project

Factors influencing line officers' decisions about National Environmental Policy Act project design and development.

Prior to the existence of the National Environmental Policy Act (NEPA), Forest Service district rangers had considerable latitude to make resource management decisions and execute management plans with relatively little encumbrance by documentation and process requirements.




project

Area changes in U.S. forests and other major land uses, 1982 to 2002, with projections to 2062.

This study updates an earlier assessment of the past, current, and prospective situation for the Nation's land base. We describe area changes among major land uses on the U.S. land base for historical trends from 1982 to 2002 and projections out to 2062.




project

Elk, Deer, and Cattle: The Starkey Project

Definitive results from the Starkey Project's first decade (1989-99) have given managers defensible options for managing roads, timber production, and range allotments in relation to elk, deer, and cattle. Study results have prompted changes in policies, management standards and guidelines, hunting regulations, and timber sale planning throughout western North America.




project

Timber Products Output and Timber Harvests In Alaska: Projections For 2005-25

Projections of Alaska timber products output, the derived demand for logs and chips, and timber harvest by owner are developed by using a trend-based analysis.




project

Linking Land-Use Projections and Forest Fragmentation Analysis

An econometric model of private land-use decisions is used to project land use to 2030 for each county in the continental United States. On a national scale, forest area is projected to increase overall between 0.1 and 0.2 percent per year between now and 2030. However, forest area is projected to decrease in a majority of regions, including the key forestry regions of the South and the Pacific Northwest Westside. Urban area is projected to increase by 68 million acres, and cropland, pasture, rangeland, and Conservation Reserve Program land is projected to decline in area. Regional econometric models are needed to better represent region-specific economic relationships. County-level models of forest fragmentation indices are estimated for the Western United States. The core forest model is found to perform better than the model of like adjacencies for forest land. A spatially detailed analysis of forest fragmentation in Polk County, Oregon, reveals that forests become more fragmented even though forest area increases. By linking the land-use projection and forest fragmentation models, we project increases in the average county shares of core forest in 8 of the 11 Western States. The average like adjacency measure increases in six of the states. The aggregate and spatially detailed fragmentation methods are compared by projecting the fragmentation indices to 2022 for Polk County, Oregon. Considerable differences in the results were produced with the two methods, especially in the case of the like adjacency metric.




project

Projecting other public inventories for the 2005 RPA timber assessment update

This study gives an overview of the current inventory status and the projection of future forest inventories on other public timberland. Other public lands are lands administered by state, local, and federal government but excluding National Forest System lands. These projections were used as part of the 2005 USDA Forest Service Resource Planning Act timber assessment update. The projections were made by region and forest type by using the modified Aggregated Timberland Assessment System and the forest inventory data with methods and procedures consistent with the methods used for private and national forest inventory projections. Although the projected inventory volume differs by region, both softwood and hardwood inventories on other public timberlands in the United States are projected to increase over 60 percent during the next 50 years. Forest net growth exceeds harvest in most regions pushing inventory volumes up. The one exception is the Pacific Northwest East (ponderosa pine region) where the softwood inventory is expected to decrease until 2030 owing to lower softwood net growth and then slowly increase. The mature and old mature stands for both softwood and hardwood are projected to increase significantly for all regions especially in the South region where proportion of mature and old mature increases from 9 to 54 percent for softwood and 4 to 55 percent for hardwood.




project

Dry forests of the Northeastern Cascades Fire and Fire Surrogate Project site, Mission Creek, Okanogan-Wenatchee National Forest

The Fire and Fire Surrogate (FFS) project is a large long-term metastudy established to assess the effectiveness and ecological impacts of burning and fire "surrogates" such as cuttings and mechanical fuel treatments that are used instead of fire, or in combination with fire, to restore dry forests. One of the 13 national FFS sites is the Northeastern Cascades site at Mission Creek on the Okanogan- Wenatchee National Forest. The study area includes 12 forested stands that encompass a representative range of dry forest conditions in the northeastern Cascade Range. We describe site histories and environmental settings, experimental design, field methods, and quantify the pretreatment composition and structure of vegetation, fuels, soils and soil biota, entomology and pathology, birds, and small mammals that occurred during the 2000 and 2001 field seasons. We also describe the implementation of thinning treatments completed during 2003 and spring burning treatments done during 2004 and 2006.




project

A socioeconomic assessment of Forest Service American Recovery and Reinvestment Act projects: eight case studies.

The American Recovery and Reinvestment Act of 2009 aimed to create jobs and jumpstart the economy while addressing the Nation's social and environmental needs. The U.S. Department of Agriculture, Forest Service, received $1.15 billion in recovery funding to support projects in wildland fire management, capital improvement and maintenance, and biomass utilization. This volume contains eight individual case-study reports that describe how Forest Service economic recovery projects from around the United States are contributing to socioeconomic well-being in rural communities and investigates how forest restoration, conservation, and rural community development goals can be linked to promote healthy forests and healthy communities.




project

Socioeconomic assessment of Forest Service American Recovery and Reinvestment Act projects: key findings and lessons learned.

The American Recovery and Reinvestment Act of 2009 (the Recovery Act) aimed to create jobs and promote economic growth while addressing the Nation's social and environmental needs. The USDA Forest Service received $1.15 billion in economic recovery funding. This report contains key findings and lessons learned from a socioeconomic assessment of Forest Service Recovery Act projects. The assessment examines how Forest Service economic recovery projects at eight case-study locations around the United States are contributing to socioeconomic well-being in rural counties affected by the economic recession of 2007-2009. It also investigates how Forest Service mission-related work can be accomplished in a manner that creates local community development opportunities. This report is a companion to general technical report PNW-GTR-831, which contains the full case-study reports.




project

Facebook Journalism Project Announces COVID-19 Relief Fund Newsroom Grants

FACEBOOK has announced the over 200 news organizations to receive close to $16 million in grants through its FACEBOOK JOURNALISM PROJECT COVID-19 relief fund for local news, part of the $25 … more




project

Glentoran footballers lend support to Covid-19 care project

First-team players from the Oval club volunteered at Connswater Community Centre earlier this week.




project

Portstewart Football Club kicks off community support project

The Seahawks have been delivering care packages to vulnerable residents during Covid-19 pandemic




project

More than $14 million in research grants awarded for health technology solutions focused on heart and brain health, including special projects related to COVID-19 and CVD

DALLAS, April 2, 2020 – The American Heart Association — the world’s leading voluntary organization dedicated to a world of longer, healthier lives — announced today more than $14 million in scientific research grants are being awarded to four...




project

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.




project

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.






project

6 Must Have Developer Tools and Services for Your Projects in 2019

This is it! Your one-stop shop for developer tools and resources. Designed to save you time and money, streamline project workflows, boost productivity, or all the above, Choosing the right tool for the job is never easy for several reasons. There’s a huge number to choose among, you have to know what to look for, […]

The post 6 Must Have Developer Tools and Services for Your Projects in 2019 appeared first on WebAppers.





project

Blog Project: Your Best Photos From 2017

It’s that time of year again and if you’re a regular JMG-Galleries reader that means one thing… it is time to kick off the 11th annual best photos of the year blog project. This is by far my most popular blog project with hundreds of photographers taking part last year (see Best Photos of 2016,  2015, 2014, 2013,  2012, 2011, 2010, 2009, 2008 and 2007).  It’s great to see the community of photographers that have developed around this blog project. As always I hope the exercise of picking your best photos helps improve your photography (10 Ways to Top Your Best 20xx Photographs). So without any further delay here is how you take part to submit your best photos of 2016. How to Participate (Read Carefully) Review & select your best photos from 2017. Note: Photo edit carefully narrowing down your results to your best 10 or 5 photos. Reference Pro Tips: Photo Editing with Gary Crabbe for pointers. Create a blog post on your website or a Flickr/500px set containing your best photos from 2017. Complete the form below by Tuesday JANUARY 2rd at 11:59PM PST to take part. The following Tuesday, or thereabout, I’ll post a link to all submitted sites and photos on my blog. Throughout the week I’ll also share the results across all my social media accounts. Spread the Word! Feel free to spread the word of this project on Twitter, Facebook, Instagram, Google+, photo forums you frequent and/or your blogs. All who are interested in taking part are invited. Loading…




project

Blog Project: Your Best Photos From 2018

It’s that time of year again, it is time to kick off the 12th annual best photos of the year blog project. I’m proud to say over the years that hundreds of photographers have taken part (see Best Photos of 2017, 2016,  2015, 2014, 2013,  2012, 2011, 2010, 2009, 2008 and 2007).  It’s great to see the community of photographers that have developed around this blog project. As always I hope the exercise of picking your best photos helps improve your photography (10 Ways to Top Your Best 20xx Photographs). So without any further delay here is how you take part to submit your best photos of 2018. How to Participate (Read Carefully) Review & select your best photos from 2018. Note: Photo edit carefully narrowing down your results to your best 10 or 5 photos. Reference Pro Tips: Photo Editing with Gary Crabbe for pointers. Create a blog post on your website or a Flickr set containing your best photos from 2018. Complete the form below by Friday JANUARY 4th at 11:59PM PST to take part. The following Tuesday, or thereabout, I’ll post a link to all submitted sites and photos on my blog. Throughout the week I’ll also share the results across all my social media accounts. Spread the Word! Feel free to spread the word of this project on Twitter, Facebook, and Instagram, Google+ (even if it is about to die), photo forums you frequent and/or your blogs. All who are interested in taking part are invited. Loading…




project

Blog Project: Your Best Photos From 2019

It is time to kick off the 13th annual best photos of the year blog project! I’m proud to say over the years that hundreds of photographers have taken part (see Best Photos of 2018, 2017, 2016, 2015, 2014, 2013, 2012, 2011, 2010, 2009, 2008 and 2007).  It’s great to see the community of photographers that have developed around this blog project. As always I hope the exercise of picking your best photos helps improve your photography (10 Ways to Top Your Best 20xx Photographs). So without any further delay here is how you take part to submit your best photos of 2019. How to Participate (Read Carefully) Review & select your best photos from 2019. Note: Photo edit carefully narrowing down your results to your best 10 or 5 photos. Reference Pro Tips: Photo Editing with Gary Crabbe for pointers. Create a blog post on your website or a Flickr set containing your best photos from 2019. Complete the form below by Sunday JANUARY 5th at 11:59PM PST to take part. The following Tuesday, or thereabout, I’ll post a link to all submitted sites and photos on my blog. Throughout the week I’ll also share the results across all my social media accounts. Spread the Word! Feel free to spread the word of this project on Twitter, Facebook, Instagram, photo forums you frequent and/or your blogs. All who are interested in taking part are invited. Loading…




project

5 Tips For Doing A Fantastic Graphic Project

You’ve probably had the experience of browsing other people’s graphic projects and wishing you could achieve such effects too. In order to accomplish that, you should expand your knowledge by...




project

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.




project

9 Convincing Reasons Why Designers Should Pursue Personal Projects

Web designers have skills and expertise that open up a whole world of possibilities. Many designers and developers choose to pursue personal projects in their own time, which can be a nice change of...

Click through to read the rest of the story on the Vandelay Design Blog.




project

Top Construction Projects in the World

Highlighting some of humanity’s biggest construction achievements is the 10 of the Top Construction Projects in the World informational infographic from 53 Quantum.

Human societies have always looked to build the biggest and best monuments to their ingenuity, resources and craftsmanship. From the Empire State Building, to the Eiffel Tower, and the Great Pyramids of Giza to the Great Wall of China, we’ve always looked to build the biggest and best. Mind blowing historic building projects now litter travel-minded folks bucket lists everywhere, and they make up a huge part of the historic tapestry.

But it’s 2019 now. We need to talk about the Burj Khalifas and Libyan Irrigation projects of the world. For the first time in history, there are societies wealthy, powerful, and most importantly, cohesive enough to build spectacularly huge projects. By working together with our geographical neighbours, we’ve been able to give the world some truly unbelievable, innovative projects. The International Space Station leaps to mind as a collaboration between nations.

With so many stunning projects continually on the go around the planet, we at 53 Quantum thought it’d be an idea to put together a quick infographic of ten of the biggest and best. Of course, there’ll be examples we missed and things we left off, because how do you compare a massive railway restoration and modernisation with a super skyscraper project? Apples and oranges!

Nevertheless, here are ten of the world’s most impressive construction projects.

Although I like the infographic, this design falls short in a few areas.

  • Where’s the Data Visualization? The biggest missed opportunity in this design is that the data isn’t visualized. You want readers to understand how big or how expensive these projects were, you need a visualization that puts that into context!

  • Nice illustrations, but that isn’t enough. Most of the impact of the size and scale of these projects is lost because it’s buried in the text.

  • A map of the locations would be nice.

  • Is there any logic to the order of these projects in the infographic? Readers will look through the list from top-to-bottom in order. They’re not sorted by cost or on a timeline.

Thanks to David for submitting the link!




project

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.




project

$L^p$-regularity of the Bergman projection on quotient domains. (arXiv:2004.02598v2 [math.CV] UPDATED)

We relate the $L^p$-mapping properties of the Bergman projections on two domains in $mathbb{C}^n$, one of which is the quotient of the other under the action of a finite group of biholomorphic automorphisms. We use this relation to deduce the sharp ranges of $L^p$-boundedness of the Bergman projection on certain $n$-dimensional model domains generalizing the Hartogs triangle.




project

On the Total Curvature and Betti Numbers of Complex Projective Manifolds. (arXiv:1807.11625v2 [math.DG] UPDATED)

We prove an inequality between the sum of the Betti numbers of a complex projective manifold and its total curvature, and we characterize the complex projective manifolds whose total curvature is minimal. These results extend the classical theorems of Chern and Lashof to complex projective space.




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Surjective endomorphisms of projective surfaces -- the existence of infinitely many dense orbits. (arXiv:2005.03628v1 [math.AG])

Let $f colon X o X$ be a surjective endomorphism of a normal projective surface. When $operatorname{deg} f geq 2$, applying an (iteration of) $f$-equivariant minimal model program (EMMP), we determine the geometric structure of $X$. Using this, we extend the second author's result to singular surfaces to the extent that either $X$ has an $f$-invariant non-constant rational function, or $f$ has infinitely many Zariski-dense forward orbits; this result is also extended to Adelic topology (which is finer than Zariski topology).




project

Characteristic Points, Fundamental Cubic Form and Euler Characteristic of Projective Surfaces. (arXiv:2005.03481v1 [math.DG])

We define local indices for projective umbilics and godrons (also called cusps of Gauss) on generic smooth surfaces in projective 3-space. By means of these indices, we provide formulas that relate the algebraic numbers of those characteristic points on a surface (and on domains of the surface) with the Euler characteristic of that surface (resp. of those domains). These relations determine the possible coexistences of projective umbilics and godrons on the surface. Our study is based on a "fundamental cubic form" for which we provide a closed simple expression.




project

Smooth non-projective equivariant completions of affine spaces. (arXiv:2005.03277v1 [math.AG])

In this paper we construct an equivariant embedding of the affine space $mathbb{A}^n$ with the translation group action into a complete non-projective algebraic variety $X$ for all $n geq 3$. The theory of toric varieties is used as the main tool for this construction. In the case of $n = 3$ we describe the orbit structure on the variety $X$.




project

Mathematical Formulae in Wikimedia Projects 2020. (arXiv:2003.09417v2 [cs.DL] UPDATED)

This poster summarizes our contributions to Wikimedia's processing pipeline for mathematical formulae. We describe how we have supported the transition from rendering formulae as course-grained PNG images in 2001 to providing modern semantically enriched language-independent MathML formulae in 2020. Additionally, we describe our plans to improve the accessibility and discoverability of mathematical knowledge in Wikimedia projects further.




project

Faceted Search of Heterogeneous Geographic Information for Dynamic Map Projection. (arXiv:2005.03531v1 [cs.HC])

This paper proposes a faceted information exploration model that supports coarse-grained and fine-grained focusing of geographic maps by offering a graphical representation of data attributes within interactive widgets. The proposed approach enables (i) a multi-category projection of long-lasting geographic maps, based on the proposal of efficient facets for data exploration in sparse and noisy datasets, and (ii) an interactive representation of the search context based on widgets that support data visualization, faceted exploration, category-based information hiding and transparency of results at the same time. The integration of our model with a semantic representation of geographical knowledge supports the exploration of information retrieved from heterogeneous data sources, such as Public Open Data and OpenStreetMap. We evaluated our model with users in the OnToMap collaborative Web GIS. The experimental results show that, when working on geographic maps populated with multiple data categories, it outperforms simple category-based map projection and traditional faceted search tools, such as checkboxes, in both user performance and experience.




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The Danish Gigaword Project. (arXiv:2005.03521v1 [cs.CL])

Danish is a North Germanic/Scandinavian language spoken primarily in Denmark, a country with a tradition of technological and scientific innovation. However, from a technological perspective, the Danish language has received relatively little attention and, as a result, Danish language technology is hard to develop, in part due to a lack of large or broad-coverage Danish corpora. This paper describes the Danish Gigaword project, which aims to construct a freely-available one billion word corpus of Danish text that represents the breadth of the written language.




project

White House projects COVID-19 death toll of 3,000 people per day, Washington casinos weigh reopening, and other headlines

ON INLANDER.COM WORLD: Roughly two weeks after Canada's deadliest mass shooting, Prime Minister Justin Trudeau introduced an immediate ban on what he called “military-style assault weapons.”…




project

Pattern projector

A pattern projector, comprising a light source, configured to emit a beam of light. A transparent substrate, which has a pair of mutually-opposed planar surfaces is configured to receive and propagate the beam within the substrate by total internal reflection between the planar surfaces. The transparent substrate comprises a diffractive structure that is formed on one of the planar surfaces and is configured to direct at least a part of the beam to propagate out of the substrate in a direction that is angled away from the surface and to create a pattern comprising multiple interleaved light and dark areas.




project

Projection exposure tool for microlithography and method for microlithographic imaging

A projection exposure tool for microlithography for imaging mask structures of an image-providing substrate onto a substrate to be structured includes a measuring apparatus configured to determine a relative position of measurement structures disposed on a surface of one of the substrates in relation to one another in at least one lateral direction with respect to the substrate surface and to thereby simultaneously measure a number of measurement structures disposed laterally offset in relation to one another.




project

Light source device, projector, and light source device fabrication method

A light source device which can prevent the removal of light source elements of a light source device within a projector casing, a projector and a light source fabrication method are provided. An excitation light shining device 70 has a lens holding structure 79 and a light source holding structure 80 which are integrated together with excitation light sources held therebetween. The lens holding structure 79 has through holes 79f which first screw members 84 penetrate, and the light source holding structure 80 has screw holes 80h and screw holes 80k communicating with the screw holes 80h substantially at right angles. With the first screw members 84 penetrating the through holes 79f to be screwed into the screw holes 80h, screw thread portions of the first screw members 84 are pressed to be deformed plastically by distal end portions of the second screw members 85.




project

Light projector and sensor

A light projector has a light emitting device having a light emitting surface, an optical fiber having an incident end-face to which light emitted from the light emitting surface enters, and a lens arranged between the light emitting surface of the light emitting device and the incident end-face of the optical fiber. The light emitting device, the optical fiber and the lens are arranged on one optical axis. The optical fiber includes a core region as a region including a single core of uniform refractive index or a region collectively encompassing a plurality of cores having uniform refractive index. The lens converts diffused light emitted from the light emitting surface to diffused light that widens more moderately.




project

Motion picture project management system

Motion picture project management system for reviewers, coordinators and artists. Artists utilize image analysis and image enhancement and computer graphics processing for example to convert two-dimensional images into three-dimensional images or otherwise create or alter motion pictures. Enables the efficient management of projects related to motion pictures to enable enterprises to manage assets, control costs, predict budgets and profit margins, reduce archival storage and otherwise provide displays tailored to specific roles to increase worker efficiency.




project

Route re-planning using enemy force lethality projection

A method, system and computer readable media for route re-planning including generating enemy force movement predictions to be used during mission planning. During a mission, enemy force movements can be compared to the predictions. By using enemy force movement predictions for an initial comparison, the enemy force movements may only need to be compared to the own force mission plan if the enemy forces deviate from the predictions. When enemy force movement deviates from the predictions, new enemy force movement predictions can be generated. The new enemy force movement predictions can then be compared to the own force mission plan to determine if a route re-plan is needed. The route can be re-planned to determine a route that reduces or eliminates the chance of a lethal encounter with an enemy or threat.




project

Pressure control valve arrangement having pressure medium guiding surface integrally formed onto a projection of the cover

A pressure control valve arrangement for controlling a fluid pressure in an ABS brake system of a vehicle so that, while there is a tendency of individual wheels of the vehicle to lock, the brake pressure in at least one associated brake cylinder can be adaptively adjusted, including: a housing; and at least one diaphragm valve is accommodated in the housing, the diaphragm valve having a diaphragm as the valve body, which diaphragm can be acted upon by introducing pressure medium into a control chamber that is covered on the outside of the housing by a cover so that the control chamber is formed between the diaphragm and the cover, wherein at least one pressure medium channel carrying pressure medium is formed in the housing in the region of the cover, wherein at least one cover has at least one projection projecting into the pressure medium channel in the housing, a pressure medium guiding surface for directing the flow of the pressure medium carried in the pressure medium channel being formed on the projection.




project

Toy projectile launching system

A toy projectile launching system including at least one launchable toy projectile, including at least one RFID tag, and a toy projectile launching apparatus, including a housing, a projectile launching mechanism, a projectile receptacle, and an RFID writer adapted to write tag data to the at least one RFID tag, wherein the toy projectile is adapted to be loaded into the projectile receptacle and launched by the projectile launching mechanism.




project

Three dimensional image projector stabilization circuit

A method for providing a feedback circuit for a three dimensional projector. First and second input devices and a sensor for determining the rotational speed of the second input device are provided. A control device for controlling the rotational speed of the second input device and a phase locked loop (PLL) are provided. A phase reference signal is created based on the signal rate of the first input device. A phase signal is created based on the rotational speed of the second input device. The PLL compares the phase reference signal and the phase feedback signal to determine whether the first input device and the second input device are synchronized. A signal is sent to the control device for the second input device to change the rotational speed of the second input device in response to determining that the first input device and the second input device are not synchronized.




project

Projection image display device comprising a plurality of illumination optical systems

The purpose of the present invention is to provide a projection image display device in which all of the multiple light sources to be used are positioned optimally, regardless of the mode of installation of the device. This projection image display device has two illumination optical systems (1, 2) that are each provided with a light source (111, 211), a color separator for separating into three colors of light, a liquid crystal panel (150, 250) for forming an optical image, and a color synthesis prism (160, 260) for color-synthesizing. A polarization beam splitter (3) for synthesis synthesizes an optical image formed by the illumination optical system (1, 2), and projects the same from a projection lens (4). The optical axis (101, 201) of each light source (111, 211) is positioned within the same plane as the optical axis (401) of the projection lens (4), and so as to orthogonally intersect the optical axis (401) of the projection lens.




project

Projectile target system

According to one aspect of the present invention, a projectile target is disclosed comprising a target having a substantially sealed chamber having a front face and a rear face with an enclosing side wall disposed intermediate. The front and rear faces are formed by membranes configured to allow a projectile to pass therethrough and then substantially seal to maintain the substantially sealed chamber. Pressure wave sensors are disposed within the chamber and are configured to detect pressure waves created by the projectile. A target controller receives signals from the pressure sensors indicative of the pressure sensed by the sensors and determines an impact point of the projectile on the front face of the target.




project

Mirror for the EUV wavelength range, projection objective for microlithography comprising such a mirror, and projection exposure apparatus for microlithography comprising such a projection objective

A mirror for the EUV wavelength range (1) having a layer arrangement (P) applied on a substrate (S), the layer arrangement having a periodic sequence of individual layers, where the periodic sequence has at least two individual layers—forming a period—composed respectively of silicon (Si) and ruthenium (Ru). Also disclosed are a projection objective for microlithography (2) including such a mirror, and a projection exposure apparatus for microlithography having such a projection objective (2).




project

Method and apparatus for producing an X-ray projection image in a desired direction

A method for producing an X-ray projection image of a body region of a patient using a desired spatial location of a central ray, includes positioning a pointing element relative to the patient indicating a location of a pointing line and causing the location of the pointing line to coincide with the desired central ray location. A pointing line location and a central ray location currently set on an X-ray machine are recorded. A measure for deviation between the pointing line and the currently set central ray location is determined and used to set the desired central ray location. A medical apparatus includes an X-ray machine taking an X-ray projection image along a central ray, a pointing element indicating a pointing line, an acquisition unit detecting the pointing line location and the currently set central ray location, and a control and evaluation unit implementing software carrying out the method.




project

System and method for automated projector lamp management

An information handling system projector tracks lamp usage to generate a lamp order form for order of a replacement lamp when lamp usage is a predetermined usage. The lamp order form is automatically generated and displayed to include lamp usage and projector identification information so that a user need not manually input that information into an order form. A network module of the projector supports queries for lamp usage from a lamp management module running on an information handling system. A projector processor interfaced with the network module reads the lamp usage and projector identification information from firmware of the projector and provides the lamp usage and projector identification information to the lamp management module for automatic generation of the lamp order form display.