, blog posts on a product, service or about your business, should be a big part of your content marketing strategy. There are vast amounts …

Five Aspects of a Successful Blog Post Read More »




success

Successfully Applying the Stabilized Lottery Ticket Hypothesis to the Transformer Architecture. (arXiv:2005.03454v1 [cs.LG])

Sparse models require less memory for storage and enable a faster inference by reducing the necessary number of FLOPs. This is relevant both for time-critical and on-device computations using neural networks. The stabilized lottery ticket hypothesis states that networks can be pruned after none or few training iterations, using a mask computed based on the unpruned converged model. On the transformer architecture and the WMT 2014 English-to-German and English-to-French tasks, we show that stabilized lottery ticket pruning performs similar to magnitude pruning for sparsity levels of up to 85%, and propose a new combination of pruning techniques that outperforms all other techniques for even higher levels of sparsity. Furthermore, we confirm that the parameter's initial sign and not its specific value is the primary factor for successful training, and show that magnitude pruning cannot be used to find winning lottery tickets.




success

System and method for determining a level of success of operations on an abstraction of multiple logical data storage containers

Various systems and methods are described for configuring a logical data storage container. In one embodiment, an instruction to perform an operation to modify an attribute of the logical data storage container that is an abstraction of a plurality of pertinent storage containers is received. A translated instruction to perform a sub-operation associated with the operation is transmitted to each of a number of the plurality of pertinent storage containers. A level of success of the performing of the operation on the logical data storage container is detected based on a comparison of a threshold value to a level of success of the performing of the sub-operation on each of the number of the plurality of pertinent storage containers. A report of the detected level of success is communicated.




success

Porous film manufacturing method and successive biaxial stretching apparatus for manufacturing porous film

Provided is a method for manufacturing a high-quality porous film. Here, while the porous film is being manufactured through forming micropores by stretching, a raw film is prevented from slipping on the surfaces of the respective rolls as much as possible even though the raw film includes oil or liquid paraffin as a solvent. The method is for manufacturing a porous film through forming micropores by successive biaxial stretching. A tensile force applied to the raw film F transferring from the longitudinal stretching machine (10) to the transverse stretching machine (50) is set not less than a stretching force necessary for the longitudinal stretching, and thus the raw film is prevented from slipping on a contact surface between the raw film and each roll of the longitudinal stretching machine (10).




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ASYNCHRONOUS SUCCESSIVE APPROXIMATION ANALOG-TO-DIGITAL CONVERTER AND RELATED METHODS AND APPARATUS

An ultrasound device including an asynchronous successive approximation analog-to-digital converter and method are provided. The device includes at least one ultrasonic transducer, a plurality of asynchronous successive-approximation-register (SAR) analog-to-digital converters (ADC) coupled to the at least one ultrasonic transducer, at least one asynchronous SAR in the plurality having a sample and hold stage, a digital-to-analog converter (DAC), a comparator, and control circuitry, wherein a DAC update event following at least one bit conversion is synchronized to a corresponding DAC update event of at least one other ADC in the plurality of ADCs.




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Picket headlines Broadlands success

BROADLANDS Lakes have reported some good fish again this week.




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Eastleigh students help England Women to European success

EASTLEIGH students trade College football team for England Stardom, as they help their nation qualify for Europe.




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The Daily Echo looks back at the Allies' early success in World War One 100 years ago

THE continued success of the Allied forces was being acknowledged on the pages of the Daily Echo 100 years ago this week following the latest communications from the various theatres of conflict across Europe.




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SUNY Chancellor Calls Excelsior Scholarship A Success Despite Low First-Year Numbers

SUNY Chancellor Kristina Johnson is calling the Excelsior Scholarship a success despite statistics that show it was used by only 3.2% of SUNY students to help pay tuition costs in its first year.




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Leaving Billions Behind In 'Lake Success'

Copyright 2018 NPR. To see more, visit SCOTT SIMON, HOST: Gary Shteyngart spent a lot of time riding Greyhound buses and hanging out with hedge fund managers to research his new novel, "Lake Success." Barry Cohen, his main character, has lost nearly a billion dollars from his fund, and the feds are on his trail, and his 3-year-old son is diagnosed on the severe end of the autism scale. So Barry Cohen leaves behind his billions, his Amex Black Card, his overwhelmed wife and his ailing child and hits the road with just a few $20 bills in his pocket and his exquisite watch collection. He's in flight from his problems and, like all great road books, maybe in search of himself. Gary Shteyngart, the author of several best-sellers, including "Super Sad True Love Story" and "Absurdistan," joins us from New York. Thanks so much for being with us. GARY SHTEYNGART: Great to be here, thank you. SIMON: You know, I say this with respect - it's been a while since I enjoyed a novel as much that has




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Drake Achieves U.K. Chart Double Success for Third Time

Topping both the albums and singles countdowns, the 'Toosie Slide' rapper follows in the footsteps of Stormzy and Eminem who make similar achievement earlier this year.




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Drake Achieves U.K. Chart Double Success for Third Time

Topping both the albums and singles countdowns, the 'Toosie Slide' rapper follows in the footsteps of Stormzy and Eminem who make similar achievement earlier this year.




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Birmingham move leads to ad agency success

M3 announces record year as it looks to push the West Midlands’ creative talent.






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Golf day a GR8 success for homeless services

Fundraising day will help provide assistance for region's vulnerable sleepers.




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Star Chef - India's most successful mobile game developed in Udupi

With 35% users each in the US and Asia Pacific region and the remaining in Europe, 99Games is one of the first Indian gaming studios to hit this success.




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Good Earth, Anita Lal-founded family-owned luxury home decor company, credits focus on Indianness for its success

Good Earth is now a prominent go-to destination for home decor enthusiasts and interior designers alike as it offers something for everyone.




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No child’s play: Secrets to creating a successful kids’ clothing line in India

The shift in preferences from gender-specific colours and home-grown labels to branded outfits has led to a phenomenal growth in kids’ clothing in India.




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Higher Ed: Really Good At Something In School Or Work? Beware Of The “Success Trap”

Who does not appreciate making high grades in a certain subject or getting glowing performance reviews at work?  In this episode of KUT’s podcast “Higher Ed,” Southwestern University President Dr. Ed Burger and KUT’s Jennifer Stayton explore the lure of the “success trap” and how to avoid it. What exactly is the “success trap?” It...




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How to host a successful webinar

I’m currently hosting a series of live webinars for up to 150 people per event. In the past I’ve hosted in-person meetups but, due to current isolation initiatives (COVID-19), online is the way to go. This of course offers great opportunities for reaching a wider audience however does offer technical challenges different to those experienced […]

This article appeared first at ❤ OrganicWeb - Mailchimp training, consulting & integration experts.




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WSU coach Nick Rolovich has ‘fit like a glove’ in Pullman. But success will be measured on the field.


Rolovich has brought his fun to The Palouse, hired in January as Washington State’s new football coach, replacing Mike Leach, who went to Mississippi State. But winning Cougs over will ultimately be decided on the field.




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Top prospects’ interest in G League won’t be a threat to college basketball’s survival or success


Rumor has it that college basketball is in trouble. Google the name Jalen Green and you'll surely be shown a story hinting at NCAA hoops' inevitable decline. Columnist Matt Calkins thinks the college game is going to be just fine.




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The Gonzaga Way: Zags’ unique success has proven ‘impossible’ to replicate elsewhere


Nearly every year for two decades, a title-game appearance seems a possibility for a program that has built itself into one of the nation’s most consistent.




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Basketball helped power Jets’ Fant to football success


NEW YORK (AP) — George Fant spent most of his college days at Western Kentucky shooting basketballs and grabbing rebounds as a physical power forward with big-time hoop dreams. He had no idea then that football would ultimately be his path to stardom. Heck, Fant didn’t even play the sport until his fifth year of […]




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Basketball helped power Jets’ Fant to football success


NEW YORK (AP) — George Fant spent most of his college days at Western Kentucky shooting basketballs and grabbing rebounds as a physical power forward with big-time hoop dreams. He had no idea then that football would ultimately be his path to stardom. Heck, Fant didn’t even play the sport until his fifth year of […]




success

Basketball helped power Jets’ Fant to football success


NEW YORK (AP) — George Fant spent most of his college days at Western Kentucky shooting basketballs and grabbing rebounds as a physical power forward with big-time hoop dreams. He had no idea then that football would ultimately be his path to stardom. Heck, Fant didn’t even play the sport until his fifth year of […]




success

Basketball helped power Jets’ Fant to football success


NEW YORK (AP) — George Fant spent most of his college days at Western Kentucky shooting basketballs and grabbing rebounds as a physical power forward with big-time hoop dreams. He had no idea then that football would ultimately be his path to stardom. Heck, Fant didn’t even play the sport until his fifth year of […]